Author Topic: Types of Managerial Actions That Cause Workplace Conflicts  (Read 1440 times)


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Types of Managerial Actions That Cause Workplace Conflicts
« on: October 04, 2012, 07:04:30 AM »
1. Poor communications

    Employees experience continual surprises, for example, they are not informed of major decisions that affect their workplaces and lives.
    Employees do not understand the reasons for the decisions – they are not involved in the decision-making.
    As a result, they trust the “rumor mill” more than their management.

2. The alignment or the amount of resources is insufficient. There is:

    Disagreement about “who does what.”
    Stress from working with inadequate resources.

3.“Personal chemistry,” including conflicting values or actions, for example:

    Strong interpersonal natures among workers do not seem to match.
    We do not like others because they seem too much like ourselves (we often do not like in others what we do not like in ourselves).

4. Leadership problems

For example, inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by:

    Avoiding conflict, “passing the buck” with little follow-through on decisions.
    Employees see the same continued issues in the workplace.
    Supervisors do not understand the jobs of their subordinates.

Key Managerial Actions / Structures to Minimize Conflicts

© Copyright Carter McNamara, MBA, PhD
1. Regularly review job descriptions. Get your employee’s input to them. Ensure:

    Job roles do not conflict.
    No tasks “fall in a crack.”

2. Intentionally build relationships with all subordinates.

    Meet at least once a month alone with them in office.
    Ask about accomplishments, challenges and issues.

3. Get regular, written status reports that describe:

    Currents issues and needs from management.
    Plans for the upcoming period.

4. Conduct basic training about:

    Interpersonal communications.
    Conflict management.

5. Develop procedures for routine tasks and include the employees’ input.

    Have employees write procedures when possible and appropriate.
    Get employees’ review of the procedures.
    Distribute the procedures.
    Train employees about the procedures.
6. Regularly hold management meetings with all employees.

For example, every month, communicate new initiatives and status of current products or services.
7. Consider an anonymous suggestion box in which employees can provide suggestions.

This can be powerful means to collect honest feedback, especially in very conflicted workplaces.