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Supervision

CHAPTER 14 HANDLING CONFLICTS, POLITICS, EMPLOYEE DISCIPLINE & NEGOTIATION. Supervision. Define conflict. Identify the three general sources of conflict. List the five basic techniques for resolving conflict. Describe how a supervisor can stimulate conflict. Define politicking.

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Supervision

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  1. CHAPTER 14 HANDLING CONFLICTS, POLITICS, EMPLOYEE DISCIPLINE & NEGOTIATION Supervision

  2. Define conflict. Identify the three general sources of conflict. List the five basic techniques for resolving conflict. Describe how a supervisor can stimulate conflict. Define politicking. Explain the existence of politics in organizations. Define discipline and the four most common types of discipline problems. List the typical steps in progressive discipline. Contrast distributive and integrative bargaining. CHAPTER OUTCOMES

  3. Conflicts • Opposing interests / objectives • Interferences in goal-achieving efforts • Conflicts are natural and can’t be eliminated • Members have different goals • Resources are scarce • People are different and see things differently Conflicts

  4. Upside of Conflicts • Enable change and improvement • Foster creativity and innovation • Causes of conflicts • Communication differences • Different meanings  Misunderstanding • Structural Differentiation • Organizational units  competing goals, scarce resources, etc. • Personal Differences Conflicts (cont.)

  5. Conflict Management • Resolution and stimulation techniques • To achieve the optimum level of departmental conflicts • Resolution techniques • Concern for self • Concern for others Conflicts (cont.)

  6. Resolution techniques Conflicts (cont.) Accommodation Collaboration High Compromise Concern for Others Avoidance Forcing Low Low High Concern for Self

  7. Which conflicts do you handle? • Pick your battle • Have clear goals and priorities • Be realistic • How to choose a technique • Personal preference / style • Goals and objectives • Sources of conflicts Conflicts (cont.)

  8. Stimulating conflicts • When should conflicts be stimulated? • Resistance to change • Lack of creativity • Group think, all “yes” • Peace and harmony takes priorities over performance • Etc. Conflicts (cont.)

  9. Stimulating conflicts • Use communication • Bring in outsiders • Restructure the department • Appoint a devil’s advocate • Caution in stimulating conflicts • Organizational culture • How performance is evaluated Conflicts (cont.)

  10. Politicking • Actions to influence the distribution of advantages and disadvantages • Examples: • exchange favors • withholding information from decision makers • leaking confidential information • blaming others • Is defined in the “eye of the beholder” Organizational Politics

  11. Why Politicking? • Different goals and interests • Scarce resources • Subjective criteria in decision making • Ethical politics? • Not self-serving, with exclusions of organizational goals • Respect the rights of individuals affected • Fair and Equitable Organizational Politics (cont.)

  12. Situational factors in playing politics • Organizational culture • Power of others • Your own power Organizational Politics (cont.)

  13. Discipline • Actions taken by supervisors to enforce the organization’s standards and regulations • Forms of Discipline • Verbal warning • Written warning • Suspension – time off without pay • Dismissal – termination of employment Disciplinary Process

  14. Discipline problems • Attendance • On-the-job behaviors • Dishonesty • Outside activities • Is Discipline the solution? • Employee’s ability/competency • External factors • Personal problems  Employee counselling Employee Discipline

  15. Laying the groundwork • Advance warning • Proper investigation • Make it progressive • Verbal warning  written warning  suspension  dismissal • Discourage repetition • Consistent with court and arbitration rulings Employee Discipline (cont.)

  16. “Hot stove” rule • Immediacy • Advance warning • Consistency • Impartiality • Legal implications • Employment at will • Wrongful discharge Employee Discipline (cont.)

  17. Negotiation strategies • Distributive bargaining • Integrative bargaining • Effective negotiation • Consider the other party’s situation • Develop a concrete strategy • Begin with a positive overture • Address problems, not personalities • Pay little attention to initial offers • Emphasize win-win solutions Negotiation

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