Deliverable 7 - Reorganization

Running Head: DECISION MAKING AND CONFLICT MANAGEMENT

DECISION MAKING AND CONFLICT MANAGEMENT 2

Decision Making and Conflict Management

Name: John Blair

Institution Affiliation:

Author Note

This paper is being submitted on 11th December, 2018, for John Blair MAN4240CBE Section 01CBE Organizational Behavior Analysis.

Decision Making and Conflict Management

The constraints in the structure of NoJax Inc. that may hinder effective decision making the centralized form of serious centralized decision-making structure, the matrix organizational structure and the personality difference among the employees in management. The centralized form of making decisions means that the opinions of other management officials are not welcome and decisions not fair to all may be made. The matrix structure involves many people working together and different people have different capabilities to deal with changes and the need to establish stable relationships in the work environment can cause psychological stress. The personality characteristics that hinder decision making are openness, emotional stability, and agreeableness. Some managers are less open, agree less and show emotional instability.

NoJax can make decisions more effectively by reducing the level of bureaucracy between the departments through decentralization. There should be the empowerment of the managers through delegation such that the managers can give final views on matters affecting respective departments rather than waiting for the approval of senior management. The company should also allow rotations through positions so that majority of the people can have hands-on experience in different areas which will allow more reliable information to allow informed decisions. The company should ensure a functional human resource department which airs the views of the employees who are an integral part of the company (Phillips, Phillips, & Smith, 2016).

The elements of negotiation include interests, options, relationship, communication, legitimacy, commitment, and alternatives. The interests, needs, and concerns of all should be considered when setting up policies and rules to inspire a sense of belonging and commitment to the company’s goals. The options of solving conflict should transparently consider the interest of all so that in the event of any issue, all is factored in. The company should have policies that build good working relationships between employees and management so that issues are raised openly without fear. Communication should be at its optimal so that information is clear and void of contradiction. Legitimacy brings a sense of fairness in running the affairs of the company so that no one’s rights and freedoms are infringed. For there to be minimal conflicts, all and sundry should be committed to the objectives of the company and this will make the finding of solutions rather easy.

In solving issues of conflict, NoJax should first identify what could have caused the conflict by allowing more information from the conflicting parties without bias. The management should look beyond the incident for it could be an event that happened long ago or the working environment that could be causing stress leading to conflict. The third step is asking the conflicting parties to suggest solutions they all agree on for this will allow commitment to the solutions suggested (Moore, 2014).

References Moore, C. W. (2014). The mediation process : practical strategies for resolving conflict. San Francisco: Jossey-Bass, A Wiley Brand. Phillips, J. J., Phillips, P. P., & Smith, K. (2016). Accountability in human resource management : connecting HR to business results. London: Routledge, Taylor & Francis Group.