Introduction
Conflicts and disagreements will likely arise when a team of experts meets, especially at work. Furthermore, it becomes substantial and complex when politics and authority battles are present. The workplace climate changes whenever political influence and monopoly are actively involved. Although disputes can be advantageous and disadvantageous, the organization must ensure that they repair the dysfunctionality connected to a disagreement. Even though everyone manages and resolves conflicts in unique ways, the goal must be to prevent disruptions in the firm’s performance. Companies frequently balance politics and bureaucracy to maximize systemic benefits. Institutions are political structures that give personnel a chance to advance their careers. As a result, they offer an avenue through which personal interests and matters can develop. The advancement of one’s profession to executive or supervisory ranks mostly depends on gaining authority. It serves to convert personal interests into actions that further affect those within and beyond the business. This paper will discuss political tendencies, the effects of politically changed settings, conflict management methods, and negotiation strategies.
Political Tendency
I am an apolitical individual because I do not engage in political conflicts or activities. My political tendency does not affect my occupation development because the organization I work with has policies limiting people from involving in any political affairs. However, the organization always holds employee appraisals yearly to determine the best performers (Park & Lee, 2020). The company reward employees with promotions and salary increment to motivate them. Politics in the workplace can lead to a change in personnel attitude, loss of concentration in work, spoil relationships among people, and can affect the company’s productivity (Swigart et al., 2020). On the other hand, political beliefs had a positive impact on my career progression because I recently got promoted to fill the position of chief operating officer. I got the job because I have better coordination and confidence to express my opinions for the better of the company. I can influence and boast people’s morale to complete a project on time. Individuals must utilize politics and power precisely for their benefit and the company’s mutual development and advancement.
Effects of Politically Changed Environment
A politically altered setting impacted me negatively during my previous workplace because I was apolitically individual and always told the facts. Consequently, my supervisor frequently overworked me and assigned me tasks outside my job requirements. Nevertheless, I was forced to undertake the duties as a demonstration of the authority exercised by my direct superior, who led authoritatively to complete tasks. A manager’s authority can induce employees to pay attention to their instructions (Bergeron & Thompson, 2020). Furthermore, individuals always worry about the consequences of disobeying orders from their leaders. An authority figure should show concern and appreciate their employees’ work performance.
Conflict Handling Style
I prefer managing conflicts through collaboration method because it leads to original thoughts that address the demands and interests of all participants. Team members always realize underlying concerns, challenge presumptions, and know other individuals’ standpoints. Associates deal with the dispute directly and communicate their desire for everyone to receive the help they require. Collaboration encourages connections, appreciation, and loyalty among employees in an organization (Berisha et al., 2021). The style has helped me in my career to tackle various conflict scenarios. When a conflict occurs, I always reason with the people involved to understand the cause of the dispute and find a solution for their mutual benefit. Nevertheless, collaboration requires much time, and it might only be worthwhile to spend time and resources to come up with a win-win approach if the partnership is significant.
Bargaining Strategy
I recognize the integrative bargaining approach because it fits with my dispute resolution method and is a win-win situation for the people affected by conflicts. As each team tries to come to a judgment that benefits both groups, the invention in integrative negotiation can result in profit maximization for both stakeholders. Collective negotiation can transform circumstances that appear to be winning and losing confrontations into chances for mutual benefit and productivity improvements (Zhang et al., 2021). The technique of persuasion resides in simultaneously producing and obtaining profit. Integrative bargaining has limitations, including dependence on sharing preferences and needs, while participants are frequently wary about disclosing too much data. Collaborative negotiation is focused on a prolonged vision for future talks with the counterpart due to its focus on partnerships.
Conclusion
Dispute management is crucial for the survival of companies and professions. The conflict process can change and become more complicated whenever power imbalances and politics are involved. Finding the best dispute-resolution method is crucial for promoting workplace efficiency and satisfaction. Authoritative leaders are in charge of making sure that everyone in the company is committed and compliant. Power can help prevent personnel resistance and ensure everyone gets along, which boosts profitability. Workers may be driven by the belief that their interests will not be restricted through organizational ideology. In the context of company politics and a liberal framework, effective negotiation may occur. Suitable individuals and managers may be chosen if corporate governance functions effectively and the institution may function successfully.
References
Bergeron, D. M., & Thompson, P. S. (2020). Speaking up at work: the role of perceived organizational support in explaining the relationship between perceptions of organizational politics and voice behavior. The Journal of Applied Behavioral Science, 56(2), 195–215. Web.
Berisha, G., Krasniqi, B., Shiroka-Pula, J., & Kutllovci, E. (2021). Conflict handling styles as predictors of entrepreneurial intentions. Journal of Entrepreneurship in Emerging Economies, 13(5), 967-991. Web.
Park, J., & Lee, K. H. (2020). Organizational politics, work attitudes, and performance: the moderating role of age and public service motivation (PSM). International Review of Public Administration, 25(2), 85-105. Web.
Swigart, K. L., Anantharaman, A., Williamson, J. A., & Grandey, A. A. (2020). Working while liberal/conservative: A review of political ideology in organizations. Journal of Management, 46(6), 1063–1091. Web.
Zhang, H., Zhang, K., Warsitzka, M., & Trötschel, R. (2021). Negotiation complexity: a review and an integrative model. International Journal of Conflict Management, 32(4), 554-573. Web.