Identify, address, and mitigate conflicts that may arise from differences among team members
From the communications shared among employees of Riordan Manufacturing, it is evident that resistance to change is a major source of conflict in most organizations. For instance, some employees at Riordan Manufacturing are supporting the initiative of going green so that the standards of production and service delivery can also improve (Riordan Manufacturing, 2013).
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On the other hand, there are employees who are against the idea arguing that it will cut down the number of bonuses earned. Whenever a change is introduced in an organization, it is quite common for employees to respond with mixed reactions in spite of the benefits associated with the same change. For employees who are more conserved and thus prefer remaining within the comfort zone, it is highly advisable for the lead management to introduce any changes with extra caution.
For instance, employees should be involved in the process of injecting changes that affect their daily lives (Perrin, 2008). Employee participation in decision making creates a sense of belonging and dignity, and as such, even those who may be opposed to new ideas are highly likely to accommodate the same ideas with a lot of ease.
Secondly, leadership conflicts may also arise at the workplace, especially when new leadership structure is put in place. The new structure may be composed of supervisors, management, or new owners in case of acquisitions and mergers. It is imperative to note that the leadership style of a new team may not auger well with some employees.
The conflict resolution styles such as being an avoider, accommodator, controller, compromiser, or collaborator may not be applied in the same way by a new team taking over from the last one. New leaders in an organization may also introduce new sets of rules and guidelines to be followed.
As a result, the old employees may find it cumbersome to conform to the new rules within a short time. Therefore, the leadership styles and new guidelines introduced at the workplace should be executed gradually until the time when all the employees will be fully accustomed.
A project leader usually acts as the torchbearer of any given team. The following strategies may be employed by a project leader to realize success and productivity at the workplace. Firstly, the most appropriate leadership style should be put in place. The authoritative style of leadership should be avoided whenever possible.
Employees will not feel appreciated or respected if they are commanded around to perform certain tasks. Dialogue and consensus building ought to be employed all the time. A project leader should understand that the productivity of employees and the overall success of an organization will be attained only if workers feel respected and dignified. Hence, it is highly recommended for a leader to exercise the democratic style of leadership.
Employees also require motivation at the workplace, both in terms of their achievements and group performance (DeCarlo, 2004). Motivation is the key strategy that a project leader can use to boost the morale of employees. They can be motivated in various ways to gain knowledge and understanding that they are respected and valued as key players in an organization.
Also, a project leader should work alongside employees in setting up goals and objectives for an organization. Mutual goal setting is believed to motivate employees to work harder. It also improves their commitment at the workplace.
DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.
Perrin, R. (2008). Real-world project management: Beyond conventional wisdom, best practices, and project methodologies. Hoboken, NJ: John Wiley and Sons.
Riordan Manufacturing (2013). Communications. Retrieved from http://uswaya01.tripod.com/Riordan/home.html