Introduction
Conflict between employees happens from time to time. This especially happens during a collaborated project or task, wherein the cooperation among employees are required. However, there are times when the roles and responsibilities assigned to each member do not suit with the preference of an employee. The reason might come from the deviation of the tasks from their skills, or if one of the employees sensed unfair designation to all of them, or if one member is not willing to cooperate. It is the latter two reasons wherein conflict mostly enters (Verma, 1998). As a team supervisor, it is a duty and responsibility to resolve conflicts in order to have a smooth flow in doing the tasks. Fortunately, conflict management will be able to provide solution and strengthen professional relationships in the future (Kohlrieser, 1997).
The Current Situation
A conflict recently started between the two company employees named Mike and John. Both are medical facilities employee who works under my supervision. The conflict started when I assigned both of them in a very important tasked which is due in seven days. John did not like what was assigned to him, and wanted to oversee other people instead. On the other hand, Mike constantly follow orders. Moreover, John always came in late while Mike covers him up until this time, when Mike started to become irritated about John’s habit. Both employees are important for the task and their skills are needed in order to finish it.
Leadership Style for the Conflict of John and Mike
Considering the conflict between John and Mike, the most appropriate style of leadership to be used is the democratic leadership. According to Kaimenyi (2014), democratic leadership allows both the leader and the followers to solve a certain problem in collaboration. First, the two concerned parties must talk to each other after cooling down. After that, they will eventually come in terms with each other, and will be able to provide solution on their own (Kaimenyi, 2014). Since the problem is the conflict between the two employees, it is important to hear their concerns and stands about the conflict. Even if there is a problem regarding the attitude and behavior, which is evidently present in John, it is still important to hear the reasons for doing so. What important is to treat them without bias and with equal respect (Kohlrieser, 2007). Both of them are important to the company, and they should be treated equally, regardless of their experience and attitude. It is also important to balance between work, emotion, and reasoning, according to Kohlrieser (2007). In this way, John and Mike will be able to understand their differences in perspectives and way of handling work. They will be able to overcome each others mistakes, and try to build a good working relationship between the two of them (Verma, 1998). However, the problem regarding John’s tardiness will be discussed in separate talks since this issue is not already between John and Mike, but between John and the company.
Leadership Style for Task Designation
This part is considered to be focused on the technical process. As such, it is recommended to use the bureaucratic style of leadership. In this style, the performance of the employees are the ones being taken into consideration. The process makes use of documentation and standards for assessment (Kaimenyi, 2014). For the situation, the tasks will be designated again to John and Mark. The tasks will be according to their levels of expertise. However, John and Mark both have the same job title, so the tasks will be equally important and manageable for them. As such, negative and violent reactions will be minimized. In these tasks, both of them will be assessed based on their performance. In order to implement this plan, the project will be reorganized and rebriefed for the sake of fairness. This will be able to motivate the both of them and will prevent conflicts in roles and responsibilities in the future (Verma, 1998). Also, this will be able to cover up for their strengths and weaknesses in the past, and thus, be able to build a positive relationship between the two of them through teamwork and cooperation, which are both needed to finish this important task.
Finishing the Task
Despite the conflict that ensued between John and Mike, the task should still follow the schedule of completion, which is seven days from now. Since this is a very important task. It is necessary to list all the task designations of every member of the team (Flashman & Bradley, 1984). All tasks must be checked at a regular interval, for at least two times per day, for every half or the daily working hours. In the first day, the progress of the task will be assessed overall. From that, goals will be established for the next day, and every member must meet those goals. This is an effective way to organize all the activities because it is very accurate measure of progress. Moreover, this will make all the members to always be active on their work, and to prevent slacking off (Flashman & Bradley, 1984). The goals will be specific for every member, so they can focus on achieving their own goals without much interference from the others since they have different purpose to meet for the day. Finally, communication is also important despite the busy schedule. As a leader, it is important to address their concerns throughout the working period. No concerns will be neglected, even the smallest details, especially if these concerns will help improving the output of the task. Assistance will given as soon as possible. This is important in order for a leader to show his//her confidence about the team, that they will complete the task with high quality and with manageable schedule (Flashman & Bradley, 1984).
Gauging the Progress of Mike and Jihn
Even if the schedule must commence despite the conflict that happened between Mike and John, they must still be supervised in regards with this. Their progress in their tasks will be determined, as stated in the time management strategy. They will be assessed on their outputs, and if their respective goals for the day are met, starting on the second day. However, the focus of the assessment between Mike and John is their behavior and attitude towards work and towards each other. In order to check their attitude, they will be given a checklist in relation with work and interpersonal relationship. This will be done in daily basis, and the checklist will not be changed until the end of the seventh day. In this way, their performance will be compared with their attitude, and see if attitude affects their overall output in doing the tasks and meeting the goals. On the fourth day, they will be asked personally, especially about the current working relationship with each other, to see if there are improvements in this area. This will be done of the seventh day as well, after all tasks have been done. After all, one of the most important result of the task, aside from its completion, is to restore and build a positive working relationship in the long run (Kohlriese, 2007).
Conclusion
Conflicts are normal, but they must be resolved quickly in order not to affect the technical aspect of a certain project. In the previous situation, it is obvious that John and Mike have large difference in terms of work behavior and attitude. In all kinds of work, these differences must be set aside when it comes to working hours. They needed to cooperate at all times in order to produce an acceptable quality of output. Also, conflicts are a great way to recognize the strengths and weaknesses of the employees. In a conflict, the leader will be able to see the things that can help or reduce the productivity of the team as a whole. Based from that, the leaders will be able to devise plans to maximize the benefits and improve the attitude of their members for the sake of the team, and consequently, for the development of the company as a whole.
References
Flashman, R., and Bradley, L. (1984). The Successful Person’s Guide to Time Management. Cooperative Extension Service: University of Kentucky.
Kaimenyi, C. (2014). The Influence of Conflict Management Styles on Leadership Approaches within Small-scale Businesses in Kenya. Journal of Business and Management, 16(9), 55-59.
Kohlrieser, G. (2007). Six Essential Skills for Managing Conflict. Perspective for Managers, 149, 1-4.
Verma, V. (1998). Conflict Management. The Project Management Institute Project Management Handbook.
