Part 1
The garbage can model presents organization decision making in the form of anarchies thus making this process uncertain. It involves several events, leading to decision making instead of viewing the process as a sequence of steps from the problem, to the decision made to resolve the problem. As managers, it is possible to point out solutions even though there is no initial problem and some problems are persistent with no solutions such as increase in competition. Strategic managers also use this model in proposing choices and strategies to the organization without any problems to ensure development (Hancock & Tyler, 2009).
Part 2
Personality conflicts exist due to differences in employees at work caused by social backgrounds or relation issues. This may in reaction to different perceptions proposed in work which support different beliefs of the employees (Reece, Brandt & Howie, 2010). Working in multicultural organizations has caused personality conflicts with people who hold different beliefs in accordance to social network. Such a situation occurred in departmental meetings when one employee who had a negative attitude towards management of the organization used inappropriate language, and gestures while addressing them. This caused conflicts, but the managers had initial analysis of the situation and requested the employee to walk out and cool his temper. This would, however, be handled by talking to the employee and asking them to change their language and gestures and develop a positive attitude to ensure growth in the company.
Part 3
Communication involves decoding messages in different forms by analyzing its inner meaning and trying to apply it in life. Messages can have different meanings, which may prompt different feelings increasing need to conduct the decoding process properly. A tricky situation in decoding messages occurred during team work when the team leader indicated that it was necessary, to perceive personal goals even when working in groups. According to my interpretation, this meant that there is no need for team work as personal goals can be achieved without it. This was, however, not the intended meaning leading to confusion. The problem was caused by lack of clarity by the team leader in expressing the message (Knights & Willmott, 2007).
Part 4
The behavioral leadership theory involves an analysis of the behavior of the leader and the effects of this behavior on the people being led. It is highly applicable as it focuses on what the leaders do in setting an example for the junior (Haberberg & Rieple, 2008). Leaders are expected to listen and input the opinions of juniors in their leadership other than dictate them on what to do. The behavior and relating developed by the leaders affect the attitude developed by the team. It is, therefore, essential to criticize the behavior of the leader to understand the reaction of the people.
Part5
Resistance to change may be driven by the fear of the unknown in relation to the change made. Most people are afraid to embrace in the organization or their lives due to the uncertainty of future effects of that change. This also includes being afraid of failure after the change is done. Management is faced with complicated while dealing with routines developed by employees after the change is made (DuBrin, 2009). People are usually reluctant to dispose their routines as it disrupts their lives making it hard for management to initiate change in organizations. Employees also claim of not being involved in the change implementation while this can cause complications as it is impossible to incorporate all their views.
References
CDR Associates. (2007). Conflict resolution for managers and leaders: The CDR Associates training package : participants workbook. San Francisco, Calif: Jossey-Bass.
DuBrin, A. J. (2009). Essentials of management. Mason, OH: Thomson Business & Economics.
Haberberg, A., & Rieple, A. (2008). Strategic management: Theory and application. Oxford: Oxford University Press.
Hancock, P., & Tyler, M. (2009). The management of everyday life. Basingstoke (GB: Palgrave Macmillan.
Knights, D., & Willmott, H. (2007). Introducing organizational behaviour and management. London: Thomson.
Reece, B. L., Brandt, R., & Howie, K. F. (2010). Effective human relations: Interpersonal and organizational applications. Mason, OH: South-Western Cengage Learning.
