Sophocles Oedipus The Most Brilliant And Creative...

Sophocles play â€Å"Oedipus Tyrannus† is an enigma. His play includes incest, murder and self-enlightenment all leading into the main theme of fate. Athenians believed that fate is not left up to man, but that is provided solely on the whims of the gods. Because of his dramatic approach to his plays Sophocles was considered one of the most brilliant and creative writers of his time. Sophocles’ play â€Å"Oedipus Tyrannus† is about how Athenians view their gods and their fate. Athenians believed that their fate was not left up to man, but that is provided solely on the whims their gods. The interesting aspect of this story is not that one believes that fate is real but that fate can be changed by not following the predictions of the oracle (seer/mediator for the god. If fate does take place for whatever reason than one took the wrong step in changing it. Oedipus was informed by an oracle that he would be the one to murder his father and marry his mother. It is important to know that Oedipus is a descendant of the first King of Thebes and because of this several of his relatives have met tragic deaths by taking unwarranted actions into their own hands. Before Oedipus was born his father Laius was told by the same oracle not to have any children by his wife Jocasta which he did anyway. This was not a situation that originated with Oedipus; it seems that this type of fate is destined to be intertwined in this family’s bloodline. According to an article written by Leigh T.Show MoreRelated Matthew Arnold versus Aristotles Poetics Essay examples3833 Words   |  16 PagesThe value of imitation: a vision of Aristotles Poetics Aristotle wrote his Poetics thousands of years before Matthew Arnolds birth. His reasons for composing it were different from Arnolds reasons for using it as an element of his own poetic criticism. We can safely say that Arnold was inclined to use the Poetics as an inspiration for his own poetry, and as a cultural weapon in the fight for artistic and social renewal. Aristotle, by contrast, was more concerned with discovering general truthsRead MoreSimilarities and Dissimilarities Between Shelley and Keats6975 Words   |  28 Pagesas a sort of supreme metaphor for beauty, creativity, and expression. This means that most of Shelleys poems about art rely on metaphors of nature as their means of expression: the West Wind in Ode to the West Wind becomes a symbol of the poetic faculty spreading Shelleys words like leaves among mankind, and the skylark in To a Skylark becomes a symbol of the purest, most joyful, and most inspired creative impulse. The skylark is not a bird, it is a poet h idden. John Keats: Keats’s sentimentRead MoreDeveloping Management Skills404131 Words   |  1617 PagesManaging Stress 106 Stress Management Assessment 106 Time Management Assessment 107 Type A Personality Inventory 108 Social Readjustment Rating Scale 109 Sources of Personal Stress 111 SKILL LEARNING 112 Improving the Management of Stress and Time 112 The Role of Management 113 Major Elements of Stress 113 Reactions to Stress 114 Coping with Stress 115 Managing Stress 117 Stressors 117 Eliminating Stressors 120 Eliminating Time Stressors Through Time Management 121 Eliminating Encounter Stressors Through

Conflict Management Free Essays

If a conflict should arise over the course of the team project, Group 4 has agreed to mitigate the conflict as soon as possible. Based on the situation of the conflict, whether It Is personal or technical for example, the team will come together and discuss the situation. Once all details of the conflict are known, the team will determine the best way to address the conflict by a majority rules team vote. We will write a custom essay sample on Conflict Management or any similar topic only for you Order Now After a decision is made it will take effect immediately to address the conflict. Note: All conflicts and decisions will be thoroughly discussed with the course instructor along he way for suggestions and ultimate authority. B. Motivation and stability are keys for success in the team project. Group 4 possess these qualities and does not foresee a lack of either throughout the length of the project. However, in an unforeseen circumstance where lack of motivation is identified by the team, it will be addressed immediately. The team will address the team member who Is not performing at the expected level of commitment. This will either be done In a group setting (weekly team call) or an Individual representing the team reaching out to the member after speaking with the other team members. . Address the situation with the team member (either In a group or Individual setting). 2. Determine if the team member needs additional help or other action to bring their motivation back up. 3. Based on the needs, action will be taken by the team to remedy the situation. *Note: All concerns about motivation of a team member will be thoroughly discussed with the course instructor along the way for suggestions and ultimate authority. Based on the situations that follow, the specific action will be taken to address and mitigate the situation. L. Team member falls Into one or more categories below: Non-responsive: If Group 4 Identifies a team member that has become non- responsive (unless previously notified due to travel, business, etc. ); the team will try to reach out to the member by email several times. If there is still no response after 5 days, the team will then contact the team member by phone (contact phone number for emergencies provided to team). If contact is still not made, the team will get the course instructor involved in the situation. – Disruptive: If a team member becomes disruptive to the team (continually derailing team meetings, email discussions, or deliverables), Group 4 will mom together to address the situation immediately. The individual will be address by the team in a team that the Individual’s actions are not meeting or group email. The team will state conducive to team activities and the actions need to stop Immediately. If the situation continues after an Nominal conversation or email, the course Instructor will be notified and action will be taken accordingly. – Not actively contributing: If a team member is not actively contributing, Group be address by the team in a team meeting or group email. It will be determined if the individual Just needs extra help that the team can provide r if it is another circumstance not related to the course. If the situation cannot be remedied through added help from the team, Group 4 will consult with the course instructor to determine the best course of action. Not participating in weekly conference calls: If a team member is not attending weekly conference calls on a regular basis (unless previously notified due to travel, business, etc. ); the team will reach out to the team member through email first then the emergency phone number provided to discuss the situation. If the issue is not resolved, – Produces low-quality work: If a team member is pro viding low-quality work recently, Group 4 will come together to address the situation immediately. The individual will be address by the team in a team meeting or group email. It will be determined if the individual Just needs extra help that the team can provide or some other reason. If the member does not want team help and still provides low-quality work, Group 4 will consult with the course instructor to determine the best course of action. It. If a team member decides to drop the class, Group 4 will come together to address the situation immediately. The remaining members of the team will reassign the work, so everyone in Group 4 will have a fair amount. Depending at what point a team member may drop, Group 4 will reach out to the course instructor if it will greatly impact a deliverable with an approaching deadline. Iii. If a team member has an emergency and cannot participate, Group 4 will come together to address the situation immediately. The remaining members of the team will reassign the work, so everyone in Group 4 will have a fair amount. If the team member will be able to return at some point, the team will again come together and divide the work up so each team member has a fair amount. Throughout this time, communication with the course instructor will also be in effect. How to cite Conflict Management, Essays Conflict Management Free Essays This research work will be centering on effective conflict management, its impact on employee’s performance, productivity as well as resolution, linking to the management and employees of the organizations. Conflict can be regarded as disagreement regarding interests or ideas (Esquivel and Kleiner, 1997). Managing the conflict appears when the objectives, goals or interests of the individuals or groups are frustrated or about to frustrate. We will write a custom essay sample on Conflict Management or any similar topic only for you Order Now Conflict is an inevitable part of life since the goals of different stakeholders such as managers and staff are often incompatible (Jones et al 2000, Bagshaw, 1998). There are many reasons of organization’s growth and decline. Among these one reason is â€Å"conflict†. There is no single reason of conflict in the organizations, it may be several, depends upon the nature and size of the organization. Conflict can arise upon even on minor difference of opinion and could cause a disaster to the organization.Effective conflict management is having a great impact on employees and organization’s performance and productivity. Conflict resolving is totally managerial skill. For any organization to be effective and efficient in achieving its goals, the people in the organization need to be visionary what they deserve for. Beside this, having clear objectives for each group and individual is essential. Some time organizations are greatly struck by the problem known as â€Å"conflict†. It’s up to the organization to find ways of resolving these conflicts amongst people.All members of the organization need to find ways of minimizing such kind of situation. This could happen to any organization either public sector or private sector. Conflict is a fact of life as people compete for jobs, resources, power, acknowledgement and security. According to Wilson (2002), those people or organizations that are able to manage conflict strategically are those who have most success in their endeavor. Most of the organizations are of the opinion that conflict is having negative impact on the productivity and performance of the employees.They think that it is a laborious, focus reducer, cause of discomfort, hostility and consume a lot of time and money. However, when conflict is managed effectively and efficiently, it can also be very positive, productive and beneficial for both the organization and employees as well. The good thing about conflict is that it highlights problems and promotes change to the organization. Beside this, it often encourages shared solutions and can enhance the morale and team spirit of the organization’s practice when it is dealt with openly and promptly.At last, conflict can stimulate the creativity and innovation in the organization which is the limelight for the growth and survival in today’s competing era. LITERATURE REVIEW Conflict is a process that materializes when an individual or group perceives that another individual or group is frustrating, or about to frustrate, the attempts of the former to attain a goal (Thomson, 1992 Wall and Callister, 1995). Most of the studies have shown that conflict when managed properly and effectively could lead to the desired or targeted goals attainment.Its impact remains for longer time period. It’s up to the management that how they manage conflict. As one may speculate that the reasons, why managers are paid the heights remuneration in the organizations is to compensate for the supposed acceptance of conflict, a good part of the remuneration may be regarded as combat pay to work in an environment which can be constantly uncomfortable (Robbins, 1987). Bagshaw (1998) has pointed out that conflict is not necessarily a bad thing if properly managed. It can be creative force for the business and the individual.One conflict management theory developed by the Society of Professionals in Dispute Resolution, states that a healthy conflict management system is integrated; integration is a higher level of organization than interconnection; that conflict management system is a human subsystem withi n organization; that the goal of an integrated conflict management system is achieved through a typical development process that starts with assessment and inquiry, and addresses design, implementation and evaluation. In this modern era of business, conflict is a serious problem.In many cases, it wastes precious human and physical resources which could be better directed to other activities. According to survey conducted in Certified Professional Accountants (CPA) firms Singapore, practicing managers suggest that they spend more than 20 % of their time dealing with conflict or its aftermath (Thomas, in press; Thomas and Schmidt, 1976). From the above discussion, we can’t conclude that conflict is totally time wasting activity for the organization. Studies have been also shown that conflict leads to change which play the role of oxygen for the life of the organization.People in organizations conflict about vague assignments, the refusal to accept feedback, unfair distribution of work, incompatible goals, downgrading coworkers, and personalities (Berbmann and Volkema, 1989). Studies have also been shown that those organizations who are handling conflict as a tool for change and innovation ar e occupying better place with respect to competing organizations, who consider conflict as boring and laborious thing. Numbers of studies have been conducted for the measurement of effective conflict management and its impact on employees as well productivity and performance.Because conflict has potentially damaging consequences, it is important that managers are aware of how to manage it. Conflict situations that are disruptive or counter-productive will have to be resolved. 42% of a Manager’s time is spent addressing conflict in the workplace. (Watson, C ; Hoffman, R, Managers as Negotiators, Leadership Quarterly 7(1), 1996). â€Å"I have had CEOs and senior vice presidents tell me they can spend up to 70% of their time on conflict.. . † (Taylor, Robin, Workplace tiffs boosting demand for mediators. National Post Mar. 7/03). â€Å"Over 65% of performance problems result from strained relationships between employees, not from deficits in individual employee’s skill or motivation. † (Dana, Dan, [online]The Dana Measure of Financial Cost of Organizational Conflict, 2001)Up to 30% of a typical managers time is spent dealing with conflict. (Thomas, K and Schmidt, W. A survey of managerial interests with respect to conflict. Academy of Management Journal, June 1976. )A 1996 study demonstrated that 42% of a manager’s time is spent on conflict related negotiations. Watson, C and Hoffman, R, Managers as Negotiators, Leadership Quarterly 7 (1) 1996. ) Effective conflict management not only leads to the organization’s survival and growth but also play a vital role in employee’s productivity and performance. Which not only satisfy the employees but also motivate them in their respective activities. The key factors in conflict management is the way an organization perceive it, those who are consider it for the betterment of the organization are reaping the rewards and those who considering it as time and resources wastage are suffering from management myopia. PURPOSE OF THE STUDY This study gives essential information on the causes of conflict and its corresponding effects to the organization that will assist in the proper management of conflict. What has been presented is a general structure that describes how conflict is managed in organization. This study can be useful tool for conflict management researchers and practitioners both to understand better and predict decision modes and methods that are likely to be used by decision makers to address conflict.SCOPE OF THE STUDY In view of the time and other constraints, the report deals with different sub sectors selectively rather than comprehensively. The researcher is confident that this report will also be useful for utilizing it as a comprehensive tool for managing the conflict in the organizations. There are variety of organizations which are extremely poor in their employee’s productivity and job performance. This number has gone up as a result of poor conflict management wit hin the organizations. To boost up the employee’s productivity and job performance, conflicts should be managed at the essence of conflict management. The study will be conducted in the Pakistani organizations. The study will also be limited to the jurisdiction of Peshawar. In conclusion, the report would like to emphasize the important role of the effective conflict management in boosting the employees’ productivity and job performance. It would provide maximum policy support by improving the institutional and implementation capacity of all the departments and organizations dealing with conflict management.That in turn will require the appointment and induction of qualified professional and policy makers in the field of conflict management. BACKGROUND OF THE STUDY The developing countries like Pakistan depend on the growth of their Industrial sector because they help a lot in the socio economic development of that country. Industrial sector is a great source of development that plays an important role in the economic growth of a country. The role of the manager in the progress of the organization is quiet significant.But sometime the management is facing a conflict in the organization, which tests the actual ability of the managers to manage it effectively. Effective conflict management has always played positive role in the achievement of the organizational objectives and employee’s productivity and job performance. At the time of independence, the areas that constitute Pakistan were producing only food grains and agriculture raw materials. There were no industries and whatever raw materials were produced being exported. After the evolution of the industrial sector inPakistan, organizations are expanding rapidly. On the one side, organizations rapid growth has rewarded much more profit to the organization, but on the other hand it created conflicts in the organizations. In this study the researcher will examine the effective conflict management and its impact on employees’ productivity and job performance. OBJECTIVES OF THE STUDY The under mentioned are the main objectives of the study: ? To know the impact of effective conflict management on employee’s performance. ? To know the impact of effective conflict management on employee’s productivity. To analyze the cause and effect relationship of effective conflict management and employee’s productivity and performance. ? To highlight the pros and cones of effective conflict management. ? To recommend the relevant information for managing the conflict effectively. LIMITATIONS OF THE STUDY The under mentioned are the limitations of the study: ? Limited excess to the all relevant data. ? Time bound of six months to complete the study. ? Lack of financial resources. ? Law and order situation in the region. ? Lack of work done already on this study. ? Other constrains. METHODOLOGY OF THE STUDYFor this study the most important task was to collect as much quality information about the problem as possible. Due to this reason, a number of techniques used to collect the required material and compile the report. The methodology, which was adopted for this research, is based on both the primary data as well as secondary data. While preparing report following data collection techniques have been used. a) Primary Data collection It was collected through i) Questionnaire ii) Personal observations b) Secondary Data collection i) Books ii) Internet iii) Newspaper iv) Journals v) Library i) Television Primary Data The first hand data, i. e. the data collected for the first time is called as primary data. The Sources of Primary Data †¢ Personal observations. †¢ Questionnaire For this study data was collected through questionnaire. The questionnaire contains 25 questions having both open ended and close-ended questions. It were distributed among respondents of Industrial Estate Hayatabad Peshawar. Secondary Data And the data, which is collected from other sources and already processed through mathematical and statistical techniques, are called the secondary data.The Source for Secondary Data Annual Reports †¢ Articles by different scholars. †¢ Relevant books †¢ Government documents, visiting libraries. †¢ Internet †¢ News papers †¢ Television SCHEME OF THE REPORT The scheme of the report is as following Chapter one includes statement of the problem and objectives of the study Chapter two consists of literature review. Chapter three describes the research methodology of the study. Chapter four describes data analysis. Chapter five is consists of findings, conclusion and recommendations. Chapter six includes bibliography. How to cite Conflict Management, Papers Conflict Management Free Essays Conflicts occur when people (or other parties) perceive that, as a consequence of a disagreement, there is a threat to their needs, interests or concerns. Although conflict is a normal part of organization life, providing numerous opportunities for growth through improved understanding and insight, there is a tendency to view conflict as a negative experience caused by abnormally difficult circumstances. Disputants tend to perceive limited options and finite resources available in seeking solutions, rather than multiple possibilities that may exist ‘outside the box’ in which we are problem-solving. We will write a custom essay sample on Conflict Management or any similar topic only for you Order Now 1. CONFLICT Conflicts are natural and inevitable results when individuals work together, share diverse thoughts, concerns, perspective and goals. But what exactly is a conflict? Basically, conflict is â€Å"The clashing of opposed principles†. That’s the easiest way to say it. Some of researchers define confict as â€Å"process in which one party perceives that its interests are being opposed or negatively affected by another party†. Generally it is a clash of values, believes, ideas or goals. There are three main types of conflict: Relationship Conflict is strictly a personal perspective and can arise when one person behaves in a negative manner or another person has skewed perception due to things like stereotypes and rumors. The relationship between people is affected negatively, and in the workplace, performance is eroded due to poor team cohesion. Value Conflict arises when two people or groups have dissenting views on moral values– that basic understanding of what is naturally right or wrong. Relationship and value conflicts are the most subjective conflict types, because they are based totally on what someone â€Å"feels† about a person or situation. Interest Conflict arises when one person’s desired outcome is in conflict with another person or group’s interests. Typically, this occurs when one person believes that another person’s desires, if enacted, will prevent his or her own interests from being met. This type of conflict can be experienced when two people who have relationship conflict are required by a team manager to work as a part of a team. 2. CONFLICT MANAGEMENT The practice of recognizing and dealing with disputes in a rational, balanced and effective way. Conflict management implemented within a business environment usually involves effective communication, problem resolving abilities and good negotiating skills to restore the focus to the company’s overall goals. 3. METHODS In the 1970s Kenneth Thomas and Ralph Kilmann identified five main styles of dealing with conflict that vary in their degrees of cooperativeness and assertiveness. They argued that people typically have a preferred conflict resolution style. However they also noted that different styles were most useful in different situations. They developed the Thomas-Kilmann Conflict Mode Instrument (TKI) which helps you to identify which style you tend towards when conflict arises. 4. TABLE 1) AVOIDANCE The avoiding style is uncooperative and unassertive. People exhibiting this style seek to avoid conflict altogether by denying that it is there. They are prone to postponing any decisions in which a conflict may arise. People using this style may say things such as, â€Å"I don’t really care if we work this out,† or â€Å"I don’t think there’s any problem. I feel fine about how things are.† Conflict avoidance may be habitual to some people because of personality traits such as the need for affiliation. While conflict avoidance may not be a significant problem if the issue at hand is trivial, it becomes a problem when individuals avoid confronting important issues because of a dislike for conflict or a perceived inability to handle the other party’s reactions. 2)COMPETING People exhibiting a competing style want to reach their goal or get their solution adopted regardless of what others say or how they feel. They are more interested in getting the outcome they want as opposed to keeping the other party happy, and they push for the deal they are interested in making. Competition may lead to poor relationships with others if one is always seeking to maximize their own outcomes at the expense of others’ well-being. This approach may be  effective if one has strong moral objections to the alternatives or if the alternatives one is opposing are unethical or harmful. People who tend towards a competitive style take a firm stand, and know what they want. They usually operate from a position of power, drawn from things like position, rank, expertise, or persuasive ability. This style can be useful when there is an emergency and a decision needs to be made fast; when the decision is unpopular; or when defending against someone who is trying to exploit the situation selfishly. However it can leave people feeling bruised, unsatisfied and resentful when used in less urgent situations. 3) Accommodating: This style indicates a willingness to meet the needs of others at the expense of the person’s own needs. The accommodator often knows when to give in to others, but can be persuaded to surrender a position even when it is not warranted. This person is not assertive but is highly cooperative. Accommodation is appropriate when the issues matter more to the other party, when peace is more valuable than winning, or when you want to be in a position to collect on this â€Å"favor† you gave. However people may not return favors, and overall this approach is unlikely to give the best outcomes. Accomodating individuals never meet their needs. 4) Collaborative: People tending towards a collaborative style try to meet the needs of all people involved. These people can be highly assertive but unlike the competitor, they cooperate effectively and acknowledge that everyone is important. This style is useful when you need to bring together a variety of viewpoints to get the best solution; when there have been previous conflicts in the group; or when the situation is too important for a simple trade-off. Requires trust and communication and is time consuming. 5) Compromising: People who prefer a compromising style try to find a solution that will at least partially satisfy everyone. Everyone is expected to give up something, and the compromiser him- or herself also expects to relinquish something. Compromise is useful when the cost of conflict is higher than the cost of losing ground, when equal strength opponents are at a standstill and when there is a deadline looming. How to cite Conflict Management, Essays Conflict management Free Essays Organizations exist to accomplish sine set goals and objectives. NAMP’s main goals is to offer support to the US navy especially in terms of maintenance to fleet and other navy equipment in various settings including combat missions. In the process of execution of its goals an organization is bound to experience conflict, for NAMP these conflicts are real considering the fact that, the organization is comprised of staff from the diverse US culture and the fact that, operations in NAMP calls for team work as opposed to individual efforts. We will write a custom essay sample on Conflict management or any similar topic only for you Order Now Therefore, conflicts emerge and how such conflicts are managed determines whether NAMP functions effectively. To ensure that, conflicts are resolved to the advantage of the organization, NAMP should use the following conflict resolution strategies. Such strategies include avoidance, accommodating, forcing, compromise as well as problem solving (win-win) strategy. Introduction Organizations exist to achieve some set goals and objective. Organizational goals and objectives guides any given organization into the achievement of the specific goals and objectives a set out in the organizational policies and procedures.   To achieve organizational objectives and goals, any given organization engages several resources such as man, money, machine, technology and raw materials and knowledge.   Whenever teams are formed, conflicts emerge. Conflicts if managed well through utilization of conflict resolution strategies can benefit the organization a lot. Unless conflicts in teams are well managed, job performance goes down, as well as employee morale and motivation. Background Information Management of an organization is responsible for ensuring that all the resources of an organization are utilized so well so as to ensure that the organization achieves its mission.   Where human beings are involved conflicts always come up.   Navy, like any other given organization, conflicts arise and when they do, there is a need for conflict resolution by applying conflict management principles such as avoidance, accommodating, forcing, compromise as well as problem solving (win-win) strategy (Valley, 2006.231-245).   Conflicts are important to an organization in that if well managed they result into the birth of new ideas.   The Navy relies on teamwork so as to execute its functions well. Where teams exist there is a need for a spirit of cooperation so as to achieve that synergetic function as teams as opposed to operating like individuals.   The Navy recruits officers from all cultural backgrounds in the US and therefore it naturally occurs that the people who end up joining teams in the Navy are comprised of diverse cultural backgrounds.   This can be a leading source of conflict in the Navy and it calls for careful management, which is non-partisan and geared towards achieving a common good for all.   NAMP is responsible for offering logistical support through aircraft maintenance. By the virtue of maintaining Navy aircraft, NAMP constitutes an integral part of naval operations and therefore any conflicts, which interrupts morale of workers in this department affects the whole Navy force (Bohrer, 2002.24-65).   The staff of NAMP is divided into 3 levels which include the organizational level also referred to as the O-Level, performs maintenance for aircraft as well as aeronautical equipment services, preventive maintenance, inspections as well as corrective maintenance (Bohrer, 2002.48-66). The other levels, which MAMP is organized around, are the intermediate level responsible for combat maintenance and support also referred to as I-Level. The other level of NAMP is the Depot level involved in overhauling obsolete fleet (Bohrer, 2002.55-68).   The fact that NAMP constitutes of officers in several levels such as O-Level, I-Level, D-Level as well as OMD officers implies that officers at NAMP have to constantly function in support to each other, subsequently conflicts are always bound to happen.   The following are some practical conflict resolution, which are applied at NAMP to ensure that conflicts do not disintegrate teams but on the contrary to make sure that conflicts are resolved to the advantage of the organization. Body Conflict resolution is only effective whereby; all efforts bear in mind the sources of conflicts in teams such as, unresolved conflicts, frustration in team members, which all reduce the effectiveness of teams (Schermerhon, Hunt, Osborn, 2005.35-79). In terms of value, it is important to align team members’ values so that they are in agreements with organizational values. This ensures that employee behavior is in conformity with organizational galls and objectives. This is important and where individual goals are in conflict with organizational goals the latter should take precedence. Collaboration and problem solving is an effective way of handling conflicts in teams. Collaboration calls for the team members to brainstorm the source of conflicts so as to come up with effective solutions to the emerging problems. Members are allowed the freedom to decide on the best solution to the problem which is task oriented (Cranny, Smith, Stone, 1992.46-66). Collaboration calls for a give and take attitude in which team members can compromise their opinions and ideas for the success of the team. Collaboration allows room for all teams to work together in harmony with resolutions to conflict being suitable and in line with team’s interests. Collaboration as a conflict resolution strategy is ideal for teams in that, it leads to the participation of all team members in the decision making process (Schermerhon, Hunt, Osborn, 2005.37-78). Avoidance is another conflict resolution strategy, which is very central and important to teams. Avoidance as a strategy is based on the belief that some conflicts arise out of petty and minor differences which are to easy to resolve as long as employees are willing to sit down and act as groups for the common benefit of the organization (Tajfeh, Turner, 1979.64-81). Avoidance as a conflict resolution strategy is based on the understanding that, human beings are different and therefore differences are inevitable. Where conflicts are solved well, teams regain and strengthen trust in each other as well as trust in the organization . Avoidance strategy therefore advocates for forgiveness in order to achieve slow healing of differences. Avoidance requires conflicting members of a team to engage in less physical contact in order to allow individual differences to heal (Spector, Fox Van Katwyk, 1999.12-32). Therefore, avoidance of the source of conflict is an effective means of strengthening interpersonal relations in teams. Authoritative command has been found to be an effective conflict resolution strategy. Authoritative command assumes that, team leaders can effectively solve the differences between employees or team members. This is an easy and faster way of resolving conflicts given the fact that, this conflict resolution strategy is the very fast and does not involve a lot of deliberations which may be time consuming. Given the fact that leaders have authority, arbitrating becomes easy hence speeding up the conflict resolution process. Unlike the collaboration approach, authoritative command does not leave room for brainstorming of issues and decisions are left to the discretion of the team leader (Tajfeh, Turner, 1979.74-81). The other common conflict resolution strategy is accommodation method. Accommodation is especially useful in resolving conflicts resulting from individual differences. It involves team members giving up the possible gains in a conflict situation to accommodate opinions of other team members (Fox, Spector, 1999.109-126). This method is useful in building effective teams based on mutual understanding. Finally, comprise is also a conflict resolution commonly used by teams to resolve conflicts. Compromise as a conflict resolution strategy calls for the team members to settle for less, for the sake of the team and the organization. In a compromise situation a team member may accept to suffer in order arrive at solutions to challenges and for the sake of the survival of the team (Cranny, Smith, Stone, 1992.47-65). Compromise is useful in situations, which threaten the very survival of an organization. Conclusion Team building takes a lot of organization resources and conflicts should not be left to bring down the team spirit. To ensure the survival of teams in organization calls for a good understanding of the nature, types, causes and resolution strategies. Whereby conflicts are resolved well, teams move from strength to strength and the organization achieves goals and objectives. Recommendations It is recommendable for NAMP to utilize; avoidance, accommodating, forcing, compromise as well as problem solving (win-win) strategy wherever challenges emerge in the process to running the day to day activities of the organization. Conflict resolution can not be well management unless managers’ are well trained. There is a need for NAMP to train its managers in skills related to conflict resolution so as to make sure that, the organization continues to offer its services uninterrupted, and to maintain high staff morale as well as prevent staff turnover which often results if conflicts are not well managed. References Bohrer, D. 2002.24-65. America’s Special Forces.   Minnesota. Zenith press. Cranny, C, Smith, P. and Stone, E.1992.46-66. Job satisfaction. New York: Lexington. Fox, S and Spector, P. 1999.102-142. A model of work frustration-aggression. Journal of organization at Behavior. 20. Spector, P., Fox, S., and Van Katwyk, P. 1999.12-32. The role of negative affectivity in employee reactions to jobs characteristics: Bias effect or substantive effect. Journal of occupational and organizational Psychology, 72. Schermerhon, S., Hunt, J., and Osborn, R. 2005.35-79. Organizational behavior. 9ed. John Wiley $ Sons Inc. Tajfeh, H., and Turner, J. 1979.64-81. An intergroup conflict in W.G.Austin S. Worchel (Eds). The social psychology of intergroup relation. Monterey, CA; Brooks/Cole. Valley, P.H. 2006.231-245. Theory and application of managerial communications. United States: McGraw-Hill / Irwin. How to cite Conflict management, Essay examples

John Keegan free essay sample

John Keegan the author of The Face of The Battle is a Senior Lecturer in War Studies at the Royal Military Academy, Sandhurst (the British equivalent of West Point).In the reading he uses a different style of writing which the reader becomes more a part of the book than just reading about what is happening in the book. Throughout the book he finds many ways to incorporate great details about events that happened during the three battles explored in the reading. This is what makes the reader feel more a part of the book rather than reading about the book.In the very beginning of the book he admits that he has never been in battle, nor near a battle. In those two statements is a key to this book. The Face of Battle is an effort to get a better understanding of what it is like to be in battle not just to narrate the events, but to come closer to what the soldiers really felt. We will write a custom essay sample on John Keegan or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This is a description of three battles: Agincourt, Waterloo, and the Somme.Ultimately in the book Keegan has made it in my mind difficult to follow along with his writings because he has never been in battle and experienced it for himself. Such a drastic topic such as war I believe would be easiest to believe or understand more if it is told by someone who was there and had to go through the events themselves. If the author had gone through these events and known what it was like both mentally and physically it would have been a little easier to believe and comprehend. This is the main problem that has occurred to me while reading the selection.In The Face of The Battle John Keegan analyses and compares the experience of combat in three major encounters of the last 600 years: Agincourt (1415), Waterloo (1815) and the Somme (1916). He examines how the mechanics and logistics of conflict affected the psychology of the individual soldier. Looking not just at the critical moments during combat, but also during the time before battle, and its aftermath once the battle was over.Characterizing the campaigns and planning which led up to each battle, Keegan provides background for each war. He then details from the very midst of the carnage. Keegan does, in fact, focus on a more immediate view of battle, as seen from the eyes of a common infantryman. He uses both primary and secondary sources to reconstruct a certain picture of each battle in his book. But both primary and secondary sources have problems in my opinion. As John Mundy, author of Europe in the High Middle Ages 1150-1300, in a review of The Face of Battle notes, †¦soldiers present at an engagement usually exaggerate the numbers facing them (679). You must also question his secondary historical sources. For instance, his rendition of Waterloo takes most of its information from the writing of Captain William Siborne, a British topographer who is credited with changing how the world perceived the Duke of Wellington after the Battle of Waterloo. After Siborne alleged that the Prussians had far more impact on Napoleons eventual defeat than previously believed, the Duke of Wellington lost much of his previous favor. If Keegan had wanted to make his work more believable, he should have avoided controversial sources and tried to focus more on the ideas his writings attempt to convey, circumventing any possible impact to his own efforts. However, his choice of historical material should not be used to discredit his conclusions.Keegan finds, through his study of the three chosen battles, that the main idea of warfare over the years remains unchanged. It still today is despite advances in technology and tactics, an overwhelmingly man-to-man affair between individuals in a contest of violence. Although technology has changed the character of battle, the principles of courage, fear, and leadership still dominate in war. What battles have in common, he states, is human: the behavior of men struggling to reconcile their instinct for self-preservation, their sense of honor, and the achievement of some aim over which other men are ready to kill them, (303).Despite its many consistencies, Keegan notes several trends in the character of battle. In the uncertain examination of war, he remarks that, One statement can be safely made†¦battles have been getting longer, (308). At Agincourt, the English forces took down an obviously superior French force in a matter of just a couple hours. The Battle of Waterloo Napoleon was defeated in a matter of only a couple of days, while the battle of the Somme lasted several months. Employing a creative analogy of the sport mountaineer, Keegan remarks on the exposure, technical difficulty, accident rate, and objectives dangers faced by modern soldiers as opposed to soldiers in the past.Along with the increased duration of the average battle over the years, Waterloo and the Somme, the penalty of human life has increased drastically with fatal casualty rates of 27 and 43 percent respectively, show on a small scale how technology has increased the killing power of armies in the modern day and expanded the killing zone of the typical battle. The expansion of the killing zone, due in part to artillery, mines, and chemical agents, means that, today, troops cannot just veer off into the neighboring wood, or take refuge in equally convenient woods, (315). Partially out of duty, and partially out of necessity, they cannot just remove themselves from the killing zone. Identifying trends like these, especially as they relate to the changing face of mountaineering,Keegans findings may conflict, though rightly so, with the accusation that, as technology increases the firepower of soldiers, battles are subsequently conducted through less close-range combat. Deeper examination of Waterloo, the Somme, and naturally Agincourt reveal, however, that infantry still do, even in todays warfare, engage in close-range combat. Bayonets, in the Napoleonic era, caused a large portion of the casualties in each conflict. In WWII, even as tanks began to become a large part of war armies still fought and won battles with their infantry. Despite the technological advances of warfare, close combat still dominates the battlefield.The historical critic, therefore, finds fault not so much in what Keegan included in his text, but in what he left out. However, the authors purpose was not to detail every part of each battle, but rather to expose battle for what it really was to the average soldier. In choosing the three battles he did that being battles with very little in common, Keegan exposed how similar battles can be when seen through the eyes of the soldiers. The fight for life and victory, we find, is the same in the fifteenth as in the nineteenth century.The Face of Battle was very well written but in my opinion, was just very hard to believe some of the things which Keegan was saying because he wasnt there himself and was just trying to gather stories from various different sources including his prim ary and secondary sources which I believe both had some flaws in the way they were used to support his writing. Writing from the point of view of the infantry men was very smart to me. This was the closest the author was going to get without being there himself to making the reader feel like they were right in the action themselves and not just reading about all of these events happening. This was the only way you could make me truly picture what it was like.