Conflict Resolution (Team Dynamics for Managers) Essay Example for Free

Conflict Resolution (Team Dynamics for Managers) Essay A major conflict that appears in many, if not most, groups appears to be miscommunication or lack of communication. There are several solutions available to resolve miscommunication. Each member of a team has certain strengths and skills that help resolve occurring issues. When a team is confronted with miscommunication or lack of communication, having a plan is a necessity. Lack of communication can easily lead to miscommunication in a group and cause many reoccurring issues. Certain confliction techniques can be used to not only eliminate the issue, but also understand the underlying issue at hand. Conflict and Solution Personal Strengths to Resolve Issue Creating a detailed learning team charter that involves all members allows each individual to contribute their strengths in problem solving. Generally, charters are mainly used as a tool to contact other members outside of the team environment. The other members offer their information and would be responsible to check into the team in a reasonable amount of time. This is the beginning opportunity to highlight each members strengths and especially how willing they are to participate. Participation is one of the main behaviors that help a team strive or fail. How little or how much a person chooses to participate confides solely within them. This is especially true since individuals learn and retain information in different ways; the application of strengths can be applied in separate and unique formats in a team. The most appropriate conflict management would be Jerry Wisinski’s A-E-I-O-U Model, which focuses on collaboration and what he calls positive intentionality, the assumption that other people are not trying to cause conflict (Engleberg Wynn, 2010). After completing the charter and knowing what is expected of each member, the most appropriate method of communication would be speaking with and checking in with members outside of the group. Conflict Management Techniques Each conflict is special in its nature and requires customized care depending on the situation or context with which the problem resides. â€Å"†¦all managers—whether they be supervisors, middle managers or chief executive officers—must learn to manage conflict if they are to be effective in leading their particular organizational units† (DuBose Pringle, 1989, p. 1). The idea that a problem should be â€Å"managed† crops up because conflict is a known and necessary part of organizational development. Conflicts shape organizations; but why must an organization go through a difficulty or hardship in order to understand conflict management? â€Å"The term ‘managing’ implies that conflict is not inevitably destructive† (DuBose Pringle, 1989, p. 1). Conflicts are not unchangingly damaging because it is necessary for growth to come across a few growing pains. Organizations with good management almost always succeed and dreams of growth come into fruition when conflicts are appropriately managed and managers understand the integrality of their interpretation of conflict management and its many different techniques. The team was very natural in its ability to choose a proper technique and utilize it in order to overcome the conflict at hand. The collaboration technique was used successfully as the team was forced to put their heads together and come to a decision with regard to the conflict. The collaboration was effective due to the participants’ unwavering objectivity and understanding of the conflict and how to manage it. Each party had their responsibilities laid out neatly in order to quickly and professionally get the job done. The team was highly prepared for any conflicts and managed them upon manifestation due to the highly comprehensive group. Accommodation is another technique the team productively used. Accommodation is used when the conflict is more important to the other party involved in the conflict and is treated with thoughtfulness by the other members; this technique was also successful because the team was able to â€Å"pick their battles† and strive to meet all the expectations of the team leader, and their teammates (DuBose Pringle, 1989). Additional Conflict Management Techniques Team communication generally appears to be a conflict that exists within the members of the group. This can only be solved within the members and the willingness to strive, learn, and accomplish together as a group. It takes personal inactive and being open to others suggestions to make communication strong and effective. Strong communication would prove to eliminate miscommunication and therefore lack of communication. Setting goals can always be a productive approach to ensuring success and keeping members focused on what needs to be accomplished, and the most effective route to complete tasks. The important balance of goal setting in groups is making sure that personal and team goals do not outweigh one another. Goals are more productive when they are shared and known with other individuals. Making, keeping, and sharing goals in the team environment are essential to success and eliminating miscommunication. In some cases where conflict is stronger than problem solving, it is necessary to seek help outside of the group. Third-party intervention occurs when a group seeks the services of an impartial outsider who has no direct connections to the group, but has the skills needed to analyze the conflict and helps resolve it (Engleberg Wynn, 2010). In learning team environments, the instructor is the third-party intervention and has authority to make decisions as deemed necessary to help keep the team productive and functioning as a whole. Arrival of Decision The group’s natural understanding of conflict management, and the team leader’s fantastic ability to choose proper techniques, strengthened the team’s ability to get the job done. When conflicts arose, the team effortlessly went through a decision process and effectively outlined the techniques that worked the best. The team was able to utilize all participating members’ strengths to move on with the project after nipping all problems in the bud. While some issues call for more drastic measures, accommodation and collaboration was the team’s two most valuable assets when managing conflict internally. Some issues require an entire modification of the organizational structure which could set back the team, and even the organization, for a very long time. Good management within the organization knows the proper way to take care of problems that arise from conflicts. Good management understands that the symptoms and the disease are two completely different things and should be handled as such. When managers â€Å"settle† problems for lower-level managers, it implies that they do not fully understand the real problem and how to fix it. Symptoms are stopped once the root of the problem is remedied. Conclusion When lack of communication occurs in a group, miscommunication is often followed. Certain personal strengths, such as a willingness to strive and learn from others are important in a group setting. Creating a team charter helps eliminate the issue of miscommunication. Setting goals, being open to other’s thoughts and opinions, and seeking help from outside of the group are all techniques to resolve a conflict in a group setting. The arrival of decisions are done by working as a team, using proper problem solving techniques, communicating, and having a good leader. References DuBose, P. B. Pringle, C. D. (1989). Choosing A conflict management technique. SuperVision,50(6), 10-10. Retrieved fromhttp://search.proquest.com/docview/195581288?accountid=35812 Engleberg, I. N. Wynn, D. R. (2010). Working in groups (5th ed.). Boston: Pearson/Allyn Bacon.

Rita M. Gross Feminism and Religion Essay -- Rita Gross Feminist Pape

In her book Feminism and Religion, Rita M. Gross provides readers with an introduction to the need for, and benefits of, androgynous scholarship in the field of religious studies. Gross strives to make readers aware of the dangers of androcentric, Eurocentric scholarship. Moreover, she advances the claim that, â€Å"properly pursued, the field of religious studies involves study of all major religions found in human history† and an equal representation of both men’s and women’s religious experiences (Gross 1-4). Because androcentrism has permeated both religion and scholarship for the greater part of history, Gross strives to correct and augment this perspective with illuminating examples of what she deems â€Å"proper† religious scholarship – scholarship that includes the experiences of women. Ultimately, Gross believes that â€Å"feminist scholarship requires the study of the actual lives and thoughts of women† (Gross 81) and that â₠¬Å"the diversity within feminist theology and spirituality is its strength† (Gross 49). The anthology Her Voice, Her Faith: Women Speak on World Religions (Arvind Sharma and Katherine K. Young, Editors) is a glowing example of the type of religious scholarship Gross, and others like her, fought so tenaciously to bring into being. In the introduction to Her Voice, Her Faith, Young expresses a desire akin to Gross’: When both the male and female voice become of equal strength†¦ we may begin to see for the first time three-dimensional religious worlds — fully of the two genders (and multiple cultures) but also of the human dimension that transcends their particulars†¦ This goal, of stereophonic sound, I hope, will inform the religious voices of the future (Sharma 9). Sharma and Young deftly assembled the... ...of the â€Å"stereophonic sound† Young, Gross and other feminists yearn to hear, â€Å"informing the religious voices of the future† (Sharma 9). Bibliography Gross, Rita M. Feminism and Religion. Boston: Beacon Press, 1996. Heschel, Susannah. â€Å"Judaism.† Her Voice, Her Faith: Women Speak on World Religions. Ed. Arvind Sharma and Katherine K. Young. Boulder: Westview Press, 2003. 145-167. Narayanan, Vasudha. â€Å"Hinduism.† Her Voice, Her Faith: Women Speak on World Religions. Ed. Arvind Sharma and Katherine K. Young. Boulder: Westview Press, 2003. 11-57. Sharma, Arvind and Katherine K. Young, Ed. Her Voice, Her Faith: Women Speak on World Religions. Boulder: Westview Press, 2003. Wong, Eva. â€Å"Taoism.† Her Voice, Her Faith: Women Speak on World Religions. Ed. Arvind Sharma and Katherine K. Young. Boulder: Westview Press, 2003. 119-143.

Change Management: The Komatsu Case

Organizations are in constant interactions with their environments.   A change in the environment will subsequently cause a change in the organization that interacts with it.   This change can be positive or negative, and in both cases, it alters the organization’s status on many different levels.   Dealing with this change on all the levels is a key factor in minimizing disruptions to the organization’s functioning and growth.   In other words, change management is â€Å"a managerial and organizational process that realigns an organizations strategy, structure and process in pro-action or reaction to chaos in the environment† (Worthy et. al., 1996, p. 16).   The process of change management, and how it influences an organization’s strategy and management, is analyzed herewith in context of the Komatsu company.Brief HistoryKomatsu Iron Works was a subsidiary of Takeuchi Mining Industry, manufacturing industrial tools for the parent company.   I n 1921, the founder of the company, Mr. Takeuchi, incorporated Komatsu Ltd. as an independent company.   Komatsu originally manufactured mining equipment, but started making agricultural equipment such as tractors by 1931.   During the second world war, it was an important manufacturer of tanks, bulldozers, and other heavy machinery.   Post-war, Komatsu began focusing on the earth moving equipment (EME market).   In the 1950s, the company’s machinery was in demand because of the ongoing postwar construction in Japan.   Although its customer base was strong at that time, Komatsu did not command a significant market share, and the quality of its machines was inadequate.   This was a major factor in customer dissatisfaction, however, the Japanese manufacturers operated in a protected environment at that time, with no significant foreign competitors.In 1963, the Japanese Ministry of Trade allowed the entry of foreign EME manufacturers in Japan.   This signaled a com plete change in Komatsu’s market environment.   Now the competition extended to foreign counterparts, most of whom had long been established as market leaders in the EME category.   The following sections discuss Komatsu’s strategies for managing these challenges, and how they dealt with change in the process.CompetitionMajor heavy machinery manufacturers like Caterpillar, J.I. Case, Fiat-Ellis and John Deere were all technologically more advanced than Komatsu, and had widespread dealer networks and manufacturing bases.   The most formidable competitor in the EME segment was Caterpillar, the world’s largest manufacturer of heavy machinery.   Caterpillar’s equipment was much more sophisticated and of a higher quality, and its distributor and dealer network was very solid.   Komatsu realized then that it was imperative for the company to upgrade its products and operations, in order to survive the competition.The company was headed at the time by Yashinari Kawai, who recognized the urgent need to revamp the company’s product quality, both technically and functionally.   In order to bring Komatsu products up to date, the company signed licensing arrangements with two major EME manufacturers, International Harvester and Bucyrus Erie.   This gave Komatsu the opportunity to improve the equipment quality for the agricultural and the industrial sector.In addition, Kawai implemented the Japanese concept of TQC (Total quality Control), which led to a huge improvement in the performance, reliability, and durability of the equipment.   This was one of the major change management challenges that Kawai handled successfully.   Kawai realized that in order to change the customers’ perception of Komatsu products, it was first necessary to change the employees’ own view of the kind of products that the company made.Changing the mindset of every employee and incorporating the philosophy of uncompromised quality a t every level in the company required a strong, skillful leader.   Kawai manouvered this change implementation by open communication, reward, and most importantly, setting an example for all employees by involving everyone from the top management to the shopfloor workers, in this endeavor.  Ã‚   When Komatsu was awarded the Deming Prize for quality control just 3 years later, it served as a huge morale booster for the company.Another major change measure implemented at this time was Project A.   In the first phase of this project, the employees were instructed to ignore costs and concentrate solely on achieving the best possible quality for their equipment.   Once this goal was achieved, the second phase of Project A was implemented, focusing on cost reduction.   Each and every aspect of design and manufacturing was closely scrutinized, checking for bottlenecks and wastage of resources.This resulted in a lean, finely-tuned manufacturing process, that complemented the high quality of Komatsu’s equipment.   From 1965 to 1970, the company’s domestic market share grew from 50% to 65%, despite the presence of Mitsubishi-Caterpillar.   According to Kawai, this feat was achieved largely due to the employee morale and drive at Komatsu.   In his words, â€Å"the prevailing atmosphere was that of a crisis, resulting in a spirit of unity between the management and the staff†.   This company-wide presence of a common goal took precedence over management and labor issues, and resulted in highly successful change management.Komatsu had implemented a two-pronged strategy to achieve success – vertical integration and TQC.   Vertical integration meant that the entire line of business had to be perfectly aligned and free of defects, right from the bottom.   To ensure this, they started with quality raw materials.   The second aspect was TQC – incorporating the philosophy of quality control everywhere and within everyone in the company.   Komatsu also extended the TQC strategy to its dealerships, encouraging them to implement the system.   This strategy of tackling the problem at the root and improvising upon it was the key to strong growth, and enabled Komatsu to offer formidable competition to Caterpillar – accomplishing what other companies such as J.I. Case and John Deere could not.Business EnvironmentFrom the time Komatsu started implementing change, the business environment was constantly shifting, in terms of demand, cost advantage, and regulations.   By mid-1970s, the domestic market for EME was stagnating, with Komatsu having 60% of the market, and the Mitsubishi-Caterpillar partnership having 30%.   Growth was slowing down in the less developed countries too.   Komatsu’s management responded by developing the V 10 plan, aiming to reduce costs by 10% while improving quality.   In 1976, an unexpected event in the financial markets caused further concern.   The Ja panese Yen was appreciating rapidly against the dollar, rising from 293 in 1976 to 240 in 1977.   To cushion the company’s exports, Komatsu’s management followed an internal exchange rate of 180 yen to the dollar.   This ensured that Komatsu’s costs and pricing were well-adjusted to the market conditions, and their exports did not suffer.   Komatsu’s policy of anticipating change and fortifying the company against any adverse effects again worked to its advantage.Problems faced by KomatsuExporting their equipment to other countries had always been a part of Komatsu’s vision.   This goal constituted the company’s Project B.   With their improved and technically capable equipment, by 1970 Kawai was eager to launch major international operations for the company.   However, there were considerable barriers to this end – Komatsu’s limited international recognition and dealer base, fierce competition, and legal regulation s.The technology license that it had obtained from International Harvester and Bucyrus Erie had imposed export restrictions on them.   Komatsu recognized this as an impediment, and established its R&D laboratory in 1966.   But there were still significant requirements for establishing an international market presence.   Caterpillar, for example, had its dealership centers across the globe, some of which were exclusive dealerships.   This made it difficult for Komatsu, with its relatively limited product line and manufacturing base, to create the required dealer network.   In order to overcome this obstacle, Komatsu priced its products 30 to 40 percent below Caterpillar’s.   This allowed them to get the intial foothold in the international markets.   Komatsu also benefited from the increased demand for construction machinery in less developed countres in Asia and Mexico, and in Saudi Arabia.In the 1970s, Komatsu had also started expanding its product line.   Ry oichi Kawai, now the president of Komatsu, made special efforts to build and develop international client and dealer relationships.   He also instructed managers to regularly visit customers, and get first hand information on their requirements and issues.   Keeping abreast of technological changes and being one of the first to adopt and incorporate new technology in its equipment was a key factor to success.Komatsu incorporated electronic technology into all its machinery, creating differentiated, high quality products.   In 1979, the worldwide construction industry was at a low.   To combat the depressed economy, Komatsu’s management launched the â€Å"F and F† or Future and Frontiers program, formulated to develop new products and new businesses.   Once again, a companywide buzz was created, and suggestions were welcomed from every level within the company.   These suggestions resulted in the production of diverse new products such as arc-welding robots and an excavating system for deep-sea sand.In the early 1980s, Komatsu objected to the export restrictions which still continued to be imposed on it by Bucyrus Erie.   Komatsu won this appeal and gained export rights from Bucyrus Erie.   It also managed to free itself from the agreement with International Harvester, and gained full freedom to export its equipment worldwide.   This was a major milestone for Komatsu, and the company took full advantage of its established quality and dealerships.   It also capitalized on the embargo that prevented Caterpillar from exporting to Russia in the early 1980s.   In 1981, the Siberian Natural Resource Project was handed over entirely to Komatsu.   In a short while, Komatsu was expected to outperform Caterpillar in the Russian market.As their international customer base increased, so did the need for customized equipment for different countries, based on the type of work, environment, and legal regulations.   Designing customized equipment for each customer separately was not cost effective.   To counter this, the management adopted the policy of EPOCHS – Efficient Production-Oriented Choice Specifications.   The idea was to save costs by standardizing production modules for core projects along with the required number of parts, and adding different specifications as necessary.Around this time, the increasing freight and shipping costs, and Japan’s strained trade relations with the US and Europe were increasingly becoming a cause for concern.   It was during this time that the US automakers opposed the import of Japanese cars in the market, and Komatsu was fearful that a similar plea might be raised by Caterpillar and other heavy-machinery manufacturers. In order to curb these potential problems, Komatsu manufactured the core parts of its equipment in all its plants.   This reduced the shipping frequency as well as the freight costs.   It also developed assembly bases in Brazil and Me xico, and was working on a joint venture proposal with its dealer in Indonesia.Current Situation and OptionsThe case refers to the scenario in 1984, a period of recession around the world.   The building and construction industry was also affected, with most players assuming some losses.   The biggest source of concern for Komatsu, however, was Caterpillar.   Caterpillar had experienced its third consecutive year of losses, and was in the midst of a major labor strike.   Kawai knew that this was an opportunity to take over where Caterpillar faltered – but it was also an indication of the increasingly difficult   business environment.   Witnessing a large, successful company like Caterpillar struggling to retain its position in the market, Kawai became concerned about Komatsu, and what it could do to avoid being in a similar situation.Komatsu’s options were centered around keeping a close watch on the market and on Caterpillar.   Komatsu employees were in the habit of reading Caterpillar’s monthly news bulletins and press releases, in order to stay informed regarding their competitor’s activities and plans.   Komatsu also realized the need to keep its labor force functioning, and continue keeping the costs down.   Their international operations also had to be strengthened at this time, capitalizing on Caterpillar’s compromised position.  Ã‚   These options are evaluated in the following section.RecommendationsIn keeping with its established policy, Komatsu should place particular emphasis on anticipating change and devising measures to optimize the benefits while curbing the negative effects.   To an extent, it was complacency that had cost Caterpillar – the managers’ priority was on increasing the customer base without addressing customer value or employee needs.   Therefore, managing labor relations is one of the most important issues for Komatsu.   The workers at Komatsu earn signific antly lesser than their counterparts at Caterpillar.   However, this is offset by high employee morale and  Ã‚   strong labor-management relations.   Maintaining this status is extremely important for Komatsu, both in terms of employee productivity and controlling costs by minimizing overhead.The second recommendation for Komatsu would be to strengthen its international presence.   With the capital that it has accumulated, Komatsu is in a position to either buy out a number of smaller competitors, or acquire a successful ally.   This would further consolidate Komatsu’s manufacturing operations and distributor channels.   It should also continue its R&D efforts and product diversification plans, and stay ahead of the competition.   If necessary, Komatsu can form a joint venture with a company to ease the manufacturing and operations of diversified products.ReferencesWorley, C.G., Hitchen, D.E., & Ross, W.L. (1996). Integrated strategic change: How OD builds a com petitive advantage. Reading, MA: Addison-Wesley.

This Is What JavaScript Is Used For

There are a number of different places where JavaScript can be used but the most common place to use it is in a web page. In fact, for most people using JavaScript, in a web page is the only place where they use it. The Three Languages of a Website The first requirement of a web page is to define the content of the web page. This is done using a markup language that defines what each of the component parts of the content are. The language that is normally used to markup the content is HTML although XHTML can also be used if you do not require the pages to work in Internet Explorer. Hamza TArkkol / Getty Images The HTML defines what the content is. When written properly no attempt is made to define how that content is supposed to look. After all, the content will need to look different depending on what device is being used to access it. Mobile devices generally have smaller screens than computers. Printed copies of the content will have a fixed width and may not require all the navigation be included. For people listening to the page, it will be how the page is read rather than how it looks that needs to be defined. The appearance of a web page is defined using Cascading Style Sheets that specify which media the specific commands apply to, so the content formats appropriately for the device. Using just these two languages you can create static web pages that will be accessible regardless of which device is used to access the page. These static pages can interact with your visitor through the use of forms. After a form is filled out and submitted, a request is sent back to the server where a new static web page is constructed and eventually downloaded into the browser. The big disadvantage of web pages like this is that the only way that your visitor has of interacting with the page is by filling out the form and waiting for a new page to load. Add JavaScript for Dynamic Pages JavaScript translates your static page into one that can interact with your visitors without them needing to wait for a new page to load every time they make a request. JavaScript adds behavior to the web page where the page responds to actions without needing to load a new page to process the request. No longer does your visitor need to fill out an entire form and submit it in order to be told that they made a typo in the first field and need to enter it all again. With JavaScript, you can validate each of the fields as they enter it and provide immediate feedback when they err. Tetra Images / Getty Images JavaScript also allows your page to be interactive in other ways that do not involve forms at all. You can add animations into the page that either attract attention to a specific part of the page or which make the page easier to use.You can provide responses within the web page to various actions that your visitor takes so as to avoid the need to load new web pages to respond. You can even have the JavaScript load new images, objects, or scripts into the web page without needing to reload the entire page. There is even a way for JavaScript to pass requests back to the server and handle responses from the server without the need for loading new pages. Incorporating JavaScript into a web page allows you to improve your visitors experience by converting it from a static page into one that can interact with them. One important thing to remember though is that not everyone visiting your page will have JavaScript and so your page will still need to work for those who dont have JavaScript. Use JavaScript to make your page work better for those who have it.