Management of Engineering Professionals PRESENTED BY: Chulhan Park Sravanthi Gudapati Sridevi Vishnuvajjala Yanjing Chu

 Basics of conflict management  Case study 1 : Conflict between employees  Case study 2 : Conflict between cultures  How to manage conflict  Conclusion  Q / A

Sridevi Vishnuvajjahala

 Natural disagreement resulting from interaction among individuals or groups  Causes:  Varying opinions, attitudes and perceptions  Unclear values  Ignoring one’s or our own needs feelings and emotions  Past rivalries  Personality differences

NeedsPerceptionPowerValues Feelings and emotion s

 Relationship conflicts  Data conflicts  Interest Conflicts  Structural Conflicts  Value Conflicts

Destructive conflicts Constructive conflicts Destroys morale Produces irresponsible behavior Obstructs cooperation Deepens differences Creates suspicion & distrust Decreases productivity Develops clarification of issues Increases involvement Improves problem solving quality Initiates growth Strengthens relationships Increases productivity

 Effective management can give healthy conflicts which can lead to... Growth and innovation New ways of thinking Additional management options  The goal is for all to “WIN"

Sravanthi Rao

 A manager with six years of experience is transferred to a new department.  Problem:  An employee has poor attitude  Has political connections  Does not respect authority  Rude to customers and short tempered  Has received good reviews despite his performance due to political influence

 Action  The manager tries to establish a friendly relationship  Consequence  The employee starts a rumor that manager is incompetent and cannot work with people.  What should the manager do to resolve this conflict?

 The manager should:  Discuss the next step with his/her managers?  Fire the employee?  Confront the employee?

Yanjing Chu

 A company specialized in communications products and computer network services. There are many internal conflicts, the impact on the company's performance continued to improve.  Japanese-style management model may not be completely suitable for Chinese employees Conflict NO.1: Vertical Conflict---In Japan, work overtime not only common, and there is no reward.A long time Chinese employees to work overtime has aroused everyone's dissatisfaction with some excellent staff also left. Conflict NO.2 :Horizontal Conflict--- linear function, coordination is difficult sales complain about the development of research ;the efficiency of the production is too low, so that their missed sales opportunity; Production is complaining about the development of research and development of products; sales orders can not be achieved Cost requirements.

 Business managers have to spend 20 percent of the time for conflict management; Its capacity of managers are considered key to the success.  Reasons for Conflict NO.1 1. Powers and status 2. Different values 3. The lack of resources  Reasons for Conflict NO.2 1. Interdependent tasks 2. Incompatible goals

 Result : Conflict NO.1 weaker work motivation, inefficient, and staff were trying switched to a better environment even competitors.  Result : Conflict NO.2 the centralization of power, lack the necessary autonomy of the lower level; poor horizontal linkages and easily lead to conflicts out of line; information transmission line is longer, slower feedback; incompatible goal

 Management should be based on the specific situation of reasonable remuneration system design  Conflict NO.1 Labor costs and achieve a dynamic balance between performance.  Conflict NO.2 Linear function of the straight-line basis Facilitate the flow of information through enterprise information management system. Make full use of information technology to enhance their information management capabilities Educate each departments to realize the whole goal but not only goal on sales, production or development.

Chulhan Park

 Analyze the conflict  Determine management strategy  Pre-negotiation  Negotiation  Post-negotiation

the parties & the issues. Different possible outcomes the preferences (positions, interests) of the parties on the issues the points at which the preferences of the parties are incompatible. IDENTIFY

Conflict Management Strategies Our group's interests Other partner’s interests The outcome Used when? Collaboration high concern "win/win” concerns for others are important Compromise high concern moderate concern "win some/ lose some" achieve temporary solutions Competition high concern less concern "win/lose" basic rights are at stake Accommodation low concern high concern "lose/win” issue is more important to others than to you Avoidance low concern "lose/lose" when the issue is trivial or other issues are more pressing

InitiationAssessment Ground rules and agenda OrganizationJoint fact-finding

InterestsOptionsEvaluation Written agreement Commitment

RatificationImplementation

 What is conflict  Cause / source of conflict  Behaviors of conflict (2 case studies)  Japanese Company vs. Chinese employees  Fight on Road  Five steps to managing conflict