Managing Conflict Stress Discipline through Positive Interpersonal Relationships
Managing Conflict, Stress & Discipline through Positive Interpersonal Relationships ITS official: the workplace can be bad for you. According to TUC research, stress is the UKs number one workplace health hazard. Employees who are exposed to stress for 50% or more of their working lives are 25% more likely to die from a heart attack, and 50% more likely to have a fatal stroke. ... Unreasonable and unfair behaviour from bosses causes high blood pressure, and increasing numbers of working women smoke and drink in order to alleviate stress (4 August 2003). This is stress at its worst. ... This can cause negative and unnecessary conflict and stress leading to disciplinary issues in the work place. Stress for the purposes of this case study can be defined as a negative and unpleasant condition which may be experienced when a person perceives that they are unable to meet the demands and pressures that are placed upon them. The general causes of stress are change, challenge, threats and uncertainty. Conflict for the purposes of this case study can be defined as differing perspectives and views held by staff and management. There are many models that demonstrate how to approach conflict stress and discipline in the workplace but we have chosen the LEGUP model as it best demonstrates how Positive Interpersonal Relationships serve to effectively achieve both company and employee objectives. Using Company X as a case study, we will attempt to show you how using the LEGUP model (Quentin Dela Bedoyere 1989), this company could have better managed their conflict, stress and disciplinary issues. ... LISTENING Resistance to the mgmt decision manifested itself clearly as if often does through absenteeism. ... It was naïve to think they could push through something like this without at least an exchange of views with the people who are going to be most effected by it. ... If there are conflicts not dealing with their root causes in a manner that’s deemed positive and respectful by all involved parties results in a corrosive and harmful environment. ... noticeable in middle mgmt) or alternatively through sickness/stress or unengaged behaviour in the workplace. ... After actively listening to the employee, we must explore their problems and determine what exactly is causing the stress and conflict in the workplace. Management in company X has now listened to their employees and it is apparent that the introduction of the new Customer Relationship Management System has caused added stress and conflict in the workplace. ... We must now explore the issues previously heard and determine the root of the stress and conflict. ... The employee could now be feeling tremendous fear of their job and missing work due to stress related symptoms. ... In order to prevent the conflict and stress that was caused in Company X they should have organised a plan, for Goal Setting whereby goals are set for the employees to achieve. ... If company X had have implemented these goals they could have reduced the risk of negative conflict or even when they noticed conflict and stress developing they could have used the previous two stages to listen and explore what the problems were and they could have set goals to help resolve the problems. ... By company X using the LEGUP model, they would have found out employees specific needs through the Listening and Exploration Stages and it would have been easier to set goals. ... Handling it this way would have alleviated stress as the communication of goals in this way would ensure that staff are aware of what is happening. ... Underpinning We have covered the listening, exploring and goal-setting aspects of this model which aids positive interpersonal relationships within a company. ... When goals have been set and training has been discussed with all employees, a training plan should have been communicated to the entire company which may have included stress management courses, change management courses, counselling courses and computer based training. Training on conflict resolution should also have been considered as a training option for management. ... Training programmes that deliver quality training according to the needs of the business, underpin ISO 9000, Excellence through People and Investor in People standards.