Negotiation and Conflict Resolution

Negotiation and Conflict Resolution

Managing large corporation can be strenuous if poor conflict management strategies are adopted. It is imperative for a reputed manager to trade choices carefully regarding ironing out of differences with employees and the board members. An escalation of tension is imminent if calls for negotiations are muted. As a manager of a multinational company, I face professional hurdles on a daily basis. Such challenges emanate from employee dissatisfaction with salaries remuneration, market turmoil and uneven performance of firm’s subsidiaries across the globe. Most commonly, interpersonal conflict threatens stability and cordial relationship between the leadership and subordinates (Lewicki et al., 1999). However, years of experience enables me to forge for collaborations at the negotiating table.

Satisfaction for both warring parties is mostly achievable through collaboration. It is a manager’s role to conceive a mutual understanding between the body that represents employees and the organizational leadership. A successful ‘win-win’ problem-solution strategy ensures an aversion of future workforce protests (Lewicki et al., 1999). Often, employee dissatisfaction surfaces if needs are neglected. In my organization, I introduced tight policies for the establishment of effective vertical and horizontal communication channels. The move is to ensure an arrest of issues as they arise. In addition, it offers a chance for an attainment of consensus and integration of the needs at distinctive organizational levels. 

Conflicts will always arise in a functional corporation due to economic volatility, mixed business performance results, and shifting corporate strategies. While the leadership strives to cut on the operational cost, employees rally for improvement of working conditions. Given the disparity of priorities between individual parties, it is important to launch a negotiation aimed at locating a common ground. This implies that both factions ought to compromise on needs to attain a lasting solution.   Most importantly, I ensure that possible outcomes are clarified at an early negotiation stages. 

References

Lewicki, R. J., Saunders, D. M., Minton, J. W., Roy, J., & Lewicki, N. (1999).Essentials of negotiation. Boston: McGraw-Hill/Irwin.