Reference no: EM131714899
Scenario: CONFLICT MANAGEMENT AND DYSFUNCTIONAL TEAMS
Read the scenario below:
Employees Complain of a Toxic Work Environment
A group of staff had expressed concerns about morale issues in the unit during an in house operational review exercise. They cited a toxic work environment, low morale and productivity, and a long history of conflict in the office including high turnover, favoritism, and concerns about a lack of faith or trust by the supervisor in unit staff.
It was alleged that there was conflict (a power struggle) between the supervisor and his boss. The two had very different supervisory styles and expectations for staff. Staff said that they openly criticized each other in front of other employees, creating divided allegiances amongst staff. These problems persisted after the supervisor's boss left, and a new boss took her place.
In addition, it was alleged that the supervisor was frequently absent from the workplace. This resulted in reduced support and guidance, and reduced opportunity to deal with ongoing office issues.
High staff turnover was alleged to have contributed to bad morale. It was alleged that experienced staff were replaced with inexperienced staff, contributing to increased workload for those who remained. The newer staff complained that they had little opportunity for training or mentoring. Staff who did attempt to mentor new hires complained that they were criticized for neglecting their own work.
Workload distribution in general was also a concern. One staff member had left on extended sick leave and this was attributed to stress due to the high workload. Remaining staff reported having to work overtime or take work home just to keep up, and were unable to use annual leave that they were entitled to. Competing priorities and a lack of role clarity were also raised as concerns.
Staff complained that the supervisor favored one new hire over another. Further, they cited that he did not acknowledge their work accomplishments, and that differences in philosophy regarding their work contributed to tension between him and staff. They reported a lack of trust in the supervisor, and said that they did not believe he had carried their concerns to higher management, and had not followed through on commitments he made to staff.
The supervisor complained that he was not supported by higher management. Instead, he was left to deal with these problems on his own.
(Source: https://www.robcairnsconsulting.com/success_stories.htm)
Answer the questions below:
- What are the underlying issues causing the conflict?
- If you were the new boss, who had replaced the old boss, what will you do to resolve the conflict and establish an effective workplace relationship amongst the employees and management?
In your response, include the following:
- Leadership techniques and strategies that you will use to facilitate team cohesion and work outcomes
- Any policies and procedures you will develop to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities
- Processes you will use to address issues and resolve performance issues
- How you would support the team to meet expected performance
- How you will evaluate and take necessary corrective action regarding unresolved issues, concerns and problems raised in the future