Reference no: EM132904268

You are the production manager of a medium-size building products company. You control a production line that runs on a three-shift basis. Recently, Ted Smith, the materials handling manager, requested you to accept a different packaging of the raw materials for the production process than what has been customary. He states that new machinery he has installed makes it much easier to provide the material in 45-kilogram sacks instead of the 22 kilogram bags that you currently receive. Ted further explains that the provision of the material in the 22-kilogram bags would put an immense strain on his operations and he therefore has a critical need for you to accept the change. You know that accepting materials in the new packaging will cause some minor disruption in your production process, but should not cause long-term problems for any of the three shifts.

However, you are a little annoyed by the proposed change because Ted did not consult with you before he installed the new equipment. In the past, you and he have been open in your communication. You do not think this failure to consult you represents a change in your relationship.

Because you work closely with Ted, it is essential that you maintain the harmonious and stable working relationship that you have built over the past few years. In addition, you may need some help from him in the future, since you already know that your operation will have special material requirements in about two months. You also know that Ted has influence at higher levels of the organization.

Fully describe the five conflict handling styles and identify the style that is appropriate approach to use for this situation. Explain why this is the best approach to choose over the other four conflict handling styles.