Managing Conflict and Interpersonal Relationships
Managing Conflict and Interpersonal Relationships.
--Review the case study presented in the course text at the top of page 151. What organizational strategy would you recommend the CEO utilize to get the organization back on track considering conflict management and interpersonal relationships? (2.4 point)
After reading the case study, I felt like the CEO had a good vision but did not execute it correctly. From readings, I have learned that “conflict is inevitable and necessary for a vibrant organization” (Johnson, 2009, p. 151). “Conflict that is channeled and managed is a rational route to change, improvement, thought creation, and organizational longevity if not survival. The existence of conflict means there are opportunities to find improved alternative solutions to the current state of affairs” (Johnson, 2009, p. 151). As the CEO, once he decided to take the organization in a different direction, the first thing he should have done was communicated this to his staff, especially subordinates to get there feedback and maybe receive some advice on how to effectively implement these changes as well as identify potential issues that could arise. Since the subordinates are the ones directly affected by the change, it is very imperative to include them in the change. Including the staff gives them a sense of belonging; they feel a part of the organization and will be more motivated to see that the change is executed as smooth as possible because it reflects their work. Communication is also vital when trying to build strong positive interpersonal relationships. “Interpersonal relationships are vital for leaders and mangers in healthcare organizations, while communication, along with other factors, serves as a foundation for relationships” (Johnson, 2009, p.157). The second thing that the CEO should have done was ensure that his staff was knowledgeable on the changes taking place as well as knowing their jobs and enhancing their skills. This can only be
--Review the case study presented in the course text at the top of page 151. What organizational strategy would you recommend the CEO utilize to get the organization back on track considering conflict management and interpersonal relationships? (2.4 point)
After reading the case study, I felt like the CEO had a good vision but did not execute it correctly. From readings, I have learned that “conflict is inevitable and necessary for a vibrant organization” (Johnson, 2009, p. 151). “Conflict that is channeled and managed is a rational route to change, improvement, thought creation, and organizational longevity if not survival. The existence of conflict means there are opportunities to find improved alternative solutions to the current state of affairs” (Johnson, 2009, p. 151). As the CEO, once he decided to take the organization in a different direction, the first thing he should have done was communicated this to his staff, especially subordinates to get there feedback and maybe receive some advice on how to effectively implement these changes as well as identify potential issues that could arise. Since the subordinates are the ones directly affected by the change, it is very imperative to include them in the change. Including the staff gives them a sense of belonging; they feel a part of the organization and will be more motivated to see that the change is executed as smooth as possible because it reflects their work. Communication is also vital when trying to build strong positive interpersonal relationships. “Interpersonal relationships are vital for leaders and mangers in healthcare organizations, while communication, along with other factors, serves as a foundation for relationships” (Johnson, 2009, p.157). The second thing that the CEO should have done was ensure that his staff was knowledgeable on the changes taking place as well as knowing their jobs and enhancing their skills. This can only be