Wald W8D2 Respond To Two Respond to at least two of your peers’ postings in one or more of the following ways: “See attachment” for detailed instructions a

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Respond to at least two of your peers’ postings in one or more of the following ways: “See attachment” for detailed instructions and references

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Discussion 2: Conflict in a Multinational Organization

Culture, ethics, and compliance are critical parts of today’s management and leadership practices. Maintaining a strict code of conduct and compliance polices can go a long way in helping to prevent conflict between international organizations and their employees. However, sometimes an employee’s customs and culture can create unintentional conflict between departments and organizations.

Below you will find two different scenarios that involve conflicts within a multinational organization. Choosing one scenario, discuss how the conflict might be resolved, and assess the role of the manager or leader in resolving the international conflicts.

Scenario 1

You are the department manager for a team that is located within the United States and Japan. Your team members work together on several different projects, and they often provide product demonstrations for various clients. Today, you have decided to sit in on a product demonstration led by June, a young female employee from the United States, and Haru, a middle-aged male employee from Japan. During the demonstration, you notice there seems to be a conflict between Haru and June, which is affecting the demonstration. June is trying to discuss her experience with the product and answer questions raised by the client. However, Haru seems to be upset by June’s discussion, and he keeps interrupting her.

Scenario 2

You are tasked with opening a new office located in Abuja, the capital of Nigeria. You meet with the local manager and are told that there is a problem. The building inspectors are running 3–6 months behind and your move-in date will be delayed until the office can be inspected. However, the manager suggest that the inspection could be expedited if the inspector was given a generous donation. When you protest, the manager explains that donations are the way business is done here. If you pay, you could move in, as scheduled around the first of the month. Otherwise, you will have to go back to the United States and plan to return in about six months, just to be safe.

To prepare for this Discussion, pay particular attention to the following Learning Resources:

· Review this week’s Learning Resources, especially:

· Chapter 7 Interests, Rights, and Power – See Attachment

· Managing Social Conflict – https://youtu.be/jyFYcQkduco

· The Clash of Worldview – https://youtu.be/tmovQqMIjxc

Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Upper Saddle River, NJ: Pearson Education.

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Assignment:

Respond to at least two of your peers’ postings in one or more of the following ways:

· Consider your peers’ application of the Interests, Rights, and Power model. How well did they apply this model to help resolve the conflict? In what areas might this application be improved?

· What did you find unique or a surprise in your peer’s post? How could you incorporate this into your organization or worldview to minimize future conflicts?

· What cultural factors or elements of world view in your peer’s post would you consider intractable? How do you manage these differences in order to maintain productive relations?

· 3 -4 paragraphs

· No plagiarism

· APA citing

1st Colleague’s post – Natasha Mills

Natasha Mills

Conflict in a Multinational Organization

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On the basis of Scenario 2, which involves the need for the manager to give a generous donation to speed up the process of inspection, concerns the cultural element of corruption, and how acceptable it is for those involve in the situation. The culture of giving donations is practiced widely in Nigeria as stated by the manager in Abuja that donations are the way for doing business in the country. A conflict is emerging because I do not think the same because my culture views corruption as a vice and to some extent an illegal practice. Therefore, my worldview of corruption, and the worldview of the manager in Abuja are different due to our cultural backgrounds. This is causing moral conflict, which is characterized by one party coming across an unexpected or unwanted pattern of doing things (Cahn & Abigail, 2014).

As a manager, I play the central role of resolving the conflict in a way that leaves both parties mutually satisfied. The primary step to achieving this outcome is to understand that this is a moral conflict consisting of intractable issues that are persistent and difficult to resolve. For instance, it is critical to be aware that the inspectors are used to acting fast only when they have been given generous donations by the interested party. This means that it is essential for me as a manager to understand that this is a cultural issue that will not be resolved merely by my refusal to follow through. “Participants in a moral conflict tend to treat each other as mad, bad, sick, or stupid, and they experience a crisis of rationality, feeling that they cannot reason with people ‘like that’” (Cahn & Abigail, 2014, p.303). Based on this understanding, my role in the conflict as a manager is not to judge the cultural practice of the other but to find ways of reaching amicable solutions.

Interest-based processes are the most effective in resolving the conflict in Scenario 2. I will only consider the rights-based and power-based approaches if the interest-based technique does not work. According to Furlong (2005), interest-based processes lead to mutually satisfying outcomes because the needs and wants of both parties are usually considered and met. Simply put, the interest-based approach is collaborative in nature, which saves on time and costs. The common outcome of interest-based approaches is a win-win. The rights-based approach, on the other hand, results in win-lose outcomes because either party is usually focused on the superiority of their rights over the opponent’s (Furlong, 2005). The outcomes of power-based processes are also negative since the approach involves the bringing in of all resources available by the conflicting parties in an effort to win, even though the outcomes are commonly a lose-lose (Furlong, 2005).

From the above analysis, the interest-based processes are the most effective in resolving the conflict in Scenario 2. Thus, as the manager, my role will be to reach out to the inspectors and explore common interests and needs, as well as ways of ensuring that the solution we arrive at meets each of these needs and interests. Only if unable to meet each other’s interests or find mutually satisfying solutions through interest-based processes will I consider the right-based and power-based processes. The consideration and pursuit of the latter processes will be dependent on the costs and time they will consume, as well as the potential outcomes. Furlong (2005) points out that rights-based and power-based approaches can be stressful, emotionally draining, and reputation damaging, among other negative outcomes. I will consider these factors.

My willingness to resolve the Scenario 2 conflict using the interest-based processes will not translate to my complicity with the culture of the other. Rather, it is an attempt to respect the other’s worldview, a factor that is key in resolving intractable issues (Cahn & Abigail, 2014). To minimize future conflicts, I will apply the ripeness approach because such conflicts often result in mutually hurting stalemates. Therefore, instead of pursing avenues that would lead to such stalemates, such as the use of the critical approach that advocate for the pursuit of strategies to eliminate oppression and domination as is the case with the inspectors, I will strive to use a negotiation approach that is proposed by the ripeness theory (Cahn & Abigail, 2014). This decision is based on the knowledge acquired from this course that there are ways of resolving conflict that result in win-win outcomes, regardless of the defining circumstances of the conflict. The possible challenge I foresee with this change is the potential for conflicts to escalate when the needs of the parties of the conflict are too diverse and cannot be harmonized. The rights-based approach is the most efficient in overcoming this challenge.   

Cahn, D. D., & Abigail, R. A. (2014). Managing conflict through communication (5th ed.). Upper Saddle River, NJ: Pearson Education.

Furlong, G. T. (2005). The conflict resolution toolbox: Models and mapst for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.

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2nd Colleague’s post – Sandra Patterson

Sandra Patterson 

RE: Discussion 2 – Week 8Top of Form

Week 8 Discussion: Conflict in a multinational organization

I chose the second scenario for this discussion. The cultural factors that contributed to the conflict between the employees included cultural miscommunication, cultural misunderstanding, and misunderstanding of cultural norms. They should have tried to make sense of the dilemma from a cultural point of view. They should have tried to determine what the conflict was about. They should have tried to determine why a higher payment was necessary for expedited service. In addition, they should have taken action based on what caused the conflict. Then they could have tried to address the dilemma by authorizing an advance payment. If that option was not approved, a return to the US should have been considered. Then when the funds would have been available for payment they could have returned to the country. Ideally, they could have also considered coming to the country with an American inspector (Furlong, 2005). So, by assessing the cultural reasons behind giving a higher payment for the inspection, the situation could start being resolved. Since giving higher payments are the way they do business in that country, then it looks like the new office manager did not understand their culture. The manager’s role needs to fill the role of a negotiator. He needs to insightfully diagnose why a higher payment is needed by skillfully balancing cultural expectations and cross-cultural communication. The manager needs to frame the conflict coherently. He needs to get the new office manager to have the inspection done without having to expedite it. In addition, he could tell the inspector that the inspection can be expedited when arrangements can be made for an advance payment. The manager can bring the conflict into a better focus by expanding his thinking and challenging his assumptions. The manager needs to remember and realize that they are already 3-6 months behind. The manager can get approval for an advanced payment for the inspector.  The manager can specify that the inspector does not have to expedite the inspection.

Interests, rights, and power models can help to resolve the conflict because strategic steps will be used.  These aspects can indicate various ways to resolve the conflict by reconciling interests, assessing who is right, and determining who is more powerful (Maiese, 2004). Interests are needs that underlie their positions. As a result, the new office manager and the local inspector need to arrive at a solution that will meet each of their needs. The inspector needs a higher payment, and the manager needs to have his office inspected. That is why he will need to choose to authorize an advance payment because that is how the inspectors do business in that country. He can also choose to have them return to the US until the funds are available. He can even choose to have an inspector from the US. Furthermore, rights are independent standards of fairness. So the new office manager will have to weigh several options. Power is the ability to be able to coerce someone into doing something that would not be done in the first place. Therefore, the local inspector is exercising power by imposing a higher payment. As a result, the new office manager needs to wisely exercise his power by getting approval for an advance payment for the inspector, authorizing a return to the US, or hiring an inspector from the US.

The steps that I would take to resolve this conflict would include negotiation, mediation, and focusing on standards of fairness. I would create a system where it can be resolved by reconciling interests. I would be finding out if it’s an interest or a need. If it’s an interest, the money would have to be available for the office inspection. If it’s a need, the inspection will be over-charged because it is the norm to keep the extra cash. The main change that I would make to minimize future conflicts would be to schedule inspections ahead of time. I will make sure that the American inspector will not overcharge. In conclusion, the possible challenges that I foresee with implementing these changes would be in hiring a new inspector from the US. In addition, I may have to anticipate that the local inspector might not want to return in six months. There might also be difficulties in getting an advance payment approved within such short notice. There may be some difficulties in planning to return to the US within such short notice too. I may also not be able to find out ahead of time if a local inspector will overcharge, and I may not be able to pay for my return trip ahead of time.

 

 

References:

Furlong, G. T. (2005). The conflict resolution toolbox: Models and mapst for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.

. Chapter 7, “Model #4: Interests, Rights, and Power”

Maiese, (2004) “Interests, Rights, Power & Needs frames” https://www.beyondintractability.org/essay/interests-rights-power-needs

Walden University, LLC. (Producer). (2015). Leading and working with culture [Interactive Media]. Baltimore, MD: Author. Retrieved from 
https://cdn-media.waldenu.edu/2dett4d/Walden/MGMT/6175/08/audio_interface/index.html

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