How does one appropriately apply the process model to solve disputes that occur in the workplace? In order to being the process of rectifying intrapersonal staff conflicts, one may begin the process of answering the questions asked above.
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As human beings no two individuals were raised with the same values, morals and upbringing, making conflict unavoidable. As nurses, we follow our practice with the most up to date evidence based information. Making it necessary to uphold our professional competencies continually.
The nature of the health care system and the technology nurses use is continually changing and evolving. The result is vital and we as nurses must become adaptive to these changes. Generational conflicts may arise as a result of the constant changes. Workplace issues between nursing staff of different generation can often be unpleasant and unproductive, which may cause work conflicts, interpersonal tension, decreased productivity and employee dissatisfaction Jaie, H , p.
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Proper nursing management is required in order to maintain proper conflict resolution skills and strategies in dealing with generational difference among nursing staff in a acute care setting. This paper will further discuss roles of nursing leadership in identifying, confronting and managing the issue of generational conflicts among nursing staff, through the use of the process model. Differences of Generations There are four main generations. The silent generation, born between and ; the baby boomers, born from to ; generation X born from to and millennial generation, born after Jaie, H , p.
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All four generations are fundamentally different. The silent generation is typically loyal to authoritative figures and to their employment organization Wiek, p.
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Baby boomers are generally known to be workaholics perpetually concerned about their work performance, promotions and titles. Baby boomers tend to stay at one job until retirement, due to their sense of loyalty to their employer and chances of future advancement in the company Wiek, p. Generation X seeks challenges, they enjoy working independently, using technology, and often resists authority. Generation X prefer to be treated as equals to their managers and would be more partial to think of managers as mentors who collaboratively make decisions with their staff Wiek, p.
The millennial generation does not uphold the same value of job security compared to the other generation.
They do not feel loyalty to themselves or to the organization; rather they feel loyalty to themselves or to the team that will help them achieve outcomes Weston, np. Unlike their parents, the millennial generation does not depend on one source of employment to provide the professional development they need to advance. They make themselves more marketable through furthering their education and certification Weston, np. When the four generations work together it is almost inevitable that generational conflicts will arise.
Therefore making it necessary that proper strategies and resolutions are in place to cope with the vast difference in styles amongst these four generations. Identifying Generational Conflict All four generations posses their own work values, in addition to personal values. It may be difficult from some to work in multigenerational environments, making it important for the nurse leader to be able to identify the five stages of conflict and swiftly intervene if conflict is suspected.
The nurse leader should be able to recognize the dynamics of their staff and identify when generational conflicts are occurring. Once a nurse manager is capable of identifying and recognizing the five stages of conflict, one can apply and utilize the process model and different leadership strategies to produce conflict resolution among their staff. Process Model. Subsequent to the nurse manger identifying the stages of conflict, it is then possible to utilize strategies from the process model to deal with the generational conflicts occurring the workplace.
Many individuals believe conflict resolution is not a learnt skill but a innate behavior one is born with. The process model created by Thomas , identifies five conflict management strategies one can utilize when confronting and dealing with generational conflict.
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The five conflict management strategies are competing, compromising, avoiding, collaborating, and accommodating. According to Cavanagh , competitive style of conflict management is almost always observed when an individual puts his or her own needs and goals ahead of others p. Compromising entails both individuals to make a decision they both find acceptable. The compromising style is often not a long-term solution. Avoiding style, occurs when neither individuals want to pursue resolving the issue; negatives that result from confronting the conflict often outweigh the positives.
Cavanagh views avoidance as a means for individuals to remove themselves from the conflict, or to cause distance between the individual they are in conflict with p. It is the role of the nurse leader in when dealing with conflicts to feel a sense of control over ones feelings regarding the issue, gather all appropriate facts concerning the issue, becoming aware of effective manners on how to approach the conflict, determining if interventions are needed, creating resolutions and evaluating the outcomes.
Recognizing and appreciating different generational perspectives can both decrease tension and enhance personal and professional growth Weston, np. Within the process model, there are various leadership and management tyles that determine your managerial conflict resolution styles.
It is important that the nurse manager recognizes and acts on generational differences in values and behaviors Sherman, np. As a nurse leader, one is in the ideal position to organize their collegial nursing staff member in order to establish effective open communication channels between themselves and their staff. By doing so, one facilitates open communication and provides socio-emotional support.
There are many different styles the nurse manager should become adaptable for due to the different scenarios they may encounter when dealing with generational conflicts.
A bureaucratic leader manages their staff according to procedures and policies. A democratic leader often involves other staff members to contribute to the decision making process.
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Workplace conflicts are also attributable to miscommunication while carrying out work activities. References Bruce, S. Journal of Business and management Research, 9, Currie et al. International Journal of Management Reviews. Lawless, J. The Irish Journal of Management, 35 1. Leon-Perez, J. European Journal of Work and Organizational Psychology, 25 1 , Longe, O. Journal of Management and Strategy, 6 2 , Mikkelsen, E. Journal of Conflictology, 3 1 , Myatt, M. European Journal of Business and Management, 6 36 , Overton, A.
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