Topic: BusinessDecision Making

Last updated: December 13, 2019

year or a department can reach a specific target set by management. IDT can set up a system where all employees can share their new ideas and solutions, because there will be still a lot of problems which managers can’t not find out during change. If that idea is accepted, bonuses will be given to that employees. This system really helps to create an innovative culture in company. Incentive management should be carried out once reorganisation starts and it should last permanently.
The fourth communication instrument is conflict management. A conflict occurs when different interests of two people or parties are against each other in chasing their own gaols (cf. Proksch, 2016, p.2). Generally, conflicts can force employees to generate innovative ideas and engage them together with your organisation. Before we can fully utilise benefits of conflicts, it is crucial to know that any conflicts are harmful especially in our situation. At the beginning stage of reorganisation, everyone is in chaos because they will not be familiar with new rules and structures and will be facing new difficulties. Once a conflict appears, managers or department leaders have to spend extra time and energy to solve that conflict, even though they have already enough to do. It is suggested that their full attention, focus and time should be allocated to reorganisation in order to make sure change is heading to a correct direction. Plus, conflicts cause delay in decision making and lower productivity because of lower morale. There are five types of conflict management including collaborating, competing, avoiding, accommodation and compromising (cf. Leas, 2014, p.4). Competing is totally forbidden as it causes only more hassles to change. At the end of competition, confidence and emotion of losing party will be negatively influenced. Accommodation is not recommended. It means a party lets another party do what they want to do which can be a severe risk as no one knows what they are going to do is harmless or risky to reorganisation. Avoidance should be used at the beginning. No matter how much conflicts both parties have, they should be on track. Once reorganisation achieves certain successful results, collaboration can be implemented because managers will have more time to handle and settle conflicts. Both parties will be satisfied since the ultimate solution is somehow what they request. Avoidance is for early stage of implementation and collaboration is for later stage.


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