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Introduction
Although conflicts at the workplace can be unpleasant, it is normal to have them. In Sony, as in any other company, conflicts also occur, and managers strive to establish a common language between all sides involved, though the result of the conflict may be disappointing for one of the parties. Since conflicts are almost unavoidable, it is crucial to be able to handle them appropriately with the help of suitable strategies.
The Conflict at the Sony Company
The conflict that emerged in Sony was related to accusing the company of sexual harassment and discrimination, though a court dismissed the complaint. Seven former employees and one current filed a lawsuit claiming that they encountered unwelcomed advances, ignoring, humiliating comments, and so forth. Some female employees stated that the company has a culture of systemic sexism expressed by dirty jokes regarding women, grabbing breasts, and ranking by “hotness” (Hazra, 2022).
It suggests that many managers at Sony attempt to act like nothing happened, thus exacerbating unethical practices. Moreover, the situation points out that the environment in many teams is tense, which can negatively impact productivity, as well as a sense of justice in employees (Sahoo & Sahoo, 2019). Moreover, workplace stress, especially induced by sexual harassment and discrimination, may also cause higher costs and reputational damage to the company (Foy et al., 2019). Therefore, the manager should have chosen a more active approach to solving the problem.
In this situation, the managers seem to use an avoiding strategy that may be unproductive in resolving such a serious issue. One can also suggest applying either accommodating or collaborating approaches to perform an analysis (Elgoibar et al., 2017). Here, it is necessary to assess the benefits and disadvantages of the three methods with respect to the described conflict. Thus, avoiding strategy could work if the employees solved their issues independently, without involving the manager. However, avoiding is usually associated with the manager’s inability or fear to take part in the conflict, which leads to a decreased level of trust in the team (Sahoo & Sahoo, 2019).
An accommodating approach would be beneficial in terms of satisfying the needs of the accuser and punishing the guilty. Nevertheless, in view of the absence of proof, the accused would feel the unfair treatment. Finally, collaborating method and open dialog with the accuser and accused would help to find a solution that satisfies all the parties. On the other hand, it may not be useful because the conflict concerns not the question of project specifics but corporate culture. Therefore, each situation requires a relevant method of resolution.
Table 1. Benefits and Disadvantages of Avoiding, Collaborating and Accommodating Styles.
Dealing with conflicts with family or friends differs from handling them at work. The main reason for the difference is the level of interpersonal interaction between people. With family, one may tend to show more emotions because family members are closer. They can express understanding and forgive when someone overreacts. On the contrary, the workplace has particular rules of conduct, which establish the level of proper reaction during disputes. In this regard, colleagues may misunderstand incautious petulancies, which may turn the conflict into a deteriorating and highly stressful event. Thus, people’s behaviors are not the same at home and at work due to different contexts.
A collaborative conflict resolution style is the most appropriate to apply at work. It is effective when people discuss possible solutions. Furthermore, this approach helps to create an atmosphere of friendliness and helpfulness (Elgoibar et al., 2017). In addition, willingness to strengthen the other’s skills and knowledge also plays an important role in setting the collaborative environment (Elgoibar et al., 2017). Thus, the collaborative style is suitable when people in a team know well each other’s traits and are able to support colleagues.
However, this style may not be suitable for particular teams where members are not ready to cooperate with each other, or there is a kind of competition between them. Moreover, finding a solution that satisfies everyone involved may be a time-consuming practice. It is especially unwanted when a problem requires urgent action. The collaborative approach requires the parties to take the initiative. In addition, people need to trust each other and have good listening skills. Thus, using this style may not bring positive results if team members are used to fulfilling instructions.
Not having enough conflict can pose a problem in the workplace. When there are no disagreements between employees, it can point out their indifference and non-involvement in corporate life. For instance, it can be a situation when employees only do what the manager demands and neither ask questions nor disagree with the manager. It means that no one is interested in achieving some results, or the employees do not want to interact with their manager. Anyhow, it is better to have productive conflicts where all participants are heard, and their opinions are respected.
Conclusion
To conclude, one should always be flexible in selecting strategies for particular conflicts because it also depends on the parties involved. The analysis of the issue that took place in Sony shows that each conflict management strategy has its benefits and disadvantages with regard to the situation at hand. Conflict can strengthen a team if it is based on mutual respect of dispute participants.
References
Elgoibar, P., Euwema, M., & Munduate, L. (2017). Conflict management. Oxford Research Encyclopedia of Psychology. Web.
Hazra, A. (2022). Sony PlayStation employees file new sexual harassment discrimination lawsuit following previous dismissal. Anime News Network. Web.
Foy, T., Dwyer, R. J., Nafarrete, R., Hammoud, M. S. S., & Rockett, P. (2019). Managing job performance, social support and work-life conflict to reduce workplace stress. International Journal of Productivity and Performance Management, 68(6), pp. 1018-1041. Web.
Sahoo, R., & Sahoo, C. K. (2019). Organizational justice, conflict management and employee relations. International Journal of Manpower, 40(4), pp. 783-799. Web.
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