Individual Critical Reflection Journal Organization Conflicts

Question: Describe about the Individual Critical Reflection Journal for Organization Conflicts. Answer: Introduction As stated by Gallo, (2013), in an organization conflicts arise when the participants view the current system as not being satisfied enough in order to deliver quality work. Through conflicts, an organization gains the opportunity to rectify the issues and incorporate better ideas and understandings with new undertakings. Conflicts are often followed by negotiations been made between two or more parties (Stroebe, et al., 2012). This is considered as one of the reconciliation method of dealing with the conflicts. There are various forms of negotiations that can take place as per the situation which prevails among the two parties (Rubin Brown, 2013). In this essay, I have presented my reflection on my personal experience of negotiation. The negotiation is taking place in an ice cream manufacturing company among the managers of the organization and the labour unions. I belong to the management department. The labour unions had approached my team in order to discuss their grievances regarding the facilities being offered to them. I have been able to handle various situations with past experiences and theories on negotiations. The detailed analysis between them is presented in this study. Analysis The negotiation has been taken place in a chat room among the management group and the union of an ice cream company. The unions were facing various hurdles in the working place of the company. They had come up with various grievances which had to be addressed. In order to overcome the difficulties, they had come over to the management group with the suggestion of joining the management committee of the organization in further decision making processes (Pruitt, 2013). Various issues had been raised at that time, which had been addressed to and framed using various concepts and theories of negotiation. The most vital and the first issue that had been raised by the union was the issue of low wages that were offered to the labour. According to the union members, the wages that their fellow members received from the company was comparatively less. According to Brett Thompson, (2016), a collective bargaining process had been finalised between the two parties, where I used my previous experiences and rendered the problem of wages. Under by advice, 3% raise of wages every year had been finalised by the company over the agreed contractual term between the union and the management committee. The second issue that was raised was the issue of the performance scheme. This issue deals with the skill gaps that are prevailing among some of the employees and how the training program which is implemented by the management group of the organization must frame the employees to undergo such programs. Using various BATNA (Best Alternative To A Negotiated Agreement) concepts, negotiation has been agreed upon (Carmen Saorn-Iborra, Redondo-Cano Revuelto-Taboada, 2013). Employees and managers have intercepted the collaborative measures to maintain the techniques of framing the conclusion of training programs. The employees have been presented with the authority to elect the staff who could earn the skills and help to raise the productivity of the organization. The eligibility for the training had been framed by me by implementing the collaborative negotiation treatment (Dudek, 2013). In this aspect, the labour that is eligible for the training program would be elected by both the labour union and the management group. The labour union would name a few employees who would undergo the program to develop the skills and help to raise the productivity of the organization. Among the people elected by the labour, the final decision would be taken by the management group who would elect among the selected employees depending upon their past performances of a time span of 12 months. Shift cycle and roster management has been another issue that has been raised by the labour unions. Depending upon the mutual adjustment concept of negotiation, the rosters of the organization have been framed (Schneider Lewicki, 2016). The rosters run on fortnightly cycles, introducing an employee led shift swap scheme. Under this scheme the employees are given greater flexibility to move their shifts to align with their social and family obligations. The employees have been presented with the opportunity to take up extra shifts if they wanted. I did not give them the permission of not storing up the overtime pay. I had given the management group the authority to maintain the rosters. According to the shift swap scheme, the employees would get a fixed chance of swapping their shifts depending upon their mutual consents among each other. The swap should be so finalised so that they do not harm the daily labour requirement of the organization. The duration of the agreement that had been decided upon the two groups had been done on mutual consent. A span of 24 month period, the union initially offered the term which was easily accepted by the management team. Two years consent will provide the organization with ample opportunities to analyse the productivity of the association. Various facilities of the employees had been issued by the management group under a joint workplace committee. The joint workplace committee was an important association framed within the organization that would help in establishing a group to look after the employees facilities being provided. Issues such as safety, employee well being, medical facilities and other issues would be addressed. A quarterly meeting had been finalised that would help the management group frame the discussion along with the unions. Joint decisions have been framed by the association regarding the occupational health and safety programs for the employees. I had limited the powers of the union as consultative in nature. They were associated as the consultative group, whereas, the final decision of the organization would be taken by the management team. This was a crucial step taken by the organization. All the above issues has been resolved by the management group and the unions thereby help in improving recovering the contradictions and overcoming the conflicts among the two group (Galin, 2015). The negotiation concepts helped me frame an extensive solution to the problems that arise. Though the meeting went about for two hours fifteen minutes among the 9 members, yet, it was self satisfying. Conclusion Conflicts are often followed by negotiations been made between two or more parties. This is considered as one of the reconciliation method of dealing with the conflicts. I, belonging to the management department of the organization has been efficient enough in addressing the grievances of labour unions with the help of various concepts and theories of negotiations. The theories of negotiations that has been implemented were collective bargaining process, BATNA, mutual understanding and collaborative process. These theories helped in overcoming the issues of low wages, performance scheme, training program shift cycle, roster issues, and the facilities to be provided to the employees of the organization. All these implementations would help to raise the productivity of the organization, where the unions would assist the management group of the company but the final decision would be taken by the management itself. References Pruitt, D. G. (2013).Negotiation behavior. Academic Press. Rubin, J. Z., Brown, B. R. (2013).The social psychology of bargaining and negotiation. 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