Thảo luận tiếng anh 1.3: conflict at work

Thảo luận tiếng anh 1.3- đại học Thương Mại

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Assigned work

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1 Vu Thi Dung How do manager deal with conflict at work?

2 Nguyen Thanh Hai Examples of event where conflicts were deal with

successfully

4 Le Thi Thu Hien How do manager deal with conflict at work?

Synthesizing of assignments

5 Le Thi Viet Hoa What is a conflict at work?

6 Nguyen Chi Hieu Introduction + slide

7 Tran Dinh Hieu Why do they need to resolve these problems?

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The table of evaluation

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completion time

The results

The score

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Introduction:

The workplace is a not like a family; it is a place in which we need to get

on with others and it is assumed that we will find this easy and straight forward Instead, the reality of many workplaces is that it is often fraught with conflict People with different ideals, goals, values and needs totally different always easily lead to conflict, even if the level of conflict is low Conflicting results may lead to mutual animosity However, conflict can result in employee dissatisfaction, reduced productivity, poor service to clients, and increased employee turnover, increased work-related stress If you know the address in a scientific way, know where they are one of the driving forces breakthrough for your business To successfully resolve conflicts that arise in the work is not easy it requires you to know exactly the origin arising conflicts and provide reasonable solutions This discussion addresses the following questions:

What is conflict at work?

Why do they need to resolve these problems?

How do managers deal with conflicts?

Examples of event where conflicts were dealt with successfully

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Let’s start!!!

 What is a conflict at work?

In my opinion, the definition of workplace conflict is that it involves the perceived or actual clash of expectations between individuals or groups These may be expectations about: how people should behave; how and when they should work; how much they should be paid and for what; to name a few The expectations of everyone in the workplace interplay and the extent to which there is a clash between those expectations will impact

on whether or not there is a workplace conflict In my experience, these expectations regardless of where the power lies in the relationship between people and must be factored into the design of any strategy to minimise the risks and to maximise the opportunities associated with workplace conflict

Broadly, workplace conflict may be categorised as either an individual conflict (e.g interpersonal conflict) or collective/rights based conflict

 Why do they need to resolve these problems?

• Conflict is an inevitable natural phenomenon in the work environment, and does not go away contrariety

• If well resolved, conflict can bring benefits to the organization

• If the resolution is not good, small conflicts will result in greater conflict and eventually will break hard Conflict can lose solidarity and efficiency in the work of the group or company Improper management will generate conflict within the company It will soon grow if not resolved satisfied And when solidarity is lost, the job requires the collaboration will

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An unresolved conflict will look like a pimple with pus on the surface and affect the people around relations or employee involved to conflict They will feel like you are walking on eggshells, and this will contribute to a hostile work environment for everyone In the worst case, the group members may begin to divide your faction, and of course the group was torn apart

 How to managers deal with conflicts?

There are 4 steps for managers deal with conflicts:

1 Diffuse the Situation

Take the time to really listen to and acknowledge the different points of view of your team members Show them that you value and respect their opinions and are interested in finding the best solution that works for the team as a whole

2 Be Prepared to Say No to Create Boundaries

If one specific employee is trying to be controlling or difficult, clarify the objectives of your team and let the person know what their role is within the team Be prepared to say no to ideas that just don't work within your team's framework Be mature and objective and make sure that you are not attacking anyone with your language

3 Open Up the Lines of Communication

Conflict can escalate if the lines of communication between you and your team are closed Stop by to informally talk to different team members Make sure that your team is aware of your vision and how they fit into it Set up clear development plans and expectations so your team can see how

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achieving certain goals will enable them to progress in their careers while adding value to the company

4 Allow for Changes in Roles

If certain roles are not working out for people on your team, work with them to identify their strengths and interests and see if you can switch out responsibilities to create more motivation If the person is just not fitting into your team, help them to find something different in a different group

As a manager, you can deal best with conflict by listening, creating boundaries, communicating effectively and allowing for change

Examples of event where conflicts were dealt with successfully.

Ex1: Upcoming is the big event of the company that your office's

mission is to organize events so well There are two employees fight for this task because they think this is a good opportunity to get a premotion Of course, they happened friction competition As one manager, what you do?

Solution: There is a story of StephenGobb when 2 people fighting for an

orange , the best solution is not shared equally oranges for both of them, which is divided to 1 part water, the other the rest

So, it is time for you to test their ability to work in groups of 2 and see who is worthy of promotion People often say, two is better than one Watching them how they division of labor and maybe offer them rewards

so that they can strive One person can be good in terms of the main organizers of the event, and one who can be good in terms of entertainment activities In this case, team work may be is the best way to complete the work perfectly

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Ex2: 2 employees in the phone shop Key does in the morning Dale does

in the afternoon In the morning, customers to buy one but the phone is out

of stock Key client appointments in the afternoon to pick up goods

In the afternoon, customers return shop Dale sales phone for that customer and seller sign the book is Dale

Late period, Dale and Key dispute over sales Conflict between two people

The solution of the conflict management: Managers call for customers who have purchased the phone that day and confirmed the information

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C NG HÒA XÃ H I CH NGHĨA VI T NAM ỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM ỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM Ủ NGHĨA VIỆT NAM ỆT NAM

Đ c l p – T do – H nh phúc ộc lập – Tự do – Hạnh phúc ập – Tự do – Hạnh phúc ự do – Hạnh phúc ạnh phúc

***

BIÊN B N LÀM VI C NHÓM ẢN LÀM VIỆC NHÓM ỆT NAM

Nhóm: 3 – Môn: Ti ng anh 1.3ếng anh 1.3

Bu i làm vi c nhóm l n thổi làm việc nhóm lần thứ ệc nhóm lần thứ ần thứ ứ nh tất

Đ a đi m làm vi c:ịa điểm làm việc: ểm làm việc: ệc nhóm lần thứ Phòng V502A, nhà V, Đ i h c Thại học Thương Mại ọc Thương Mại ương Mạing M iại học Thương Mại

Từ: 7h30 đ nếng anh 1.3 8h45, ngày 07/03/2013

N i dung công vi c chính:ội dung công việc chính: ệc nhóm lần thứ

- C nhóm cùng t p trung đ c và th o lu n v n i dung đ tàiập trung đọc và thảo luận về nội dung đề tài ọc Thương Mại ập trung đọc và thảo luận về nội dung đề tài ề nội dung đề tài ội dung công việc chính: ề nội dung đề tài

- V ch ra nh ng n i dung chính c n tri n khai trong đ tài th o lu nại học Thương Mại ội dung công việc chính: ần thứ ểm làm việc: ề nội dung đề tài ập trung đọc và thảo luận về nội dung đề tài

- Phân công công vi c c th cho t ng thành viên đ hoàn thành bàiệc nhóm lần thứ ụ thể cho từng thành viên để hoàn thành bài ểm làm việc: ừ ểm làm việc:

th o lu n và n p bài vào ngày 15/03/2013ập trung đọc và thảo luận về nội dung đề tài ội dung công việc chính:

Các thành viên tham gia đ y đ ần thứ ủ

Hà N i ội , ngày 07 tháng 03 năm 2013

Nhóm trư ng Th kýư

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C NG HÒA XÃ H I CH NGHĨA VI T NAM ỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM ỘNG HÒA XÃ HỘI CHỦ NGHĨA VIỆT NAM Ủ NGHĨA VIỆT NAM ỆT NAM

Đ c l p – T do – H nh phúc ộc lập – Tự do – Hạnh phúc ập – Tự do – Hạnh phúc ự do – Hạnh phúc ạnh phúc

***

BIÊN BẢN LÀM VIỆC NHÓMN LÀM VI C NHÓM ỆT NAM

Nhóm: 3 – Môn: Ti ng anh 1.3ếng anh 1.3

Bu i làm vi c nhóm l n thổi làm việc nhóm lần thứ ệc nhóm lần thứ ần thứ ứ hai

Đ a đi m làm vi c:ịa điểm làm việc: ểm làm việc: ệc nhóm lần thứ Th vi n trư ệc nhóm lần thứ ường Đại học Thương Mạing Đ i h c Thại học Thương Mại ọc Thương Mại ương Mạing M iại học Thương Mại

Từ: 9h15 đ n 10h ngày 15/03/2013ếng anh 1.3

N i dung công vi c chính:ội dung công việc chính: ệc nhóm lần thứ

- Các thành viên n p bài chu n b v ph n công vi c đội dung công việc chính: ẩn bị về phần công việc được giao ịa điểm làm việc: ề nội dung đề tài ần thứ ệc nhóm lần thứ ược giaoc giao

- C nhóm ki m tra l i tài li u các b n đã thu th p, b sung và đóngểm làm việc: ại học Thương Mại ệc nhóm lần thứ ại học Thương Mại ập trung đọc và thảo luận về nội dung đề tài ổi làm việc nhóm lần thứ góp ý ki n cho nhau đ hoàn thi n.ếng anh 1.3 ểm làm việc: ệc nhóm lần thứ

Nhi m v v nhà: ti p t c ch nh s a và hoàn thi n bài làm c a mìnhệc nhóm lần thứ ụ thể cho từng thành viên để hoàn thành bài ề nội dung đề tài ếng anh 1.3 ụ thể cho từng thành viên để hoàn thành bài ỉnh sửa và hoàn thiện bài làm của mình ửa và hoàn thiện bài làm của mình ệc nhóm lần thứ ủ chu n b cho bu i th o lu n.ẩn bị về phần công việc được giao ịa điểm làm việc: ổi làm việc nhóm lần thứ ập trung đọc và thảo luận về nội dung đề tài

Các thành viên tham gia đ y đ ần thứ ủ

Hà N i ội , ngày 15 tháng 03 năm 2013

Nhóm trư ng Th kýư

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