Conflict In Teamwork

1162 Words 5 Pages
This means that team members would vote on solutions. The winning solution would always have the support of top ranking employees at Deep Rock in order to increase the chances of success (Osland, 2013, p. 277). Conflict in teamwork inevitable and stems from differences. Conflict can be heathy as long as the source of the conflict is legitimate. Legitimate conflicts arise out of differences in opinions, objectives, goals and expectations (“Managing conflict”, p. 127). At Deep Rock there was a conflict between the call center and delivery managers regarding budget allocation. An increase in customers had created more work for both teams but there was not enough money for new hires on both teams. In this instance, labor was a scarce resource …show more content…
While the mechanistic culture does not do much to enable creativity or freedom it does provide employees with solid performance expectations. This can make it easier for employees to meet the needs of their role. This comes in handy when it is time for a performance review because the employee already knows what they will be measured against. During the performance appraisal process at Deep Rock the employee and their manager or supervisor will have a discussion regarding the employee’s strengths and opportunities. This is a two-way dialogue required by both parties. Perhaps the employee is under-performing because they are not motivated by their job design, or their manager, or the mechanistic culture of the business. Employees should feel comfortable discussions areas of concern with their superior or manager during the performance appraisal. Additionally, the appraisal process gives upper management an opportunity to see areas in which they are failing the needs of their employees. This is a chance to right wrongs in order to increase the success of employees and the …show more content…
435). Deep Rock welcomes new hires into the work culture using the following socialization processes. On the first day of work new hires are taught about the history of the company through storytelling (Osland, 2013, p. 435). These stories describe the transitions the business has undergone to be where it is today. The process of socialization also tells new hires why the business operates as it does and what it hopes to gain from its choices of operations (Osland, 2013, p. 435). Core values are also addressed in order for the new hire to get a feeling of the organizational environment and to assimilate themselves into the work culture (Osland, 2013, p. 435). The new hire then introduced to all employees. During the introduction process the new hire is welcomed by each employee. The employees give the new hire and overview of their positon at Deep Rock. The introduction step in the socialization process helps the new hire feel as though they will be accepted into the work culture. There is no guessing who a person is or what they do, everyone’s name and job role is laid out on the first day. The socialization process of onboarding ends with the new hire being trained “in the trenches” meaning they watch someone perform their new role and then begin to perform the role on their own (Osland, 2013, p.

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