Disagreements and Conflicts are Part of the Workplace
Resolving Conflicts...
Complaints and Grievances
The Supervisor..
Supervisory Guidelines
100
Conflict between individuals because of what should be done or what should occur
What is substansive conflict
100
Approaches to resolving conflict based on weighing desired degrees of cooperativeness and assertiveness
What is conflict-resolution styles
100
an individual or group problem or dissastisfaction employees can channel upward to management, including discrimination
What is complaint
100
The supervisor should find time available to hear a complaint or grievance as soon as possible.
What is make time available
100
The supervisor should consult settlement records and ensure that any proposed decision is consistent with established practices.
What is avoid setting precedents
200
Conflict between individuals that occurs because the two parties do not like one another
What is personalized conflict
200
One good turn deserves another in return
What is reciprocity reflex
200
A former complaint presented by the union to management that alleges a violation of the labor agreement
What is grievance
200
Supervisors should bear in mind that all the principles discussed in the chapters on communication and interviewing apply to complaints and grievances.
What is listen patiently and with an open mind
200
Emotions, arguments, and personality clashes sometimes distort communication between the supervisor and complaining employees.
What is exercise self control
300
Communication between individuals breaks down and the lack of teamwork causes the team to stray from its chosen path
What is dysfunctional conflict
300
Understanding why the other party want what he or she wants, and then working toward a solution that satisfies those needs as well as your own
What is interest-based negotiating
300
Approaches to processing and deciding employee complaints internally as an alternative to lawsuits, usually for disputes involving discharge and/or employmenet discrimination
What is alternative dispute resolution (ADR)
300
Weighing hearsay and opinions cautiously
What is distinguish facts from opinions
300
Many labor agreements require grievances to be answered within set periods.
What is minimize delays in reaching a decision
400
The end result of conflict is a win-win situation for all concerned
What is constructive or functional conflict
400
Most effective communication and problem solving take place when people ....
What is try to share prospectives
400
An alternative approach similar to ADR, but the dispute approach is handled online
What is online dispute resolution (ODR)
400
Employee complaints are sometimes symptoms of deeper problems.
What is determine the real issue
400
The supervisor should make every effort to give a straightforward, clear answer to a complaint or grievance.
What is explain decisions clearly and sensitively
500
Dale Canegie said..
What is "If you want to gather honey, don't kick the beehive."
500
The five conflict-resolution styles
What is withdraw/avoid, accomodate/oblige, compromise, compete/force/dominate, and collaborate/integrate/problem solve
500
This states an objective, Steps 1-4, policies, and a President's Gripe Box
What is a problem-solving procedure for complaints
500
The labor agreement, as well as the company policies and procedures, must be administered fairly and uniformly.
What is check and consult
500
You should not only have good faith, but ___________
AND want to avoid a hassle
What is keep records and documents AND do not fear a challenge