Conflicts are an inevitable occurrence at the workplace. Conflict is defined as a perspective of intra-mind differences by psychologists, and a difference between the interests of people or groups by sociologists. The most important question is how the management chooses to address those conflicts as they arise (Brown, 1995).
The five approaches to conflict are withdrawal, smoothing, compromising, forcing, and confrontation. All of these approaches are appropriate when managing a conflict. When the conflict has become dysfunctional and the tension and emotions are high, withdrawal is necessary. By withdrawing people give up their goals and relationships, they try to stay away from the conflicts issue and believe it is hopeless to resolve it. They are helpless, and those kind of people believe it is easier to leave the conflict alone than to face it. In this situation people are just like turtle, because when turtles want to avoid a conflict they hide in their shells (Kamalakkannan, Guarav & Sushil, 2010).
To help control negative tension and have the conflict to be focused on benefits, managers might want to smooth and compromise the situation (Brown, 1995). Teddy bears, as referred to smoothing, want to be accepted by everyone and their own goals are not as important as other peoples. Those kinds of people do not want ruin relationships; therefore, they think the conflict should be avoided. Foxes are concerned with relationships with others. They give up part of their goals and try to make the opponent give up part of theirs which is an act of compromising. They seek the middle ground between parties, and look for the solutions to a conflict. By compromising foxes find agreements for the common good (Kamalakkannan, Guarav & Sushil, 2010). When there is a possible treat to a company’s environment forcing approach is the most appropriate (Brown, 1995). Sharks use a forcing technique by overpowering their opponents. The force is used to make them accept solutions to a conflict. The relationships are not important to sharks; their whole focus is on goals. Sharks seek to win a conflict, where winning gives them a sense of achievement. It their point of view, loosing is a sign of weakness and failure. Using the force approach, sharks always try to win, usually by intimidating and attacking others (Kamalakkannan, Guarav & Sushil, 2010). And when it comes to confrontation, or collaboration, the focus has to stay on benefits and the managers need to help keeping that conflict contained with its sources (Brown, 1995). In owls perspective conflicts occur where the tension needs to be reduced, and the relationship needs to be improved between people. Goals and relationships are very important to owls, they see conflicts as problems that need to be solved and the solution found benefits everyone, by doing that, the relationships are being maintained. They are not happy until the solution that satisfies everyone is found, their goal is to not have any negative feelings, and they make sure the tension is resolved (Kamalakkannan, Guarav & Sushil, 2010).
How can these conflicts be overcome to create a productive work environment?
In order to overcome conflicts arisen among individuals from different religious, racial, ethnic, and national groups who must work together within firms, to create a productive work environment, managers of the company must be able to successfully manage a diverse group. Those in charge must develop a new set of skills to improve their management in diverse workforce. They must be able to communicate effectively with employees from a wide variety of cultural background. They must be able to coach and develop employees of different background, ethnicity, physical ability, and race. The performance based on objective outcomes rather than values and stereotypes must be provided. A work environment that makes it comfortable for employees of all backgrounds to be creative and innovative must be created. And finally, managers have to recognize and respond to generational issues (Noe, Hollenback, Gerhart, & Wright, 2008).
Managers must be able to handle a conflict at a diverse workforce. Any disagreements must be handled promptly so the decrease in the productivity can be avoided. Being a good communicator is a must. Managers have to make sure to make every employee feel equal and important to the company (Holt, 2009).
What will firms have to do differently in managing expatriates, particularly U.S. or British citizens who are asked to take assignments in predominantly Muslim countries?
Terrorism has changed the way businesses operate in this new era. Let us not forget the terrorist attacks on the twin towers in New York City and the Pentagon in Washington, DC, which was orchestrated by notorious Muslim radicals belonging to the evil, minded Al Qaeda group. Terrorism did not only affect our security and safety awareness, but has negatively impacted our economy as well as the rest of the worlds’ financial status. Above all, it has affected how different countries conduct businesses with Muslim countries like: Saudi Arabia, United Arab Emirates, Pakistan, Afghanistan, Iran, Iraq, Turkey, Egypt, Indonesia, Morocco, Algeria, Yemen, and other Muslim nations.
Terrorism has changed the views of corporate and financial managers, as well as employees primarily owned by United States and British companies. Employees assigned to Muslim countries overseas are fearful of their safety and security (Noe, Hollenbeck, Gerhart, & Wright (2008). Some of the employees and expatriates returned and others asked for their early release from assignments or return to their homes. To deal with global operations in dominantly Muslim countries has become significantly challenging to business Chief Executive Officers (CEO) and other business managers. One of the most significant challenges or impacts of terrorism to business leadership is the ability of their Human Resource Management (HRM) department to recruit, select, employ, assign, train, compensate, and reintegrate expatriate managers to their foreign destinations or assigned overseas locations.
In order for United States or British firms to successfully manage expatriates differently in Muslim countries, they will have to encourage the expatriates to conform to different cultural and governmental systems of the host nations. Care must be given in consideration to understand specifically prohibited local laws and how the customs and traditions affect the workplace and the organization in whole. Expatriates have to learn protocols, gestures and mannerisms that can or will offend Muslim nationals.
Because of the Muslims strict religious rules, American and British firms must understand and accommodate the host countries religious practices at their work sites, the same way in which they are to do in every other religion. Expatriates need to be aware of Ramadan, where Muslims fast and don’t eat from sunrise till sunset for the entire Ramadan timeframe. Americans and British companies operating in Muslim countries also should be very mindful of women expatriates working in those regions, because Muslim women are held to a much stricter rule than men who are expatriates. Women and men are segregated in the work places in most Muslim countries, which could have a negative effect on the business process. Managers should be aware and enforce certain Muslim rules when dealing with women expatriates, such as the clothing that they are allowed to wear in certain Muslim countries. Women in these countries are not allowed to wear pants or slacks, they have to have their heads covered at all times, and their shoes are not supposed to show any toes as well.
Besides understanding and being sensitive to the culture, selection process for competent and capable expatriates is also essential in HRM. Selected expatriates must have technical competence in the field of operations. Expatriates need to be trained and developed. They should be able to communicate effectively. There is no substitute for local knowledge. Some companies use expatriates who can speak the host country’s language. Consideration should be taken in retaining the services of experienced employees or expatriates.
Compensation for expatriates is another consideration to be measured. Providing incentives to offset inconveniences being away from home and far from family members or love ones is quite difficult. Salary, wages, housing allowances, transportation costs, cost of living expenditures, and other expenses should be included in the computation of their entitlements. In addition, benefits and allowances should also be considered.
The last but not the least, managers should also focus on reacculturation or reintegration of expatriates when they return back to their home organizations. Oftentimes, employees or expatriates change their behaviors having been away for so long. Communication and validation efforts help repatriates in the reacculturation transition process (Noe et. al., 2008).
Conclusion
Conflicts will always arise in any company, especially to those more diversified organizations. It is crucial that business leaders and managers need to be able to solve or minimize these conflicts through human resource systems to recruit, develop, retain, and use globally competent expatriates, managers, and executives. Terrorism will always exist, until all these evil minded extremist will be eradicated from this earth. Thank God one by one, their leaders are being executed slowly but surely. Human Resource Management will always be required for the successful accomplishment of any business strategic goals around the globe. The challenges of HRM will always remain as conflicts exist.
References
Brown, S. (1995). Global management. Retrieved from
http://www.globalknowledge.com/training/genetic.asp?pageid=1644&country=United States
Holt. M. (2009). Key tools to manage workplace diversity. Retrieved from
http://www.smallbusiness.chron.com/key-tools-workplace-diversity-3027.html
Kamalakkannan, G., Guarav, A., & Sushil, S. (2010, October 6). Analysis of conflict
management styles in teams. Retrieved from http://www.slideshare.net/hannancos123/conflict-management-255911
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2008). Human resource management:
Gaining a competitive advantage (6th edition). New York, NY: McGraw-Hill Company.
