2.

Role Conflict:

Some conflicts between individuals have little or nothing to do with personalities, but are caused by
circumstances related to their roles and/or tasks they are expected to perform. Much of this arises from
overlapping responsibilities or status issues (the relative ability of one person to tell another one what to do or
not do).

An example of this might be a maintenance supervisor telling a production supervisor not to operate a piece of
equipment as it is may break down. Not only do these two people have different reporting lines but different
objectives (one for keeping costs down and the other for keeping revenues up in broad terms). They therefore
easily run into conflict as a result of their different roles and goals-even though, on another day in a different
set of circumstances they could find themselves having no such conflicts and be able to collaborate very
productively.

In the present case as the ‘hard working’ ‘immigrant’ James Emery’s Need perceptions for achievement and
power are not suited to his role in the organisations. His N-Ach and N-Pow are not at all satisfied by existing
low-paying-dead end assembly line job role he has in the large manufacturing firm and this leads to a typical
case of Role Conflict.

3.

The symptoms of conflict are of course quite different from the sources or reasons for conflict. Sources of
conflict can be categorized in a number of ways including:
 ideological: different values or political and cultural beliefs
 social: different personalities and styles, for example conflict between a loud and outgoing person
and a quiet, more introverted person
 structural: different levels of legal power and status, for example conflict about the lack of power
and status afforded to minority groups
 resources: different access to income, goods and services, for example conflict about rates of pay
received by different categories of employees
 objectives: different needs as expressed by goals, for example conflict between a supervisor and a
worker about the timing of a vacation or leave.

In the present case, the nature of conflict from the Union steward’s perspective may have sources in structural,
ideological, and objective basis. And the conflict resolution strategy taken up by him is of Aggression and
Withdrawal or Fixation: as he has remarked, “This darn company is the source of all your problems. The
working conditions are not suited for a slave... the pay stinks... We are all going to have to stick together when
our present contract runs out and get what we deserve – better working condition and more money...”.
Apparently this may seem to be partially true, but the ‘hard working’ ‘immigrant’ James Emery’s N-Pow and N-
Ach may not be satisfied in this approach, and he may cultivate the opportunity by Rationalization-
Compromise-Fixation model for his personal growth within the large manufacturing firm by communing
effectively with his boss and the management to sort out this general problem and be able to climb up in the
corporate ladder.

4.
The company is struggling to handle this ongoing frustration and employees are struggling, fighting to let go off
their frustration. In this scenario, both of the parties are dealing with each other in an ‘aggression’ mode, as
discussed in the above model.
Post Frustration or Conflict Management: Management should manage conflict in a positive and effective
manner. Conflict management can be done in three ways:
I. Categorizing the conflicts : a. Task oriented ; b. Supervisor / Co-workers oriented ; c. Personal Emotion
oriented.
Exp: If the Company and its Management identify the conflict issues and resolves those.
II. Appointing Counsellor or Psychologist
a. Sessions to ventilate the anger /frustration ; b. Suggestions of employees taken into account
Exp: If the Company hires experts like psychologists or counsellors to deal with the conflict situation instead of
going to hard line.
III. Manage frustrations at individual level (when controlling the outside environment becomes difficult it’s
better to apply these principles on self.)
a. Build the body to withstand the stress of multiple frustrations; b. Liberate the mind so that we can remain
alert to opportunities and utilize resources; c. Change the pattern(s) that promote needless frustrations; d.
Don't stay stuck in a rut or repeat counterproductive actions.

However, If I provide my suggestions in here then I would have liked to tell both the parties to deal with each
other in a more ‘Rationalization’ and ‘Fixation’ mode without being reluctant to each others’ perceptions.
Initiatives that can be taken are:

1. Finding out root causes of conflict

2. Looking for Conflict settlement approaches

3. Creating ‘Reception and acceptance formula’

4. Being humanitarian and give importance to human rights issues

5. Being respectful with proper clarification, transparency and justification towards each other

6. Pointing out particular measures for ‘resolving tensions, soothing frustrations and handling conflict situations’

7. Being SMART to implement the above discussed methods