Monday, 9 November 2009

Personality


The nature approach to personality is the idea that people inherit personality attributes from their parents. The nurture approach to personality however is the idea that the environment creates the individual e.g past experiences and environmental circumstances make the individual. An example that shows the difference between the nature and nurture approach to personality would be in an individuals behaviour. If someone has a bad temper, the nature approach would be that the person inherited this bad temper from one or both of their parents. The nurture approach on the other hand would be that the environment created this bad temper in this individual e.g. the friends of the individual may have influenced the temper of the individual.

Rollinson, D (2008, p.78) states that theories adopting the nomothetic approach "seek to identify regular, measurable aspects of personality and relate them to human behaviour". The nomothetic approach is that a person's personality is fixed and cannot be changed. For example, if a person is very sociable, that person's personality isn't subject to change and he/she will be sociable for the rest of his/her life. This is different from the idiographic approach that believes that an individual’s personality can change and is adaptable. For example, the very same sociable person that was mentioned as an example for the nomothetic approach can become unsociable if the environment causes him/her to become unsociable e.g. if he/she spends a large amount of time with unsociable people. The nomothetic and idiographic approaches are therefore completely opposite in terms of a person's personality being fixed/adaptable.

Another difference between the nomothetic and idiographic approaches is in terms of an individual's personality type / uniqueness. For example, the nomothetic approach is that everyone falls under a certain personality type. An example would be that a person has a lot of energy, speaks more than listens, is enthusiastic and outgoing, and prefers to be around many people. According to the nomothetic approach, this person would be a Extravert. They therefore fall under a certain personality type. However, according to the nomothetic approach this person wouldn't fall under any personality type and is simply an individual with a set of unique personality attributes that can't be distinctly categorised. The nomothetic and idiographic approaches are therefore completely opposite in terms of personality categorisation.

Additionally, a further difference between the nomothetic and idiographic approaches is in terms of what an individual inherits and the influence that the environment has on an individual. For example, the nomothetic approach is that an individuals personality is linked with genetics in the sense that you inherit your personality from your parents. An example would be that a certain individual is quite shy. The nomothetic approach is that this individual inherited his/her shyness from his/her parents. However, the idiographic approach is that the environment influences a person's personality. For example, under the idiographic approach, the same shy person is shy because the environment has influenced him/her to become shy e.g. he/she associates with shy people at University causing him/her to become shy. The nomothetic and idiographic approaches are therefore completely different in terms of what is inherited and what the environment influences.

In addition, another difference between the nomothetic and idiographic approaches is in terms of what an individual is predicted to have and what the environment influences an individual into becoming. For example, the nomothetic approach is that individuals are predicted to have the personality attributes of their parents. An example would be that someone who just got pregnant is expected to have a child with similar attributes to her or the father of the child e.g. if both the mother and father are very sociable and outgoing, the child is expected to be very sociable and outgoing. The idiographic approach on the other hand is that the environment makes the individual so you can't predict what the personality of an individual is going to be like. An example would be that an unsociable individual becomes friends with several sociable people. After a certain period of time, the unsociable person may become sociable because his friends are influencing his personality into becoming more sociable. The difference between the two approaches is therefore that the nomothetic approach is that individuals can be predicted to have certain personality attributes, while the idiographic approach is that individuals can't be predicted to have specific personality attributes because the environment influences the individual so the personality of someone can change depending on the environment.

I think that nurture is a more dominant influence than nature because the environment is much greater and much more influential than the set of personality characteristics that someone inherits. For example, an extreme change in the environment can alter the personality attributes of an individual over time regardless of what attributes they have inherited. The opposite cannot be said however, or at least not to the same extent. For example, the set of personality attributes that an individual is born with is unlikely to change or influence the environment and even if it does, it is not likely to have a big influence on the environment. For example, one individual that has inherited the characteristic of being sociable is unlikely to influence another individual that is unsociable into becoming more sociable just by himself/herself. The whole environment would need to be taken into account for the unsociable individual to become sociable. This is why I think that nurture is a more dominant influence than nature.

Useful articles:




Question 1 - Choice B

"The first preference has to do with how you're ENERGIZED. But the key is, "what are you more COMFORTABLE doing?"

Avoid crowds and seek quiet.
Listen more than talk.
Keep enthusiasm to self.
Concentrate well.
Proceed cautiously in meeting people & participate in selected activities.
Think carefully before speaking.
Time alone to recharges batteries.
Would prefer to socialize in small groups or just do job "by myself."
Content being on the sidelines.

Question 2 - Choice A

These preferences have to do with how you GATHER information...or what you pay attention to.

Learn new things by imitation and observation.
Value solid, recognizable methods achieved in step-by-step manner.
Focus on actual experience
Tend to be specific and literal; give detailed descriptions.
Behave practically.
Rely on past experiences.
Likes predictable relationships.
Appreciates standard ways to solve problems.
Methodical.
Value realism and common sense.

Question 3 - Choice A

This category deals with how we make decisions and reach conclusions...

Have truth as an objective.
Decide more with my head.
Question others' findings, 'cause they might be wrong.
Notice ineffective reasoning.
Choose truthfulness over tactfulness.
Deal with people firmly, as needed
Expect world to run on logical principles.
Notice pros & cons of each option.
See others' flaws... critical.
Feelings valid if they're logical.
Tolerate occasional queries as to my emotional state in rel'ships.

Question 4 -A

This one has to do with the LIFESTYLE you adopt.

Prefer my life to be decisive, imposing my will on it
Prefer knowing what they're getting themselves into
Feel better after making decisions
Enjoy finishing things.
Work for a settled life, with my plans in order.
Dislike surprises & want advance warnings.
See time as a finite resource, and take deadlines seriously.
Like checking off "to do" list.
Feel better with things planned.
Settled. Organized.

You're an ISTJ

ISTJ


You're systematic, thorough, painstaking, and hardworking...You get the job done and complete it on time...you are serious and sincere in whatever you do..you work well within a structure...follow the hierarchy...and are particularly strong and careful in keeping track of facts and details...

Cautious...generally seeking to maintain the status quo...you are at your best getting things to the right place at the right time....

Serious, responsible and sensible stalwarts of society...trustworthy and honor your commitments...your word is your solemn vow. Practical and realisitic, you have great powers of concentration....hard to distract once you have embarked what you believe is the best course of action.... ..

You like to apply past experience to present decisions...you can cite accurate evidence to support your views...you're down to earth and seek to do the right thing at the appropriate time...you find it hard to understand people who start an education but don't finish it...

You are diligent and persevering in your efforts...whether it be school, or work, or love...A half-finished job is not a job well done...you probably believe in "Say what you mean and mean what you say." Private by nature, you appear calm in moments of crisis...

You believe in work before pleasure...(gee, like posting before playing the online games on Storm Palace?)..while you don't SEEK leadership positions, you might find yourself in one...you build a reputation for reliable, stable and consistent performance...

You like to schedule....even your LEISURE time! It helps to you if it has a purpose, even if that purpose is sociability...to you, love means bigtime commitment, steadiness and consistency...you behave appropriately for what the situation demands (for example, romantic in the beginning, and so on)..

When you give your word and are ready to settle down, you follow-through... you expect your partners to act in a similar manner...you may stay in a poor relationship because of a sense of duty...you might have strong but unspoken reactions under that cool facade...

Logical and analytical...quick to point out flaws in other people...when you feel scorned in a relationship, you may not let your partner know it..when it's obvious that the relationship is really over, ending it is just the practical thing to do...

Things to look out for: you could immerse yourself in details...you could become rigid in your ways and be thought of as inflexible... don't forget to compliment people and be so concerned with getting the job done....you might overlook the long-range implications of your actions today...don't get stuck in a rut...recognize your emotions, and the values they represent... others might see you as insensitive...

Also, you're skeptical of new ideas you don't see immediate and practical applications for...you may impose judgments on others...expect others to be the way YOU'd be...become more tolerant of difference between people."

ISTJ: "I Save Things Judiciously"


"1. You are almost never late for your appointments

YES

2. You like to be engaged in an active and fast-paced job

NO

3. You enjoy having a wide circle of acquaintances

YES

4. You feel involved when watching TV soaps.

YES

5. You are usually the first to react to a sudden event:
the telephone ringing or unexpected question

NO

6. You are more interested in a general idea than in the details of its realization

NO

7. You tend to be unbiased even if this might endanger
your good relations with people

YES

8. Strict observance of the established rules is likely to prevent a good outcome

NO

9. It's difficult to get you excited

NO

10. It is in your nature to assume responsibility.

YES

11. You often think about humankind and its destiny

NO

12. You believe the best decision is one that can be easily changed

NO

13. Objective criticism is always useful in any activity.

YES

14. You prefer to act immediately rather than speculate
about various options

NO

15. You trust reason rather than feelings

YES

16. You are inclined to rely more on improvisation
than on careful planning

NO

17. You spend your leisure time actively socializing
with a group of people, attending parties, shopping, etc.

NO

18. You usually plan your actions in advance

YES

19. Your actions are frequently influenced by emotions

NO

20. You are a person somewhat reserved and distant in communication

YES

21. You know how to put every minute of your
time to good purpose

NO

22. You readily help people while asking nothing in return

YES

23. You often contemplate about the complexity of life

NO

24. After prolonged socializing you feel you need
to get away and be alone

YES

25. You often do jobs in a hurry

NO

26. You easily see the general principle behind
specific occurrences

YES

27. You frequently and easily express your feelings and emotions

NO

28. You find it difficult to speak loudly

YES

29. You get bored if you have to read theoretical books

YES

30. You tend to sympathize with other people

YES

31. You value justice higher than mercy

YES

32. You rapidly get involved in social life
at a new workplace

NO

33. The more people with whom you speak, the better you feel

NO

34. You tend to rely on your experience rather than
on theoretical alternatives

YES

35. You like to keep a check on how things
are progressing

YES

36. You easily empathize with the concerns of other people

NO

37. Often you prefer to read a book than go to a party

YES

38. You enjoy being at the center of events in which
other people are directly involved

NO

39. You are more inclined to experiment than
to follow familiar approaches

NO

40. You avoid being bound by obligations

NO

41. You are strongly touched by the stories about people's troubles

NO

42. Deadlines seem to you to be of relative, rather than absolute, importance

NO

43. You prefer to isolate yourself from outside noises

NO

44. It's essential for you to try things with your own hands

NO

45. You think that almost everything can be analyzed

YES

46. You do your best to complete a task on time

YES

47. You take pleasure in putting things in order

NO

48. You feel at ease in a crowd

NO

49. You have good control over your desires and temptations

YES

50. You easily understand new theoretical principles

YES

51. The process of searching for solution is more
important to you than the solution itself

NO

52. You usually place yourself nearer to the side
than in the center of the room

YES

53. When solving a problem you would rather follow
a familiar approach than seek a new one

YES

54. You try to stand firmly by your principles.

YES

55. A thirst for adventure is close to your heart

NO

56. You prefer meeting in small groups to interaction
with lots of people

NO

57. When considering a situation you pay more attention to
the current situation and less to a possible sequence of events

NO

58. You consider the scientific approach to be the best

NO

59. You find it difficult to talk about your feelings

NO

60. You often spend time thinking of how things
could be improved

YES

61. Your decisions are based more on the feelings
of a moment than on the careful planning

NO

62. You prefer to spend your leisure time alone
or relaxing in a tranquil family atmosphere

YES

63. You feel more comfortable sticking to
conventional ways

NO

64. You are easily affected by strong emotions

NO

65. You are always looking for opportunities

YES

66. Your desk, workbench etc. is usually neat and orderly

YES

67. As a rule, current preoccupations worry
you more than your future plans

YES

68. You get pleasure from solitary walks

YES

69. It is easy for you to communicate in social situations

YES

70. You are consistent in your habits

YES

71. You willingly involve yourself in matters
which engage your sympathies

NO

72. You easily perceive various ways
in which events could develop

YES"

"HUMANMETRICS

Jung Typology Test

STRENGTH OF THE PREFERENCES %

Your type is INTJ

Introverted: 56%
Intuitive: 12%
Thinking: 25%
Judging: 67%

Qualitative analysis of your type formula

You are:
  • moderately expressed introvert
  • slightly expressed intuitive personality
  • moderately expressed thinking personality
  • distinctively expressed judging personality"


From the personality tests, I have found out that my personality type is: INTJ. This is an abbreviation of "I save things Judiciously". This means that I am a mixture of four different personality types. These personality types are Introvert, Intuitive, Thinking and Judging. Both personality tests state that I have a personality type of INTJ. From Personality Test 2, I have found out that I am 56% Introverted, 12% Intuitive, 25% Thinking and 67% Judging. As a result, from the results I have found out that I am more of an Introvert and Judgemental person than I am a Intuitive and Thinking person. This doesn't mean that I'm not an Intuitive and Thinking person to some extent, however according to the Personality Tests.

An Introvert is someone that "seeks time to spend in quiet, cerebral pursuits" (Wier. 2009, p. 19). According to Lieberman, M and Rosenthal, R (2001, [n.k.]) "introverts are less able to multitask and thus are poorer at nonverbal decoding, but only when it is a secondary task". A intuitive individual puts "forth big picture ideas and possibilities" ([Anon.] [n.d.]). A thinking type pushes for decisions "driven only by logical considerations, thus appearing insensitive to feeling types who focus primarily on people issues" ([Anon.] [n.d.]). A judging type pushes "hard to make decisions and get quick closure before the data has been analysed" ([Anon.] [n.d.]).


To a some extent, I agree with the overall findings of the tests. This is because I genuinely feel that I have a personality type of INTJ more than the other personality types. This is because I feel that I have been an Introvert for most of my life therefore this is a finding that isn't surprising to me. For example, I consider myself to be quiet and someone that generally chooses not to participate in social activities. This is an attribute of the INTJ personality type. Both of the personality tests consider me to be a Introvert, so as a result I agree with both of the personality tests in this regard. In addition, both tests state that I am a Introvert to a large extent (56%) which I also agree with. For example, I don't consider myself to be an Introvert to a small extent. Rather, I consider myself to be an Introvert to a large extent which both tests show. I therefore also agree with both tests on the extent of how much I am an Introvert.

In addition, both tests state that I am a intuitive individual. This is also something that I agree with because in my opinion I am someone that likes to look at each of the possible outcomes of each decision in order to make the best decision possible before making a final decision. I therefore agree with both tests to some extent. Having said that, I feel that I am more of an intuitive individual than what both tests state I am. For example, both tests state that I am an Intuitive individual of 12%. This is a small percentage of my personality so I personally feel that I am more of an Intuitive individual than the 12% that the tests believe I am. To some extent, I therefore don't agree with both of the test results.

Also, both tests state that I am a thinking type. This is something that I agree with because I personally feel that I am someone that makes decisions based on logic rather than emotion. I therefore agree with both tests to a large extent in this regard. Furthermore, both tests think that I am a thinker of 25% which is something I also agree with. This is because I feel that I am thinker to some extent but not to the point where it is a personality attribute that is the most dominant of mine. I think that the 25% amount reflects this very accurately which is why I agree with both tests to a large extent I am both a thinker and a thinker of 25%.

Additionally, both tests state that I am a judging individual. This is something that I strongly disagree with because I feel I always analyse data and information before making a decision. I therefore disagree with both tests to a large extent in this case. In addition, both tests think that I am a judging individual of 67% which is something I disagree strongly with. This is because not only do I think I am not a judging individual, I certainly don't think I'm a judging individual by 67%, which is a huge amount. I therefore think that the 67% amount reflects my personality very inaccurately which is why I disagree with the results of both tests to a great extent in this regard.

Overall, I feel that I agree with the findings of both tests to some extent. This is because both tests show that I am a Introvert to a large extent (56%) which I fully agree with and that I am a thinking individual to some extent (25%) which I also agree with. Having said that, both tests state that I am a intuitive individual of 12% which I agree to some extent with because I feel I am an intuitive individual although I personally think that I am a intuitive individual of more than 12%. This is why I disagree with both tests to some degree. In addition, both tests state that I am a judging individual of 67% which I feel doesn't reflect my personality because not only do I think I'm not a judging individual, I certainly don't think I'm a judging individual to such a large extent (67%). This is why I disagree with both tests in this regard to a large degree.



I wouldn't be happy for Personality Tests to be used as a selection tool because in my opinion, personality tests don't always bring out the best in an individual. For example, if a highly skilled candidate applies for a job, the results from the personality test may not perceive the individual in a positive light from the employers point of view. This would be a shame because it is clear that the candidate can do the job and do it very well. This is one reason why I wouldn't be happy for a Personality Test to be used as a selection tool.

Another reason why I wouldn't be happy for a Personality Test to be used as a selection tool is because a Personality Test assumes that an individuals personality can't adapt or change to a different work environment. I feel that is bad because many people can change their personality depending on where they work so using a Personality Test wouldn't give people that deserve a chance to be employed, a fair chance.

In addition, a further reason why I wouldn't be happy for a Personality Test to be used as a selection tool is because Personality Tests may not always be valid because their is a lack of evidence supporting the results. I think that this is bad because Personality Tests may not always be accurate so if their is a slight doubt that the Personality Tests aren't fully accurate, they shouldn't be used as a selection tool. This is why I wouldn't be happy for a Personality Test to be used as a selection tool.

Furthermore, another reason why I wouldn't be happy for a Personality Test to be used as a selection tool is because collecting, measuring and interpreting the results may be costly from the employers point of view. I think that this is bad because it would cost a business lots of money that would raise costs that could otherwise be avoided if Personality Tests weren't used as a selection tool. Raising costs reduces the overall profits of an organisation so this is why I wouldn't be happy for a Personality Test to be used as a selection tool.

Additionally, another reason why I wouldn't be happy for a Personality Test to be used as a selection tool is because if individuals with a certain type of Personality are the only type of people that are employed, their might be a lack of diversity in the workplace. This would be bad because it may result in a workforce that has a lack of diverse skills which may cause inefficiency. Inefficiency in a business would mean that the business isn't meeting it's full potential which wouldn't satisfy the managers and board of directors of an organisation. This is why I wouldn't be happy for a Personality Test to be used as a selection tool.

Moreover, an additional reason why I wouldn't be happy for a Personality Test to be used as a selection tool is because a candidate's experience or training may have a bigger effect on job performance than a candidate's personality. For example, if a candidate's personality is the same as the general personality of the job populace, it would most likely mean that he/she would be able to work well with the people that are currently working in the organisation, but it wouldn't necessarily mean that it would effect the job performance more than a candidate that has been trained / has experience. This is because people that have been trained / have experience may work more efficiently / productively than people who have a certain personality. This is why I wouldn't be happy for a Personality Test to be used as a selection tool.

Also, another reason why I wouldn't be happy for a Personality Test to be used as a selection tool is because certain personality attributes may be difficult to measure. This is bad because their may be certain Personality traits that may be useful for a certain job that the Personality Test doesn't detect. This would mean that job candidates may be unfairly turned down from employers because of the Personality Test's limitations. This is why I wouldn't be happy for a Personality Test to be used as a selection tool.



In conclusion, the main finding that I got from this topic is learning about what the nomothetic and idiographic approaches are. Before I read up on this topic, I didn't realise what the nomothetic and idiographic approaches were, but after reading up on the topic and carrying out the activities of this blog, I learnt what the nomothetic and idiographic approaches are. In addition, I also found out that my personality type is INTJ from using the two personality tests. This is something that I didn't know before as I had never taken a Personality Test previous to learning about this topic. I also found out that Personality Tests have disadvantages e.g. can be costly which is something that I didn't realise before researching this topic as previous to learning about this topic, I always thought that Personality Tests were just advantageous.

Additionally, I also found out that Personality Tests vary in their questioning. For example, before I had taken this topic I had always assumed that all Personality Tests were the same with the same questions in each. However, having done two different personality tests I have learnt that different questions are asked in different Personality Tests. Taking into account all of this information that I've learnt from this topic, I feel that I have learnt a lot from this topic overall. I feel that I have enjoyed this topic because I have felt it very interesting. This is because this is a topic that I am not familiar with despite having took Business Studies for one of my A Level's and as one of my GCSE's. I therefore feel that I've learnt a lot from this topic. As a result, I have enjoyed this topic greatly.


References:

[Anon.] (2004) The Loop: Inside Info from The Graziadio School [online]. [n.k.] [s.n.] Available from: http://gbr.pepperdine.edu/003/loop/ [Accessed 16 November 2009].

Liebermann, M and Rosenthal, R. (2001) Why introverts can't always tell who likes them: Multitasking and nonverbal decoding. Journal of Personality and Social Psychology. 80 (2), 294-310.

Rollinson, D. (2008) Organisational Behaviour and Analysis: An Integrated Approach. 4th edition.
Harlow: Pearson Education Limited

Wier, M. (2009) Confessions of an Introvert: The Shy Girl's Guide to Career, Networking, and Getting the Most Out of Life. 1st Edition. Naperville: Sphinx Publishing.

Monday, 2 November 2009

Power and Conflict at Work

Conflict is a disagreement between two or more people regarding a certain point of view. In the context of business, Conflict usually happens in the work environment. Conflict also exists outside of the work environment however. Conflict usually arises from changes that are made. For example, changes in the labour market, economy, society, technology and organisations create conflict.

A group that I have been a part of was a employee group for FMY Chemist. I was working at the Chemist for two weeks as work experience. Despite the fact that the business was a private company, FMY Chemist's main purpose was to provide the best service possible to it's customers. This meant satisfying the needs of all the customers. Even though I was working there for only two weeks, their were some conflicts that I noticed that prevented the Chemist from always fulfilling it's main aim of providing the best service possible.

One of these conflicts was a problem of supply and demand in conjunction with pricing. While I was working at the Chemist, I overheard a phone call between the owner of the business and his supplier. The owner of FMY Chemist was having a heated argument with his supplier in terms of agreeing on a pricing deal for a certain product that the Chemist was sold out of. Even though none us (employees) were involved in the conversation, the owner was representing the business therefore he was representing the employees as a group as well. The owner wanted a cheap price that the Supplier wasn't happy about nor going to accept. The conflict between the two was therefore in conjunction with supplies and pricing.

The owner wanted the product because he didn't want potential customers to enter the shop and ask to buy the product only to find out that it was sold out because the business wouldn't be fulfilling its purpose of satisfying the needs of all the customers. This is why the owner eventually backed down and agreed with the supplier on a price that would satisfy both of them. The strategy that was used to deal with the conflict was therefore negotiating and agreeing on a price that both would be happy with. I also noticed that the supplier toned down his voice and began to spoke more civil and professional which is another reason why I think the conflict was resolved. As a result, FMY Chemist got closer to fulfilling its purpose of providing the best service possible (as the supplies of the product would arrive a few days later allowing customers to buy the product without having to shop elsewhere.)

Another conflict within the group that was affecting the business's purpose of trying to provide the best service possible to customers was in our punctuality. Most of the employees (including myself) didn't always arrive to work on time. This started to affect FMY Chemist's purpose of trying to provide the best service possible as on occasions their would be customers waiting in a queue with no employees available. It was for this reason that the owner of FMY Chemist spoke to me and all of the employees individually about getting to work on time. He said to me that "If you don't start getting to work on time, I will deduct the time you are late off your tea breaks". From the moment he said that onwards, I was never late to work at the Chemist. As a result, the disciplinary procedure that the owner decided to carry out clearly solved the conflict of me being late to work and the satisfaction of the customers as well as quality of service. In addition, during the two weeks that I was working there, no one else was late to work afterwards so the disciplinary action that the owner took worked for the other employees as well.

Coercive Power is a source of power based around the fact that people can be punished for not carrying out the wishes of their superior/s. Fear and threats are usually used as a means of demonstrating this power. A good example of someone that used Coercive Power is Adolf Hitler. Hitler killed Sophie Scholl for distributing anti war leaflets which were against his wishes. Not only did Scholl get punished (she got beheaded), but Hitler managed to create fear by making it clear that anyone opposing the war would be dealt with severely. This shows that Hitler used Coercive power.

Reward Power is the "ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards" (Kerzner, 2009, p.206). This includes rewards such as bonuses, promotion, future work in the business and salary. However, rewards can be both positive and negative. A good example of someone that may use Reward Power (as a positive reward) would be a Father that gives his son £5 for improving his grades at school. The positive reward being the £5. An example of someone that may use Reward Power (as a negative reward) would be a Father grounding his daughter for behaving badly for a week. The negative reward being the grounding of one week.

Expert Power is "Power derived through advanced knowledge or experience in a particular subject" (Psychology Dictionary). People with this power generally have a lot of expertise as well. A good example of someone that would have Expert Power would be a Doctor. A Doctor would have Expert Power because they are given the authority by law to make decisions in certain situations. For example, in a life and death situation, a Doctor would make most if not all the decisions, not a Nurse because Doctors are more knowledgeable, and have more experience and expertise than Nurses e.g. what medication the patient will have.

Legitimate Power is a source of power "based on legitimate authority, such as line management" (Student Centre). As a result, your position in the hierarchy of a organisation will determine the amount of power you have. Legitimate power is usually used in the day to day running's of a business e.g. their will usually be someone above someone else in the chain of command that you are taking orders from for the day to day running's of an organisation. Added responsibility usually results in more Legitimate Power. However, failing to take responsibility when asked can result in Legitimate Power being taken away from someone. This may result in people being demoted. An example of Legitimate Power would be an Ambulance in an emergency having the authority to go through a red light (which Cars are not allowed to do legally).

Referent Power is a source of power based around the fact that followers look up to a leader for instructions in a certain situation. This is usually because a leader may have attributes or skills that the followers admire and would like to have at some point. It is for this reason that leaders with Referent Power don't have total control over everyone (as not everyone will look up to a certain leader) although their have been some leaders that have controlled millions by Referent Power. A good example of this is Ghandi. Another example of someone with Referent Power would be a Teacher. This is because pupils generally look up to Teachers and like them from a personal standpoint.

Tauber (2007, p.43) states that

The greater the attraction, the broader is the range of referent power. For instance, a teacher may have referent power within a math classroom and, because of the strong sense of identification the students feel for the teacher, he or she also is able to exert influence over them outside the classroom - at a pep rally, in the cafeteria, during hall duty, at a local shopping center, and so on.

One strategy that organisations can use to overcome conflict at work is by getting the Human Resources (H.R.) department to set out it's policies and procedures. One example of this would be an equal pay policy / procedure. If the H.R. department sets out an equal pay policy / procedure, their is a significantly lower chance that their will be issues with employees regarding equal pay. For example, if a H.R. department sets out an equal pay policy and procedure, their is a lot less chance that a woman would accuse the company of her not being paid the equivalent of a man who does the same job but gets paid more than her if the H.R equal.pay policy / procedure was not set out. This is also known as sex discrimination. This is because the organisation as a whole would be following the rules and guidelines set out by the H.R. department in terms of equal pay. This shows that a H.R. department setting out its policies / procedures can reduce conflict in the workplace.

Another example would be an equal opportunities policy / procedure. If the H.R. department sets out an equal opportunities policy / procedure, their is a lot less chance that an old person would accuse an organisation of being discriminated against if someone else who was younger was promoted to a higher position despite the fact that the older person worked harder than him (in the old person's opinion). This is also because the organisation as a whole would be following the rules and regulations set out by the H.R. department in terms of equal opportunities This is another example that shows that a H.R. department setting out its policies / procedures can reduce conflict in the workplace.

In addition, another strategy that organisations can use to overcome conflict at work is by communicating, consulting and involving people in general in the decision making process. For example, if a Manager isn't communicating with his or her employees properly, the employees might begin to resent the Manager and not follow his/her instructions which would obviously create conflict in the working environment e.g. the employees might start doing the opposite of the Manager's instructions. If the Manager was properly communicating with his/her employees, then this conflict could have been avoided altogether. This shows that not communicating properly in the workplace can create conflict.

An example that shows that not consulting people in the workplace could create conflict in the workplace would be between a Manager and his/her employee. For example, if a Manager doesn't consult one of his/her employees about carrying out a particular task, the employee might not feel valued because he isn't given the opportunity to input his feelings on the task that he needs to carry out. The employee then might become more unproductive or inefficient which would obviously conflict with the Manager's role of trying to get his employees to become as productive / efficient as possible. If the employee was consulted about the task that he needed to carry out, he may think that his opinion is worth something and would be more willing to carry out the task and carry out the task more productively and efficiently. This is why consulting employees can help reduce conflict in the work environment.

Furthermore, another strategy that organisations can use to overcome conflict at work would be by clarifying the aims and objectives of a business and checking that everyone in the workplace understands what is expected of them in their job. The reason why this may reduce conflict is because clarifying the aims and objectives of the business to the employees will make the employees understand their role in conjunction with the main aims and objectives of an organisation. For example, the main aim of a business might be to maximise it's profit. If a salesperson isn't aware that the main aim of the business is to maximise profits, he/she might not put in the necessary effort into trying to sell as many products as possible which would help the business maximise it's profit. If the salesperson isn't contributing to help maximise the business's profits, he would therefore be in conflict with the overall aims of the organisation. This is why clarifying the aims and objectives of a business may help to overcome conflict in the work environment.

An example that shows checking that everyone in the workplace understands what is expected of them in their job overcomes conflict is if a newly employed employee comes into a business and doesn't understand his/her job role, he/she may not carry out the tasks that need to be carried out according to his/her job role. This is why it is important that businesses make it perfectly clear to their workers what is expected of them. For example, if the main aim of the business is to maximise output / production and the employee isn't fully aware that his job role is to help create this output, he may not assist in the production process which would obviously come into conflict with the business's main aim of maximising output (because the employee isn't being productively efficient). This is why checking that everyone in the workplace understands what is expected of them in their job overcomes conflict.

Additionally, another strategy that organisations can use to reduce conflict in the work environment is by ensuring that employees have the chance to make any grievances they have known as well as having a grievance policy / procedure in the business. The reason for this is that if their are personal problems in an organisation between two employees for example, one of the employee's performance may suffer which may conflict with the Manager's aim of trying to get the best performance possible out of his/her employees. If the personal problems are so severe, the other employee may even leave the company and work somewhere else which may conflict with the business's aim of trying to keep employees for as long as possible and avoid spending money on training new employees. If their is a grievance policy / procedure in the business, their is a significantly lower chance that workers may become unproductive or leave the company because grievances can be resolved granted that the business takes the right steps to solve the problem/s and the employees are happy with the results. This is why ensuring that employees have the chance to make any grievances they have known / having a grievance policy and procedure reduces the likelihood of conflict in an organisation.

Also, another strategy that businesses can use to reduce or overcome conflict in the workplace is by ensuring that there is a disciplinary procedure that everyone is conscious of. This is because if it is clear to the workers that their is a disciplinary procedure, they are all less likely to cause trouble in the workplace e.g. create personal conflict between different workers. It also means that workers that are causing trouble in the work environment will be punished rationally which should stop them from causing further trouble in the future. This is why ensuring that there is a disciplinary procedure that everyone is conscious of in the workplace overcomes conflict in the work environment.

A conflict situation that I have witnessed was between Zinedine Zidane and Marco Materazzi in the Italy vs France match of the 2006 Fifa World Cup Final. During the match, Materazzi said something to Zidane as Zidane was running past him. Although it has never been confirmed what Materazzi said to Zidane, it is assumed that whatever he said was very insulting. In response, Zidane turned around and headbutted Materazzi. This resulted in Zidane being given the red card and sent off the pitch. The strategy that resolved the conflict was Zidane's sending off with the red card. I personally feel that this strategy was effective because regardless of what Materazzi may have said, their is no excuse for someone to be assaulted on the football pitch. I therefore feel that this was the best solution to the conflict.

On the other hand, their were some other strategies that could have been used by the referee to resolve the conflict. For example, the referee could have demanded both men to apologise and shake hands or both would been given red cards and sent off the pitch. I think that this would have been quite effective because it would of been unlikely that both men would have rather been sent off the pitch, especially in the final of the world cup than continue their personal conflict. It is therefore likely that this would have also been a effective strategy in resolving the conflict. Another strategy that the referee could have used to resolve the conflict would have been to give Zidane a yellow card and Materazzi a yellow card for both of their actions. I think this may have been quite effective in resolving the conflict because it would have shown to both men that the behaviour of both of them wouldn't be accepted on the football pitch again so it may have disciplined both of them. Having said that, this strategy may have made the situation worse because both of them would have had to work together for the remainder of the match which may have resulted in another head butt or another serious confrontation between the two on the pitch. To some extent then, I feel that this strategy wouldn't have been the most effective in resolving the conflict.

In Conclusion, one of the main findings that I got from this topic is knowing that conflict exists in many different areas in business. For example, I was already aware before I learnt about the topic that changes in organisations create conflict. However, I wasn't aware before I learnt about the topic that changes in the labour market, economy, society, technology would create conflict.

Another finding that I got from this topic is learning that conflict in the workplace can often prevent the business from achieving its long term aim or objective. A good example of this from when I was working in FMY Chemist. Since people were turning up to work late, customers were sometimes waiting in a queue without anyone serving them which prevented the Chemist from providing the best service possible (it's long term aim). However, I didn't realise that this conflict was affecting FMY Chemist from achieving its long term aim until after I learnt about the topic.

In addition, a further finding that I got from this topic is about how their are various different types of power. For example, Coercive Power, Reward Power, Expert Power, Legitimate Power and Referent Power are the main types of power in an organisation. However, I wasn't aware of any of these types of Power before I had learnt about the topic.

Furthermore, another finding that I got from this topic is about how their are many different types of strategies that organisations can use to help resolve conflict. For example, I have mentioned five of them in this blog. These five strategies mentioned in this blog alone are five strategies that I weren't aware of before. This shows that I have learnt something new from this topic.

Also, an additional finding that I got from this topic is knowing that some strategies are more effective than others. For example, I personally feel that the red card was the best strategy in resolving the conflict in the Zidanne and Materazzi scenario because I feel Zidanee deserved to be punished severely for his actions (considering the severity of them). Overall, I feel that I have learnt quite a lot about Conflict from this topic as I found out lots of new information about the subject that I didn't know about before.

On the whole, I think that I've enjoyed this topic quite a bit. This is because I've learnt a lot of new information and found that the information is quite straight forward to remember for in the future.

References:

[Anon.] [n.d.] Psychology Dictionary [online]. [s.n.] Available from:http://allpsych.com/dictionary/dictionary2.html [Accessed 04 November 2009].

[Anon.] [n.d.] Glossary of Key Terms [online]. [s.n.] Available from: https://www.mcgraw-hill.co.uk/he/web_sites/business/marketing/jobber/files/glossary/l.html [Accessed 04 November 2009].

Conflict image - http://www.cel.sfsu.edu/images/programs/conflict/conflict-management-argue.jpg [Accessed 04 November 2009].

Kerzner, H. (2009) Project Management: A Systems Approach to Planning, Scheduling, and Controlling. 10th ed. Hoboken: John Wiley & Sons, Inc.

Tauber, R (2007) Referent Power. Classroom Management: Sound Theory and effective practise.1 (14), 43