WORKPLACE CONFLICT in McDonald
Brief description of the organization
McDonald’s is a fast-food corporation in American, founded in the year 1940. The restaurant was started by Richards and Maurice McDonald in California, USA (McDonald, Sparks & Glendon, 2010). The two rechristened their business as a hamburger stand. It was later converted to a franchise having a Golden arches logo being initiated in the year 1953. Kroc Ray, a business person, joined the company as a franchise agent. He later bought the chain from two brothers who started it. The original headquarter of McDonald’s was in Oak Brook, Illinois. However, it was changed to Chicago in 2018.
Brief description of the conflict
In any workplace setting, conflict is inevitable and might arise between supervisors, co-workers, subordinates otherwise between workers and external shareholders. For instance, disputes may arise from external shareholders, such as regulatory agencies, customers, and suppliers. Conflict management within the workplace is critical corporate competency. All the owners of small businesses should study as well as practice appropriate skills in the maintaining environment of the positive workplace (Kohlrieser, 2018). The organization registered a conflict between employees and managers. The on-going battle between managers and employees turned out to be frustrating to workers. The conflict occurs about personal values, communication styles, as well as job expectation values. Irrespective of the manager-employee conflicts, most workers become unproductive, uncomfortable, thus taking what is essential within their workplace. The form of conflict which comes as a result of personality clashes between the managers and subordinates. This can lead to arising of interpersonal conflicts. At times, workers feel bullied or instead punished through an authoritative manager. They might lack guidance from other managers on how to handle workers. Some managers in McDonald’s have personalities that appear to be unfavorable for workers. In such an instance, they have the capability of setting goals that are too ambitious for their juniors. Thus, subordinates are set up for failures as well as other inevitable conflicts. Such a tendency makes working to be hard for other workers, thus compelling them to be in a perpetual conflict all the time. Measures have to be put in place to make the workplace to be more comfortable with making all workers productive. When there is conflict, most of the things in an organization are not likely going to happen smoothly.
Steps in the de-escalation technique used and the benefit of each step in the process
Written rules, policies as well as agreements- it is imperative for the company to have written standards, policies, and protocols. By these, a firm would comprehend how to resolve workplace conflicts. It is required that McDonald’s communicates its expectations basically through HR policies, employee handbooks as well as written agreements and contracts containing a particular higher level of individuals. The outlined HR policies are significant in guiding managers as well as workers on how to go about conflicts. The systems may incorporate formal mechanisms put in place to assist workers in resolving their differences as well as provisions which are prohibiting retaliation against workers raising concerns. Contracts and agreements with significant executives are designed towards ensuring that there is a common understanding concerning relationships in employment (Karadakal, Goud & Thomas, 2015). Effective management- McDonald’s best solves the conflict which emanated between managers and subordinates through implying practical management skills. In most cases, disputes are better managed quickly and successfully whenever a firm has robust leadership in place within a team. It is the leaders who allow poor conduct of workers or rather ignore bullying tendencies in workplaces. The capable management team within an organization is significant in averting slippage within the worker’s morale as well as augmenting their turnovers. Fair process in handling grievances- McDonald’s should have written policies with definitions concerning how to manage available disputes within a firm. The procedures should offer concise guidance for the employees and employer on how to handle conflicts arising between the workers (Zhu, Yang & Bai, 2016). However, these are some of the steps which can be used in solving the conflict:
Open door policy- workers were encouraged to have a meeting with their immediate supervisors to debate and resolve associated work disputes. Workers should be made to know that there shall be no negative results which can be used to voice their complaints.
Management review- this was employed when the open door policy did not work. The issues of contention were reviewed by the subsequent level of management (Durkee, 2017). This was essential in knowing the root cause of the problem.
Mediation- the third party who assists the conflicting parties in exploring innovative solutions during the dispute was used. A mediator is not necessarily the judge who renders final decisions to those in conflict. However, a mediator assisted in aiding both sides in settling the disputes. Mediators were from a team of external employees who have training in conflict management.
Conflict resolution or negotiation processes that were used
Mediation was the preferred method in this dispute. Intervention is a process of resolving conflicts through the use of a mediator or a third-party. The mediator assists disputants in determining their battles. This process is voluntary, and the mediator did not participate in the outcomes of the mediation process. The disputing parties agreed to resolve their problems. The process offered disputants opportunities for finding solutions to their conflicts. The process, for that matter, ensured that both parties accepted the outcomes. Thus, it enhanced sustainable peace within an organization leading to a lasting solution to the problem.
Advantages and disadvantages of the approach
Through the meditation approach, the resolutions were reached faster. When compared to other traditional litigations, mediation is a more active approach to resolving the conflict, achieving an appropriate settlement. The process was stressful and took a few months, but in the end, it completely fixed the problem leading to proper outcomes. The method was cost-effective. Mostly, the value of going through mediation leads to resolving in a shorter timeframe. This is typically less expensive when compared to other methods of litigations. The settlements which are reached can be reasonably felt since both parties have reached such. Both parties have control in negotiating the outcomes as opposed to leaving such consequences entirely in the hands of the mediator. It is a structured process that is designed to assist both parties in negotiating their resolutions; thus, it serves to empower each person who gets involved. To be specific, mediation permits both to be more flexible and creative in reaching settlements contrary to the mentality of the winner takes it all.
However, the approach similarly has some demerits. The process of resolving is something that is not guaranteed. In most cases, resolutions are never reached when both parties fail to arrive on the amicable outcomes. In several instances, conflicts are resolved using this approach, though it is not often guaranteed in getting appropriate solutions.
Why you believe the strategy was successful or unsuccessful
The procedure was successful. It was because both parties showed clear indications of attaining a negotiated solution. The mediator appointed was independent. The mediators did not provide or advise on the appropriate judgment (Prause & Mujtaba, 2015). However, the parties who were involved in the process of mediation arrived at the final solutions with one another. The process was flexible, offering both parties accessibility to a broader range of outcomes that are never available for the litigation process. Again, the process was confidential, and anything discussed during the mediation process was considered with no prejudice. Thus, all the information used in the process can never be availed in providing evidence for the subsequent tribunal. In most cases, it is private information that is accessible by the third party can be tampered with in any process of mediation (Prause & Mujtaba, 2015). Thus, when there were no delays, and it was flexible. It ensured confidentiality, impartiality as well as neutrality.
The result of the conflict
The conflict brought about low productivity in the company. Since there was a conflict between the managers and workers, there was no appropriate work that was taking place fruitfully. Thus, it brought about low production. The managers could have handled their subordinates with impartiality.
References
Durkee, R. L. (2017). The Maintenance of Untenable Values: an Ethnographic Study of Group-Level Strategies to Manage Conflict. Qualitative Sociology, 40(4), 493-509.
Karadakal, N. V., Goud, N., & Thomas, P. (2015). Impact of leadership role perspective on conflict resolution styles-a study on small and medium-sized entrepreneurs of Karnataka State in India. Journal of Global Entrepreneurship Research, 5(1), 4.
Kohlrieser, G. (2018). How to Manage Conflict: Six Essentials from Hostage Negotiations To The Boardroom, These Tips Work. Perspectives for Managers, (195), 1-3.
Prause, D., & Mujtaba, B. G. (2015). Conflict management practices for diverse workplaces. Journal of Business Studies Quarterly, 6(3), 13.
Zhu, Y., Yang, H., & Bai, G. (2016). Effect of superior-subordinate intergenerational conflict on job performance of new generation employees. Social Behavior and Personality: an international journal, 44(9), 1499-1513.
McDonald’s (n.d). https://www.mcdonalds.com/us/en-us.html