A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Hegade, Sandeep A.
- Organizational Conflict Management: An Attribute to Diversity at Workplace
Authors
1 SCES's Indira College of Engineering and Management, Pune, IN
Source
SAMVAD: International Journal of Management, Vol 8 (2015), Pagination:Abstract
With rapid industrialization having its characteristic to be encompassing only select centres (cities/regions) of the country and marginalizing the wide spread population, it is quite evident to have migration at an enormous scale; attributing to several unprecedented and complex issues, not only for state but also for organizations.
Organizations are made up of formal and informal rules that coordinate actions of different people. But how can organizations make sure that people, who have diverse backgrounds, particular interests, and different understandings, comply with these rules?
Raising these questions means addressing the fine line between the exercise of power and ethics. Conflict may arise in such environment due to issues such as personality clashes, goal incompatibility, and differences in judgment, uncooperative behavior and cultural misunderstandings. If conflict is not addressed and instead is allowed to escalate, people may feel frustrated, upset, and even act aggressively.
However, issues can be managed effectively to achieve learning through greater understanding of the problems, issues and opinions being debated or contested. Dealing with such issues effectively requires various communication and listening skills, paired with assertiveness and inter-cultural competencies such as mutual respect, empathy and sensitivity toward others. This paper intends to describe some common instigators of issues arising at workplace due to diversity of human resources and recommends strategies to help find respectful and culturally inclusive ways of managing and resolving tension.
Keywords
Complex Issues, Diverse Backgrounds, Power, Ethics, Conflict- Turbulent Times for Indian Economy: A Perspective
Authors
1 SCES's Indira College of Engineering and Management, Pune, IN
Source
SAMVAD: International Journal of Management, Vol 8 (2015), Pagination:Abstract
The dramatic depreciation of the Indian Rupee raised alarm bells. It also made the Indian Government who was in denial mode, wake up and take note of the crisis India is in. The primary reason for India's current economic crisis is a deceleration of growth. All the economic growth indicators have reached decadal lows.
Was it all avoidable? There are ways of looking at India's present economic woes marked by a rapid fall in the value of the rupee caused by persistent inflation of the past few years and the high current account deficit (CAD) of about $85 billion (4.5 per cent of GDP) which needs to be funded through uncertain capital inflows year after year. Although the Union government has undertaken some reforms, more needs to be done. What India really needs and desperately so is an environment where unnecessary regulation, corruption and red tape is done away with. The failure of public private partnership has been the key reason for India's infrastructure story not making any headway. But once the government shows some resolve to sort out bureaucratic hurdles in time bound and transparent manner, investments in both infrastructure and manufacturing will become forthcoming. And that would automatically kick start the chain of economic activity the country has been starved of over past two years.