Grapes of Wrath Essay Steinbecks Use of Interchapters

The Use of Interchapters in The Grapes of Wrath nbsp; John Steinbecks, The Grapes of Wrath, is a narrative about the travel of the Joad family from Oklahoma to California.nbsp; However, between many of the narrative chapters, Steinbeck inserts interchapters, which interrupt the flow of the narrative to provide the authors commentary.nbsp; This technique is very effective because the interchapters create an image of the economic and social history that impact the story.nbsp; They provide a broad picture of what is happening to the mass of migrants traveling to California on Route 66.nbsp; Without the interchapters, the reader would be given a limited view of how life was for the migrants, and Stienbeck would not have been able†¦show more content†¦nbsp; The interchapters provide Steinbeck with the opportunity to insert his own subjective commentary and help to interpret the novel for the reader. For example, chapter three of the novel is an extended metaphor that demonstrates endurance and perseverance; qualities that are demonstrated by the Joads, as well as other migrants, throughout the novel.nbsp; Steinbeck highly admired the migrants because they endured much suffering but never gave up.nbsp; He uses this interchapter to depict the struggles of the Joads, as well as other migrants, and to commend their praiseworthy determination and persistence.nbsp; In addition, in chapter twelve Steinbeck challenges the idea that America is a free countryShow MoreRelated The Changing Family Revealed in Grapes of Wrath Essay1785 Words   |  8 PagesThe Changing Family Revealed in Grapes of Wrath  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   The emphasis on family in America is decreasing. Divorce rates, single-parent households, and children born out of wedlock are all increasing. Furthermore, instead of the network of aunts, uncles, grandparents, cousins, and other relatives that was prevalent in early America, Americans today are more distant from their extended family. As sociologist David Elkind said in a 1996 interview with Educational Leadership, Instead of togethernessRead More Role of the Family Explored in Slapstick and Grapes of Wrath2584 Words   |  11 PagesRole of the Family Explored in Slapstick and Grapes of Wrath  Ã‚     Ã‚  Ã‚   On Maslows hierarchy of needs, the need for belongingness and love ranks only below the need for survival, making it one of our most basic needs (Weiten 267). Many people fill this need for affection by participating in a family unit. However, as the 20th century continues, the emphasis on family in America is decreasing. Divorce rates, single-parent households, and children born out of wedlock are all increasing. FurthermoreRead More Brief Biography of John Steinbeck Essay3594 Words   |  15 Pageswon the Drama Critics Circle Award. The next year, he published The Long Valley and the last part of The Red Pony. His big project for the year, however, was working and researching a great novel, to be published in 1939 under the title The Grapes of Wrath. With this book, Steinbeck insured his future in the literary world. The book was so controversial that Steinbeck had to worry about attempts on his life or reputation; even now, it (along with Of Mice and Men) often are f ound on lists of commonly

Social Media Myths About Social Networking - 1880 Words

10 Social Media Myths That Need To Be Nipped In The Bud An excess of twits tweet twaddle! In the event that you ve quit having faith in beasts, orcs, and kissing frogs, possibly now is the right time to quit accepting these social networking myths as well? Stories of trolls hiding in the internet and leads on Twitter being as subtle the Loch Ness Monster course the promoting calling like a session of Chinese whispers. Don t be perplexed, social networking can be marvelous for your image (particularly if there are charming creature Gifs included) and give your advertising a new turn. Demonstrate these myths the entryway and free them from your showcasing techniques for good. 1. Everyone is on social networking sites Not so much genuine, however that surely shouldn t prevent you from taking advantage of it. A vast extent of your buyers are on social networking, regardless of the fact that its just to make a record and watch what their companions are dependent upon. Stunningly better, with social networking you can target individuals keen on your business that haven t discovered you yet. Twitter has in excess of 200 million dynamic clients, with the dominant part picking to utilize the site on their telephones instead of on a desktop. Something to think about in case you re planning to enhance your shopper reach. Besides, examine has demonstrated organizations utilizing Twitter normal two times a larger number of leads than the individuals who don t; and organizationsShow MoreRelatedSocial Medi The World s Largest Social Network938 Words   |  4 Pages Social Media Networking can help a business, but there are some myths and benefits of social media. A business needs to know the myths and benefi ts of social media prior to using social media for their networking method. Facebook, Twitter, LinkedIn, Nextdoor, Instagram, Pinterest, and YouTube are some of the social media sites that business can use to promote their business. 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It has opened new dimensions for people and is regarded as the most innovative and revolutionary creation of the 21st century which has played a significant role in globalizing the world. As much useful can social media be, one major phenomena is that no matter how protected the webs may be, social media has a much deeper and darker sideRead MoreSocial Media and Its Impact742 Words   |  3 Pages†¢ About APA †¢ Psychology Topics †¢ Publications †¢ Psychology Help Center †¢ News Events †¢ Research †¢ Education †¢ Careers †¢ Membership SEARCH Top of Form [pic]IN Bottom of Form †¢ E-MAIL †¢ PRINT Home  » News Events  » Press Room  » Press Releases August 6, 2011 Social Networking’s Good and Bad Impacts on Kids Psychologists explore myths, realities and offer guidance for parents WASHINGTON—Social media present

Democracy in the US Free Essays

Each of us is aware that change is everywhere we look. No segment of society is exempt. We as the public are dealing with the advent of continuous and ever increasing change. We will write a custom essay sample on Democracy in the US or any similar topic only for you Order Now Change in technology, change in resource availability, change in national demographics, change in workforce diversity, change in simply every facet of the organizational environment and context in which public institutions must operate. Change, as the saying goes, has truly become the only constant. The challenge for organizations is whether they can become flexible enough, fast enough. And will they do it on terms set by the organizational culture, and then adapt and succeed in the face of it or will they challenge the status quo and attempt to transform the prevailing culture. What follows is the story of a public organization, which is trying to change the context under which it performs rather than be changed by that context. In the realm of Philosophy, as Erasmus of Rotterdam, the first truly great humanist of the modern age once said, â€Å"The intent suffices in a great design†. Erasmus, no doubt was right. However, beyond simple intent, or to phrase it in the current vernacular, vision, action is required to bring the vision to life. In any age, there are those individuals willing to challenge the status quo, whether it is in the field of politics, science, business, or public administration. If these individuals are to enjoy a measure of success, they must be willing to take an inordinate amount of risk and withstand criticism, indifference and cynicism from every quarter. Most importantly, they must have the capacity to envision a great design and then transform that vision into action. A skeptic would find little or no relationship between philosophy and the modern practice of the public. A purist would probably go further and find offensive the very idea of comparing these two seemingly opposed disciplines. One, grounded in the metaphysical pursuit of knowledge for its own sake, and the other, a pragmatic and practical effort to conduct the public’s business, appear to be at opposite ends of an intellectual continuum. Closer examination reveals that both disciplines share similar characteristics and both pursue parallel aims. Philosophy and public administration seek to understand human motivation, philosophy for the sake of pure knowledge, and public administration to harness this understanding to practical ends. Human apprehension and resistance to change is but one aspect of this understanding that is shared by both disciplines. The idea of a flatter, more horizontal organization, one with a minimum number of organizational layers separating the front line employees from senior management is by no means new. Organizations, if one can call them that, in the early years of the industrial revolution consistently reflected an absolute minimum number of layers. Indeed, a face to face relationship often existed between ownership or management and the employee or worker. As methods of production grew increasingly complex and the principles of scientific management were applied, more and more layers of organizational structure were created. Organizations being ongoing entities, these layers tended to become permanent features of the organizational landscape, often well beyond the time where they†re original intent and usefulness has become obsolete. The private as well as the public sectors has found that the pressures of operating successful enterprises in an ever-changing competitive world, demand new management approaches. A realization has emerged that a principal impediment to the rapid response to a changing environment is organizational structure.    The organization, which was to emerge, was to strive to become boundaryless, free from the confines of the hierarchical past, and organized around processes rather than functions. We desired to become a customer-oriented, fast, focused, flexible, friendly and fun organization. But here again the government felt as though they need to step in. We carefully blended concepts from a diverse variety of management thinkers. As we met in community meetings, every idea and suggestion that complemented our vision of the future organization was documented on video and considered. If we valued the people as assets, then we had to come to respect them. Our habits and organizational routines stripped people of initiative and pride. People frequently did â€Å"leave their brains in the parking lot† as a way of coping with the nature of the anything. They did it because the message we sent through all of our command and control structures, most notably, that people shouldn’t do anymore than what the job description said. And we reinforced this with compensation systems that rewarded this behavior. We had to set these human resources free. The people of the U.S. needed to feel that they had a right to exercise the freedom to think and the freedom to act. We would work very hard to demonstrate we were credible on this point. Until we could free all of our assets and apply them to the services we render, it was hopeless to believe that our customer focus could be evident. Individually, we hope to achieve meaningful and lasting contributions. To do this, we must first look inward and objectively determine what our strengths and weaknesses are. Ideally, we should be able to use the benefits of the former to slowly erode the drawbacks of the latter. Persistence and patience, coupled with the use of character, should allow us to achieve this end. Organizations, however, rely on the interdependent actions of the individuals that comprise it. Therefore, if these individuals hope to enact any significant changes they must first ensure that there is a commonality of purpose, a shared vision. Importantly, this vision must be embraced by and apply to each and every one of the members. In this fashion, interdependence and commonality of purpose can be achieved. Governments have found that they can legislate laws that define what is acceptable and what is not just as proven by Alexis de Tocqueville. This definition of acceptability is accompanied with a corresponding punishment. Governments draft, approve and enforce laws. They cannot, however, hope to legislate morals or morality. They have tried, and they have failed. That laws cannot prevent human beings from killing each another is not tragic. It is only one’s conscience, based on the moral principles under which we were raised, that prevent us from breaking the law. The laws of the land say we must be punished, but the same laws are powerless to prevent us from killing does this sound just to you. Laws are the manifestation of the moral principles we all learned as children. They are the shared morality, the ethics, of a nation. We felt the need to create a code of ethics based on simple common sense principles derived from a general consensus. This was of paramount importance in our quest. To that end, we adopted our foundational principles. We choose to define empowerment, as the freedom to think and the freedom to act, with the appropriate knowledge of the responsibilities linked with the exercise of power. The first principle, to treat each other with respect and dignity, was embraced by all as the most important guiding principle. The second, that sharing is not a weakness, required a huge shift in perception. To view sharing as strength, rather than as a weakness, becomes very important in the context of the chaos of large-scale change. Without these principles, we could not proceed to fundamentally re-invent ourselves. There are a number of desired talents that any organization needs from its members in order to achieve excellence. Competence, becomes a de facto assumption, for without it the attainment of our goals and objectives is doomed to failure. However, competence, by itself, does not constitute the only element in this formula. Character is the catalyst that binds all the diverse organizational elements into a coherent whole. In fact, character is probably considerably more desirable than competence. Most organizations believe that you can teach skills to create or supplement competence, but you can not teach, dictate, or prescribe character. The third essential talent is intuition. We each have an inner voice which, when combined in the presence of character and competence allows us to do great things. This is a sadly an often ignored reality of leadership. Perhaps one day soon the people of today†s times will start seeing what minority groups of the government would just prefer we not. How to cite Democracy in the US, Essay examples

Theories of Organizational Conflicts-Free-Samples for Students

Question: Disucss about the Theories of Organizational Conflict. Answer: Organizational conflict refers to the condition of misunderstanding or disagreement that is caused by the perceived or actual opposition in the needs, interests and values among people who work together. Organizational conflict may also be termed as workplace conflict. The conflicts occur during situations where there is an interaction between two or more members of an organization involving contradictory opinions. Organizational conflicts are influenced by a variety of factors like the lack of clarity in the responsibility of the team members, the interpersonal relationship that is shared by the members of the organization. The scarcity of the needed resources may lead to the rise of conflict between the members of the organization. This report attempts to look into the two theories of the organizational conflict. These theories are the organizational conflict theory and the conflict management theory. Keywords: Organizational conflict, Organizational Conflict theory, Change Management Theorys Introduction Organizational conflict refers to the condition of misunderstanding or disagreement that is caused by the perceived or actual opposition in the needs, interests and values among people who work together. Organizational conflict may also be termed as workplace conflict. The conflicts occur during situations where there is an interaction between two or more members of an organization involving contradictory opinions. These opinions may be brought forward concerning any particular decision or task that has taken place within the organization. Organizational conflict, in simpler terms, implies to the outcomes of the human interaction that commences with the declaration of a member of the organization that his values, attitudes or goals are not compatible with the attitude, values or goals that have been set by the organization and needs to be followed by the members of the organization (Siira, 2012). The incompatibility of the opinions may arise between two members of the organization wo rking in the same group, between two groups of members in the organization or within a person who is working member of an organization. There are several types of conflicts that may arise within an organization. The various types of conflicts are the task conflicts, process conflicts and the relationship conflicts. Organizational conflicts are influenced by a variety of factors like the lack of clarity in the responsibility of the team members, the interpersonal relationship that is shared by the members of the organization. The scarcity of the needed resources may lead to the rise of conflict between the members of the organization. The disagreement of the members on the fields of interest may also lead to the conflicts and altercations within the workplace. The main causes of the organizational conflict are the disruption of the communication, the lack of accountability on the part of the members (Marion Gonzales, 2013). The misunderstanding on the part of the employees may also lead to the conflicts within the organization. Organizational conflict may also arise from the conditions where the targets that are set by the superiors are not met by the employees who work under their supervision (Bhat et al, 2013). The following report deals with the theories of the conflict within the organizati on. The report aims to look into the causes behind the conflict within the organizations, the different types of the conflicts and the factors that influence the incidents of organizational conflict. The report, on the concluding note, attempts to look into some ways that may be helpful in the management of the conflicts that arise among the members of the organization. Organizational Conflict A condition at the workplace that includes the misunderstanding or miscommunication among the employees of the organization due to the actual or the perceived contradiction of the needs, interests and values may be referred to as the organizational conflict. There may be many forms of conflict that takes place in the organizations. The clash between the formal power and authority and the sufferers or the affected groups and individuals. There may be disputes over the issues of division of revenues, the ways in which the task at hand might be accomplished. The conflicts may also arise over the working hours and techniques of the employees. There may occur some jurisdictional disagreements among the departments, individuals and among the management and the employee unions that exist within the concern (Katzenbach Smith, 2015). The subtle forms of the conflicts refer to the jealousies, rivalries, personality clashes, struggles for the favor and power and the role divisions. The individ ual employees may respond differently to the various demanding situations that arise in the process of working. Influencing factors There are various factors that may influence the conflicts that may arise within an organization. Lack of clarity of responsibility Conflict arises in a situation where the responsibility of the employees is not clearly mentioned. In order to avoid these situations, the responsibilities and roles of each member must be stated clearly in advance in order to avoid such discrepancies. These discrepancies lead to conflicts within the concern in future (Prause Mujtaba, 2015). Interpersonal relationships The issues of interpersonal relationship among the employees may lead to the conflicts that arise within an organization. The difference in the personalities of the employees may at times prove helpful towards the solving of the conflicts that arise in the workplace. Scarce resources Inadequate resources often lead to the developments of issues at the workplace, which in the due course of time may lead to the serious conflicts. Members of an organization often compete with each other on the availability of the resources like the materials required, the amount of money that needs to be spent, and the time required for the completion of the task at hand. Interest issues The disorientation between the organizational goals and the goals of the concerned individual may lead to a conflict. The concerned individual may fight for his own personal goals, which in turn leads to the hindrances in the overall success of the project that the team is working on. Apart from the above-discussed factors, there are more factors that influence the conflicts that take place within an organization. These factors include both the individual and the factors dealing with the activities that involve a number of individuals. The conflict that arises when a managerial staff breaches or defies the norms of the given organization may be termed to be an inter-individual conflict within the organization (Abiodun, 2014). The individual factors that result in conflicts within the organization are the beliefs, personality orientation, attitudes and other such human frailties that exist within the individuals working in an organization (Moore, 2014). Types of conflict arising in the organizations There are several types of conflicts that may arise within an organization. The primary types of conflict that the organizations generally face are enlisted below. Relationship conflict This type of conflict may arise from the interpersonal tension that exists between the employees of the concerned organization. These conflicts are concerned intrinsically with the persons. They do not concern the project or the assignment at hand. Task conflict These conflicts arise from the discordance that exists among the employees regarding the nature of the particular job at hand. These conflicts generally involve the members of the organization and the management of the concerned organization (de Wit, Jehn Scheepers, 2013). Conflict of process This conflict arises among the members of the same team. These conflicts arise from the differences in the opinions of the members regarding the ways in which the task should be completed. In order to avoid these conflicts, the team members must discuss the work strategy before commencing the job. The investor of the Target Corporation William Ackman had raised an issue with the management of the retailer chain. The conflict in this case was raised in the field of the change that Ackman felt was necessary in the business strategy of the organization. Organizational conflict may also refer to the personal conflicts, the intergroup conflicts and the intragroup conflicts. The personal conflicts refer to the ones that exist between two members of the organization. These conflicts arise due to the mutual dislike that exists between the members. The intergroup conflicts, as the name suggests, refer to the conflicts that may arise due to the differences in the opinions between two groups of members that wok within the same organization. The intragroup conflicts refer to the conflicts between the members of the same work group. These differences arise from the lack of resources, liberty of the employees of the team and other such internal factors (Babatunde, 2013). Causes of the conflict There are many causes that result in the organizational conflicts to arise. These causes are enlisted below. Expectations of the managerial staff The management expects all the employees to meet the targets that are set by their superiors. The discrepancies in the understanding of the task at hand or the inability on the part of the employee to achieve the set targets results in the conflicts that arise in the concerned workplace. Disruption in the communication One of the major causes of the conflicts that arise in the workplace is the disruption that occurs within the members working in the same organization. These conflicts may arise in situations where a member may be in need for some information from another colleague who does not reply in a proper manner or does not provide with the needed information (Halevy et al, 2014). Misunderstanding This is the most common cause of the arousal of conflict within an organization. These conditions may arise when one member of the organization misinterprets the information that has been conveyed to him. This may lead to the creation of a number of conflicts that may prove disturbing towards the overall growth of the organization (Chen et al, 2012). Accountability lack There may be situations in the organization whereby the responsibilities of the member are not clearly stated. In any dispute and mistake conditions that arise, no member of the concerned team or group is ready to take responsibility. This may lead to conflicts between the employees of the organization. In order to resolve the conflicts within the organization, the factors that cause the conflicts must be clearly addressed. These conflicts if unresolved may pose a hindrance to the effectiveness, efficiency and the productivity of the members employed within the organization. This may hamper the overall growth of the company thereby reducing the success of the company on a larger scale. Ways to manage the conflicts The arousal of conflicts within an organization is an inevitable condition. The concerned company must devise various ways to deal with those conflicts; thereby helping the organization to bring about a rise in the productivity. The conflicts within an organization must be handled positively in order to avoid the recurrence of the same problem. The company should have a proper procedure to address the grievances of the all the members of the concerned organization. The organizational managers should concentrate more on the causes of the conflict rather than the effects of the same in order to assess the conflicts in a proper manner. The parties involved in the conflict must have an equal say while the conflict is being addressed. The parties must not be judged based on their terms, position in the company or the political influence that they may have over the other members of the organization. The active participation of all the members involved in the conflict should be demanded in order to counter the situation that may result from the situation of the conflict (Graham, 2014). IBM, for example, is benefitted from the diversity that it has in terms of the employees of the organization. The employees of the organization participate actively in order to solve the issues that may arise within the organization. Theories of organizational conflicts There may be many theories that explain the issues of the organizational conflicts. Some of these theories are the Organizational Conflict Theory, the Conflict Management Theory Organizational Conflict Theory The conflict at the workplace is inevitable. The organizational conflict theory states that there are a varied number of conflicts that arise within an organization. Interpersonal conflicts being the most common type of workplace conflict, there are some other areas of conflict as well. These include the inter-departmental conflicts, the struggle for power among the senior managerial members, the inter-organizational conflicts. According to some of the theorists, these conflicts must be resolved to allow the smooth progress of the organization, while others opine that the conflicts at the workplace helps to drive the company towards success (Nain, 2017). Interpersonal Conflicts The interpersonal conflicts suggest that the members of a given organization may not always mix well with each other. The members of the organization may not wish to socialize among themselves while they are at their workplace. In case of work, if they are to work together, conflict may be seen between them (Mikkelsen Clegg, 2017). Role Conflict The other type of conflict includes role conflicts. These conflicts are not due to their individual personalities or values but results from situations relating to their roles and responsibilities. These kinds of conflicts are witnessed in instances wherein a nurse manager ordering a nurse not to perform tests on a patient as his insurance does not cover those tests, whereas the nurse is bound by her ethical boundaries to save the patient. These conflicts are usually resolved by the higher authorities. Maturity and Immaturity Theory The maturity theory holds the view that people should want to develop and mature in their professional lives in the similar way as they do in their personal lives. This is in conflict with the Immaturity theory, which is witnessed in many hierarchy-based industries where the tasks are segregated in micro-specialties. This limits the growth area of the employees thus providing dissatisfaction of the workers as whole. This leads to conflict between the people following the two theories. From an individual point of view the workers might develop resentment and might begin forming unions, and in extreme cases revolt. Industries promoting an intense level of specialization and less flexibility may usually witness frequent conflicts resulting from the maturity-immaturity theory (Lumineau, Eckerd Handley, 2015). Intergroup conflict This is a common occurrence at workplace scenarios where one group of workers might find themselves at a face-to-face junction with another group. This happens when, in order to perform one of their tasks, one group creates or rather obstructs the workflow of another group. This might be very damaging to the organization body as a whole if escalated. Thus, such a problem needs to be resolved as soon as it arises (Kerzner, 2013). Causes There are several plausible causes of organizational conflicts. Mostly they involve factors such as mismatch of opinions between members of the same team or maybe a difference of understanding between authorities at workplace (Franks et al, 2014). A few main reasons for conflicts in organizational environment are discussed below. Communication Issues One of the most significant issues of organizational conflicts include poor communication or miscommunication. Different communication patterns often lead to misinterpretation of various topics, which lead to a false impact on the brain regarding the person talking on the topic. This results in a conflicting attitude on the discussion itself. A simple instance like a manager reassigning a workers task to his/her colleague, but failing to mention it to the concerned worker, or communicating his intentions to the worker before assigning the task, might lead to the employee harboring negative perception about the manager. Repetitive occurrences of this nature in the future might lead to the employees poor organizational conduct as a whole or towards the manager and might lead to serious organizational conflicts. Thus, it can be observed how miscommunication or absence of proper communication leads to conflict within an organization. Hence, poor communication not only gives rise to confl icts in the workplace itself but also negatively affects productivity of the entire working group (Odle-Dusseau, Britt Greene-Shortridge, 2012). Organizational Structure The structure wherein an organization is formed plays a very determining role in the conflict area. A simple example can be observed in the fact that in case of a matrix-structured company, decisional conflicts are almost built-in, as it is specified in the structure itself that an employee should report to two bosses (Gelfand et al, 2012). This type of a structure will almost always lead to confusion as the company is segmented into smaller parts, always having two opinions on one issue. Authority Responsibility Relationship The design of authority in the organizational structure determines the chances of arising of a conflict. An ill-defined authorityresponsibility relationship will definitely lead to a conflict. The lack of consistency in work is observed when such authority-responsibility relationships are not properly or rather clearly defined. Communication problems creep in and crack open wedges of conflict. Inter-group conflicts are usual results of such weak organizational structures (Sonnentag, Unger Ngel, 2013). Contradicting Personalities This encircles one of the most common reasons for conflict in office scenarios. Differences in personality in the workplace are as common and expected as sand on a seashore. Employees come to work from different ethnic backgrounds, having had different experiences and harbor a different and individualistic mindset, thus forming a unique character of each to understand. In the case when one worker fails to understand the other in certain areas or maybe in areas relating to the area of the work assigned to them, conflicts take place (Deyoe Fox, 2012). A proper instance might include having a straightforward-minded employee who believes in speaking the truth or what he feels directly, without considering the effects of it. This straightforward persona might affect or insult the other workers surrounding if it is such a topic. Sometimes the person with the straightforward attitude might feel offended as well in case the other workers do not behave in that manner with him and keep stuff away from him. Frustration and Stress Conflict arises in situations where the parties involved are too stressed out or frustrated with their own work. Stressed out people are more likely to start a quarrel with a properly functioning co-worker. This shall in turn reduce productivity on the overall front. Causes of such stress can be as simple as unwanted noise, lack of privacy, untidy workplace, or very serious such as threats of violence, harassment, extreme negative criticism (Riaz Junaid, 2012). Competition centering Resources Resources like equipment, money or time are usually limited and scarce. It is a very natural phenomenon that competition among workers for such resources is a frequent source of conflict. Cutting-edge gadgets and accessories like laptops and iPhones might be allocated to a certain rank of employees whereas others may be deprived of it. Some employees might hold the view that those technical devices are crucial for their productivity and might revolt in extreme cases. This leads to severe competition at times. Such unhealthy competition gives rise to an unethical environment in the office itself, thus lowering the workplace morale as a whole. This in turn demotes teamwork and encourages individualism (Katz Flynn, 2013). Dependency Issues One of the significant causes of conflict involves task interdependence. The cases where completion of ones task involves other co-workers to perform equally their tasks, conflicts regarding efficiency or sincerity of the co-workers, are usually seen. Group projects, like creating an advertisement for an item usually suffers from such conflicts, as one is dependent on the creative team for the main design and layout, the photographer for the visual effects and so on and so forth. Lack of efficiency in one sector holds the potential to disrupt the entire workflow into conflicts (Meier et al, 2013). Incompatible Goals Goals are an important, rather the most fundamental aspect of an organization. For an organization to run as a well-oiled machine it needs hard-working employees who have a proper understanding of their individualistic goals. In an organization, incompatibility in goals may arise due to the different ways of compensation of the managers. A typical example can be considered in the case of a sales manager. A sales managers income may be related to the number of sales made for the company. This might tempt an individual to provide customers freebies, in order to increase delivery and thus sales. On the other hand, the transportation companys income might be linked to the amount of money it can save on various transportation modes. This leads to a conflict between the two bodies and will be at it until the company resolves the issue via some sort of compensation. Difference in Values Sometimes there exists a certain age gap between the employees at the workplace. Although this is mostly a good thing as the junior get a lot of experience and can as well learn from the senior people, but this also leads to certain conflicts between people sharing a generation gap. The values have changed down the time due to the advancement of society, and the society has become more open and accepting too many new reforms, which may not always sit right with the older generation. The difference in values is not always the harbinger of conflicts but the arrogance to of not accepting such change is. Dealing on the lines of such values, quarrels often breakout and insults only fuel such conflicts (Cahn Abigail, 2014). Outcomes of Conflict Conflicts, in general, are problematic for the organization as a whole. A few of such negative impacts are mentioned below: Mental strain is caused between both the parties involved in the conflict. Mutual discontentment is harbored between the two conflicting parties. During issues of arguments, feelings of defeat or domination might be felt which would decrease individual morale or in severe cases might lead to feelings of harassment in workplaces. A group under constant subordinate conflict might feel threatened. Communication breakdown is a common result of conflicts as well. Extreme and repetitive case of conflicts might lead to resignation of an employee. An atmosphere of mistrust builds up which naturally obstructs proper functioning of the members as a team. Productivity is usually lowered a lot, if the conflicts are not resolved (Russ, 2013). All conflicts are not absolutely detrimental although there are several downsides of organizational conflicts. Some of the noteworthy positive or favorable outcomes are as follows: Due to conflicts a broad range of ideas are considered, thus resulting in a better and more universally accepted idea across the organization. Inaccurate assumption on various topics is surfaced. There is an overall increase in creativity and participation around the office. Individual views that might be sensitive and necessary are acknowledged as well as corrected which in turn help in learning Usually after a conflict is resolved the bonding between co-workers increase. People come to understand each other better after a conflict thus reducing chances of further conflict. In some sort of way, conflicts also release pent up strain (Horton, Bayerl Jacobs, 2014). These conflicts need to be resolved in a proper fashion so as to maintain a balance in the workplace. The proper management of these conflicts constitutes the Conflict Management theory. Conflict Management Theory Conflict management refers to the practice of being able to identify and handle conflicts sensibly, fairly and efficiently. Conflict management may be defined as the opportunity to strengthen relationships and improve situations. Conflicts at workplaces are highly common a subject and most importantly they require attention for their solution. The underlying concept is that both the parties should understand their conflict to be a problem, which needs to be solved mutually so that both parties end up, satisfied. Interpersonal skills help a lot in this area. Proper conveying of the problems that one feels or proper delivery of the arguments one party has instead of randomly throwing opinions at the other party, helps not only to resolve conflicts but also to prevent them in the first place. Self-awareness is highly essential in this arena to let other people understand the viewpoint and motive behind one partys action and thus resolve conflict (Spaho, 2013). The understanding the othe r person and analyzing their strengths and weaknesses helps a lot in managing organizational conflicts. Assertiveness is the method of expressing thoughts and feelings while asking for what one wants in an appropriate way, thus clearing out confusion and avoiding conflicts to some extent. Five conflict management styles that can be followed effectively to obtain a solution are enlisted below. Avoidance or Withdrawal The individual tries to ignore the conflict passively instead of actually resolving it. He stays neutral in order to avoid the conflict entirely. In case of the Fuji Heavy Industry, the communications regarding the resolving of the issues of payment is done mainly in a more polite manner rather than the aggressive manner that is followed in the other organizations. Accommodation or smoothing: In this style, a more submissive approach is observed. The individual gives in passively to other party in order to resolve the conflict. They smoothen over the differences in mentality to preserve harmony. This method sometimes defines precedence and does not completely involve the participants as one gives in, though this resolves the situation and enhances the ego of the other party (Ellis Abbott, 2012). The CEOs of the companies Apple and Samsung, for example, had organized a meeting with a judge in the U.S. District Court of Northern Carolina in order to attempt a resolution to the high profile patent case that was filed by Apple. Compromise Bargaining is involved in this case, which takes into account the interests of each party so as to create a win-win situation. A give-and-take policy is applied in this style, keeping in mind what is acceptable to each party. Hence, in this case a win-win scenario is created thus satisfying both the parties involved in the conflict. This may lead to everyone feeling like a dead end in some situations though this shows good will and creates friendship (Sudha Khan, 2013). In case of the United Auto Workers and the Ford Motor Company, for example, there have been an agreement that they would participate in the integrative style of bargaining. This might help them to bring about a boost in the competitiveness of the automobile industry by putting forward the solutions that may prove to be mutually acceptable for both the organizations. Competitive or authoritative In this case, one of the two parties tries to resolve the conflict via aggressive behavior or by force or authoritative influence. This style usually results in a less satisfied party and a victorious one. The victor usually obtains gains. This style, on a negative view, establishes battleground for the next conflict and gives rise to a series of conflicts. It may also cause in loss or withdrawal of important parties from the organization (Collewaert Fassin, 2013). Collaboration This is the most acceptable style of conflict resolving. In this case, the parties jointly try to resolve the problems with the most optimal solution acceptable to all the parties, although this creates an everyone wins scenario this is usually very hard to achieve at all times. The maintenance or following of the above styles for management of conflicts in organizations usually lead to resolving of the conflict. In addition to these styles, good inter personal skills, self-awareness, empathy, sympathy, confidence, clarity in conversation and other such qualities are required as mentioned above. There is a high chance of resolving that conflict if all these qualities are kept in mind whenever a conflict surfaces (Nielsen Einarsen, 2012). Conclusion In lieu of the above discussion, it may be said that organizational conflicts are an inevitable part of any and every organization. There are no such organization that is devoid of conflicts. Organizational conflicts, although undesirable are at times necessary for improvement in a few sectors. There may be various influential factors and causes for organizational conflicts. A noteworthy few of them include communication problems, personality differences, and competition for limited resources. The types of conflicts may vary from individual conflicts to inter-group and intra-group conflicts, from role-based conflicts to ethical-dilemma-centered conflicts. These conflicts, as explained earlier, result mostly in negative situations like mistrust among groups, communication breakdown and in extreme cases resignation of employees take place, there are a few positive impacts of conflicts as well, which include better understanding of one anothers viewpoints and better bonding once the conflict is resolved. To resolve these conflicts in an organization, conflict management theory can be followed. This theory encircles concepts, which can be followed to avoid conflicts in the first place or resolve conflicts once it has arisen. Proper application of interpersonal skills along with proper implementation of self-awareness concern and clarity in conversation usually helps the conflicts to be resolved. 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