Human Relations Management Theory
By implementing the plan of utilising the organisational space and conducting free flow of the ideas and discussions, the management has aimed to motivate the employees and create a social space by designing the studio within their one floor office where open planning will be performed where no walls between the personnel will be present which might restrict the free flow of ideas. (Chumg et al. 2016) Here, Human Relations Management Theory has been implemented where an initiative has been adopted to increase the social interaction among the employees in order to increase the business’s success. It is crucial for companies to portray personal investment in their employees by enhancing their skills and providing them with a space to generate their creativity and ideas.
The company decided to implement open organisational culture which will benefit employees at different organisational level, where achievements are given higher priority rather than titles and position. (Kitchin 2017) Here the decision making process is collection rather than hierarchical for informing the work flow. Here, employees are responsible and accountable for their own actions and tasks, and also possess the freedom when it comes to control their working conditions. Employees can also choose those tasks and projects which is best suitable for their interests and skills that further contributes to a healthy working culture as it empowers and inspires the employees within the organisation. (Wood et al. 2019)
The disadvantages of the floor layout plan implemented by the organisational management is that it resulted in increasing conflict between two of the employees as boundaries has been eliminated between them, where the present arrangement is increasing tension among the employees. There has been frequent arguments within the workspace relating to the organisation and order, where it is hampering the concentration of the employees along with their creative flow and productivity. (Saifullah et al. 2015) The presently implemented floor plan is even hampering the previously cordial working relationships and derailing collaborations.
Implementing an open organisational culture can be rewarding as well as challenging because employees can undergo the fear of change in their present culture. As organisational culture is highly influenced by the management behaviour and in order to implement an open culture and for the same to flourish, they will be required to rethink their habits and adapt to the changes and conduct negotiations and adjustments. Employees’ behaviour needs to be changed and become in sync with the other employees, values of the organisation and the culture within the workplace. Commitment is required from employees for changes to be implemented within an organisation and with barriers to communication, the process becomes challenging. (Balwant 2018)
There are several options and strategies through which the organisational issues can be resolved and conflicts between the two employees can be resolved by utilising alternative course of actions. The first strategy is through collaboration which mostly works when different employees possess different ideas within a team or an organisation. The purpose of this strategy is to look for an individual who can provide the solution to the issue which is innovative and unique. This strategy will require some time to be implemented within an organisation as it is primarily required to address every arguments presented by the employees. (Clay-Williams and Braithwaite 2015)
Open Organisational Culture: Benefits for Employees
It is considered to be one of the simple technique which is utilised for negotiation and understanding the requirements of the other parties along with stating their own needs. It will be a helpful solution for the resolution of the organisational conflict. Another strategy is to show compromise where conflicts can be resolved by establishing a sense of compromise among the employees, where both the parties can express and speak their views and perspectives. It is an effective method because it enables utilisation of negotiation and reach a point of conclusion. (Griffin et al. 2020)
The third strategy is through competition where results can be determined by competing for certain goals or challenges. Often competition evokes a powerful relationship within individuals where are often seen to agree or influence the opponent party. The fourth strategy is deriving new guidelines where the management themselves can implement new organisational guidelines, which needs to occur before the parties are conducted for a meeting. It will enable the parties to express their views and opinion on those guidelines and will naturally agree or inclined towards them as it is implemented by a higher authority. (Huang 2021)
Further changes can be implemented within the guidelines in order to bring satisfaction to the employees with the outcomes and bring the focus to the challenge as well. The fifth strategy is to generate more open lines of communication which will help with the predicament right away. Through this strategy, the parties can explain their perspectives and look for the reasons behind the conflict. Lastly, avoiding can be another strategy which is mostly used by the organisations for resolving conflicts. By doing so they can bring down the entire predicament and by paying lesser attention to the conflict, they can divert the attention of the employees. However, this strategy cannot be for the higher level conflicts because in that case, it can result in create dissatisfaction within the employees and hamper their productivity and turnover in the long run. (Hosain 2019)
The suitable strategy for addressing the conflict present within the employees will be compromise which is a technique commonly utilised for attempting a balance between the needs of the both the parties, by encouraging them to engage in a cordial communication or meeting where every party will present their views and demands to the other and consider the other party’s views with a clear mind set. Though this conflict resolution style, is one time consuming methods and require high level of people skills within the higher management, it is one of the highly effective methods which addresses the core issues present within the work space. (Sheedy, Garcia and Jepsen 2020)
Here, people management skills are given the most priority when it comes to other conflict resolution techniques because this results in negotiation. However, this technique is often regarded as the lesser problematic solution within the business environment, when compared to the other strategies such as avoidance, competitive combativeness and accommodation. Some of the advantages of compromise form of conflict resolution technique is that employees feel that their opinion is taken into consideration where their perspectives are considered other than disregarded and every demands and needs are made sure to be addressed. (Jonker and Treur 2021)
Disadvantages of the Floor Layout Plan
Even though some of the time the actions adopted are not as per the needs of the employees, they feel that they are being heard and taken seriously with reasonable compromise being conducted. Here, both or maybe one of the parties feel that they have received their share of demands because in compromising technique every party gain from the transaction which is being conducted and therefore, effort is shown for meeting their individual demands. The third advantage is compromises are often regarded in a positive manner where individuals are respected and included in a cordial conversation which is aimed to resolve the challenges and issues. Here, respect are provided to the individual who are agreeing to compromising, even the willingness for compromising is considered to be a sign of team player and maturity which is ultimately respected within a working environment. (Omar, Jayasingam and Bakar 2019)
However, there are disadvantage of this conflict resolution technique as well such as certain time the process is not possible because of lack of understanding among the personnel or when there is high degree of difference or conflict between the interests of the individuals. Accepting the proposed compromise plan can be considered to be considered as a perceived weakness for the employees which they often tend to avoid. Another disadvantage for this strategy can be bad faith actors where parties often do not act in the good faith or are not accountable, transparent or acts in the best interest for the business organisation. It often occurs that parties are involved in the process with different or hidden agendas where they will take advantage of the willingness portrayed by the other party.
References
Balwant, P.T., 2018. The meaning of student engagement and disengagement in the classroom context: Lessons from organisational behaviour. Journal of Further and Higher Education, 42(3), pp.389-401.
Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., 2016. Factors affecting employees’ knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour. Computers in Human Behavior, 64, pp.432-448.
Clay-Williams, R. and Braithwaite, J., 2015. Reframing implementation as an organisational behaviour problem: Inside a teamwork improvement intervention. Journal of health organization and management.
Griffin, R.W., Phillips, J.M., Gully, S.M., Creed, A., Gribble, L. and Watson, M., 2020. Organisational Behaviour: Engaging People and Organisations. Cengage AU.
Hosain, M.S., 2019. Unethical pro-organisational behaviour: Concepts, motives and unintended consequences. Asia-Pacific Journal of Management Research and Innovation, 15(4), pp.133-137.
Huang, Y., 2021. Work motivation and operational risk assessment: a new direction for organisational behaviour studies. International Journal of Risk Assessment and Management, 24(1), pp.54-72.
Jonker, C.M. and Treur, J., 2021. From organisational structure to organisational behaviour formalisation. arXiv preprint arXiv:2109.14381.
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A group and multicultural approach. Routledge.
Omar, S., Jayasingam, S. and Bakar, R.A., 2019. Does positive organisational behaviour and career commitment lead to work happiness?. International Journal of Business Excellence, 19(1), pp.44-64.
Saifullah, N., Alam, M., Zafar, M.W. and Humayon, A.A., 2015. Job Satisfaction: A Contest between Human and Organisational Behaviour. International Journal of Economic Research, 6(1), pp.46-56.
Sheedy, E., Garcia, P. and Jepsen, D., 2020. The Role of risk climate and ethical self-interest climate in predicting unethical pro-organisational behaviour. Journal of Business Ethics, pp.1-20.
Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R.R., Factor, A. and McKeown, T., 2019. Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia, Ltd..
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