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Human-Work Relations and Conflicts

How Is Miscommunication Related to Conflicts at Work?

In a conflict, there is always a party misunderstanding or misconstruing the words on actions of another. Miscommunication has the potential to the creation of a dispute. Poor communication causes frustrations and thus can lead to poor performance with inadequate or lack of teamwork and low morale hence reducing profits. Work conflicts mainly start with miscommunication from one party to another. Miscommunication happens when there is insufficient information and misinterpretation of intended words, usually words with more than one meaning in a particular conversation context.

Sometimes conflicts come from a minor, unintended communication challenge, such as an absent e-mail or functioning with persons who never return calls. Response giving is also where intentions can escalate quickly into a conflict situation (Dias, 2012). Please emphasize the behavior and its consequences on the party in the communication. For example, Jeff always arrives at your meetings late, making you think he has a bad attitude without knowing him. However, with your observation, you see the result that Jeff’s conduct has on you. You deduce, “Jeff, arriving late to the meeting makes me feel my time wasted.” Jeff cannot dispute the declaration because it is the real impact of the conduct on you and is not disputable since it’s your reality (Dias, 2012). Jeff can reply that he had no intentions of such an effect, making you open a discussion regarding the behavior. Continuing this discussion can lead to a work conflict even after the end of the meeting.

A good comment from a colleague acknowledging a person with good intentions can be interpreted as sarcastic and a negative comment leading to miscommunication until it becomes a conflict involving lowering morale and work output. This case illustrates how miscommunication can cause conflict escalation at work (Dias, 2012). In shortening the time of this conflict, effective communication will be required to avoid later disagreements about policies intended to solve unanticipated problems.

Various Types of Management Styles in The Workplace

Management style is how a manager works in fulfillment of their goals. I have been exposed to different management styles: Firstly, task-oriented style, where the manager’s concern is that employees understand what they are expected to do and have the needed tools for their job. Secondly, there is the people-oriented management style. Here the manager insists on interpersonal relationships in the workplace and the welfare of the employees. In conjunction with that is the participatory management style. This style requires the cooperation of personnel aiming to build commitment and development of initiatives within work teams.

Additionally, the use of directing style in management has been evident in my career. The management style incorporates a high degree of focus on tasks and minimal stress on the manager-employee relationship dictating what the employee should do, leaving minimal room for autonomy. Nevertheless, I have experienced the teamwork management style. The manager believes in the value and necessity of people working as teams for successful task accomplishments, requiring a people-centered approach. Despite that, I have also been exposed to the autocratic style. This management style focuses on getting things done, telling people what to do, and taking the way form of approach with relationships as a secondary. Lastly, there is the Free-rein style of management. This style gives employees total decision-making freedom. The manager establishes a few goals and lets the employees decide on how to meet those goals.

Dealing With Change and Job Promotion Relationship

When a company or a career is experiencing change, people tend to go through four phases related to the change. The first is the denial phase, people tend to resist change and the need for future movements. People tend to feel angry and hurt in the second phase, the resistance phase, thinking that everything was great initially (Dias, 2012). In the third exploration stage, the workers start acknowledging the transformation but with some reservation and mix-up in clarity of anticipations. In the commitment stage (last phase), people recognize the modification understanding their fitness in the change and its effects, thus beginning to embrace it.

In my opinion, due to the changes and statistics, companies have global processes requisite for business agility. I propose that a person be optimistic about change accepting that it is necessary for our work life. The better we can get change without going through a very long process, our careers become more successful. This success is accompanied by a good company image to the company management, increasing promotion chances. Change acceptance skill is highly viewed to be an excellent leadership skill in many companies.


Dias, L. P. (2012). Human relations. Saylor Academy.


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