4 SITXCOM005 Manage Conflict

UNIT NAME- SITXCOM005 (MANGE CONFLICT)
STUDENT NAME- RAJVIR KAUR

STUDENT ID- ANAE20190034
ASSESSMENT TASK-1 KNOWLEDGE TEST
Q1:- Explain any five (5) potential cause/ factors for conflict in any organisation? Write your answer in
3-5 lines for each.
ANS: - Many people try to avoid conflict at all costs. Others tend to blame someone or something else for
causing it. These responses do not resolve conflict and may make the situation worse. Conflict is a normal part
of life and there are many issues that could cause conflicts to arise within community organisations. Conflict
can occur between employees, committee members, ordinary members, volunteers, clients or the community.
If not resolved, conflict can be highly destructive. However, committees can take steps to minimise potential
situations of conflict before they arise or to resolve conflict constructively. The following sections discuss five of
the most common factors that lead to conflict situations within organisations.
1. Misunderstandings: - Conflict can arise from misunderstandings about the nature, aims and objectives of a
job and differing expectations about how things should be done. Work conditions and wages, the different
responsibilities of management and employees and differences in values, beliefs, needs, or priorities.
2. Poor communication: - Communication relies on clear and complete messages being sent as well as
being received. Problems can be reduced by paying attention to how well you send messages and how well
you receive them. Both managers and workers are responsible for ensuring that these issues are considered.
There are many ways to improve information flow and communication. Unclear communication from staff to
clients is another common source of conflict. Distressed clients can very quickly become confused and angry if
they feel that they are not being listened to especially by those who say they care.
3. Lack of planning: - Lack of planning often means an organisation moves from one crisis to the next. This
sense of disorganisation and lack of direction can be stressful and can create many problems including
misunderstandings. The time spent in planning will be recouped many times over in the more efficient use of
workers' time, and in real and long-term benefits to clients.
4. Poor staff selection:-Inappropriate selection of staff can result in ill-feeling and conflict. Feelings of ill-will
may be increased by dismissing staff members. While staff conflict problems can never be entirely avoided,
they can be minimised with good staff selection procedures. Considering existing staff views when
approaching staff selection will help minimise conflicts in the workplace.
5. Frustration, stress and burnout: - When people become frustrated or stressed they are more irritable and
more likely to create conflicts than at other times. It is important to recognise the signs of stress in people's
work situations in order to prevent burnout. Try to help people identify the causes of work related stress, and
take steps to change these factors or, better still, try to anticipate possible causes of stress before they arise.
These factors could include threats of violence or actual violence, overcrowding or lack of privacy, verbal
abuse, dirty or untidy work space, harassment and many more.
Q2:- What are the appropriate steps and actions to prevent escalation of conflict? List any five (5).
ANS: - 1. Don't Avoid Conflict.
2. Avoid Being Defensive.
3. Avoid Overgeneralizations.
4. Work to See Both Sides.
5. Avoid Playing the Blame Game.
Q3:- Based on the below situations, identify where the personal safety of customers/colleagues may be
threatened, appropriate action that should be taken and how appropriate assistance can be organised
to prevent escalation. Explain each in 50-100 words for each.
A. Female co-worker is asking an alcohol affected customer to leave, after several overt attempts, he is
trying to hug her. He is refusing to leave or be pacified and still attempting to get close to her to touch
her.
B. The alcohol affected customer is unhappy about you intervening in the situation and has begun
threatening you.
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C. You try to pacify him, but he bangs the table and throws away the chair.
D. The customer takes out a small pocket knife and threats to harm you.
ANS: - In a situation like this, you should not step in between the aggressors, but take preventative action. This
may involve organising security to assist or the police to attend. If no action is taken and the situation is left to
resolve itself, there is potential for serious injury to customers and staff. In the interest of safety to your
customers, colleagues and yourself, be vigilant in following organisational policies and procedures.
Senior staff: - Utilise senior staff in situations where there is a conflict between colleagues, or when the
customer asks to speak to a higher authority. Seek advice from staff any time you feel unsure about how to
handle a conflict situation.
Other staff members: - Some of your colleagues may have more experience responding to conflict situations
than you. Utilise their experience and seek their assistance when dealing with a difficult or aggressive
customer.
Internal security or police: - Call upon the assistance of security personnel in the first instance when
responding to dangerous situations, dealing with intoxicated or drug affected customers, or an assault. The
police should also be contacted, especially when laws are broken and people’s safety is at risk.
Mediators (counsellors or human resource personnel):- Counsellors and human resource personnel are
particularly useful in cases where mediation is required between employees.
Q4:- How would you identify and use the resources to assist in managing conflict? Write your answer
in 50-100 words.
ANS: - Conflict in business is often unavoidable. People are different and along with those differences come
varying perspectives on how work should be done. Slight differences of opinion can sometimes develop into a
major war if efforts are not made to identify and alleviate potential problems. Businesses must effectively utilize
available resources to manage conflict to support a successful working environment.
1. Employee Handbook: - Employee handbooks are a useful resource in managing conflict. Handbooks
include a list of bylaws and company rules that are established to protect employee rights and manage
company expectations. This document provides management teams with specific procedures for managing
inter-office conflict and/or the inappropriate behaviour of employees. Employee handbooks offer supervisors a
method of handling differences professionally and efficiently, and also help companies avoid possible
employment law violations.
2. Human Resources Department: - A company’s human resources department is an ideal resource to aid in
managing conflict. Human resource specialists are trained in many areas and are skilled at handling conflicts
that arise between employees, clients and outside contractors. Human resources professionals are often
involved in dispute resolution and require considerable experience in managing agreements between all levels
of an organization.
3. Focus Groups: - Client and employee focus groups are an effective method of managing conflict. Focus
groups allow individuals with a common interest to come together and discuss issues that affect their
environment and well-being. Employers that utilize focus groups and sincerely consider the feedback they
receive as a result have a better opportunity to manage conflict before it becomes a problem.
4. Open-Door Policy: - Businesses that practice an open-door policy can often circumvent conflict and other
inconsistencies within the organization. Open door policies allow clients and employees the opportunity to
address any concerns they may have openly and without any pressure. Suggestion boxes are a common
resource used to receive opinions and criticisms regarding business practices before they escalate into
quarrels between parties.
5. Training and Development: - Conflict can arise due to a lack of understanding between parties regarding a
given duty or task. Streamlining training efforts so that all business associates are on the same page as far as
expectations go is often the key to avoiding these types of conflicts. Developing best practices that simplify
business expectations and ensuring the compliance of team members and clients can help curtail conflict and
encourage harmony within an organization.
Q5:-Explain the steps to resolve the conflict in the workplace? Write your answer in 150-200 words.
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ANS: - Looking for ways to resolve a conflict that meets the needs of both parties is challenging, but something
youth should learn to strive towards.
1. Communicate: - Open communication is key in a dispute. Expressing how you feel about the situation and
sticking to the facts will let the other person know you’re genuine in your actions. Focusing on the problem at
hand and not what the other person did will avoid unnecessary conflict.
2. Actively listen: - Listen to what the other person has to say, without interrupting. Try to be objective. Then,
ask open-ended questions to make sure each side understands what the other person thinks and how he/she
feels.
3. Review options: - Talk over the options, looking for solutions that benefit everyone. Do not feel pressured
to come up with one answer immediately. Bring in objective third party for ideas, if necessary.
4. End with a win- win solution: - This is the ultimate goal to agree on an option that benefits both sides to
some extent. When one party wins by aggressive behaviour or one party simply gives in, someone is losing.
And that means you get outcomes that do not resolve the underlying causes of the conflict.
5. Clarify what the disagreement is: - Clarifying involves getting to the heart of the conflict. The goal of this
step is to get both sides to agree on what the disagreement is. To do this, you need to discuss what needs are
not being met on both sides of the conflict and ensure mutual understanding. During the process, obtain as
much information as possible on each side’s point of view. Continue to ask questions until you are certain that
all parties involved understand the issue.
6. Establish a common goal for both parties: - In this step of the process, both sides agree on the desired
outcome of the conflict. “When people know that they’re working towards the same goal, then they’re more apt
to participate truthfully to make sure that they reach that end goal together. To accomplish this, discuss what
each party would like to see happen and find a commonality in both sides as a starting point for a shared
outcome. That commonality can be as simple as “both sides want to end the conflict.”
7. Discuss ways to meet the common goal: - This involves listening, communicating, and brainstorming
together. Continue with both sides working together to discuss ways that they can meet the goal they agreed
on in step 2. Keep going until all the options are exhausted.
8. Determine the barriers to the common goal: - In this step of the process, the two parties acknowledge
what has brought them into the conflict and talk about what problems may prevent a resolution. Understanding
the possible problems that may be encountered along the way lets you proactively find solutions and have
plans in place to handle issues. Define what can and cannot be changed about the situation. For the items that
cannot be changed, discuss ways of getting around those road blocks.
9. Agree on the best way to resolve the conflict: - Both parties need to come to a conclusion on the best
resolution. Start by identifying solutions that both sides can live with. Ask both sides and see where there is
common ground. Then start to discuss the responsibility each party has in maintaining the solution. It’s also
important to use this opportunity to get to the root cause to ensure this conflict will not come up again. “A lot of
times when we try to fix problems, we get so caught up in fixing it that we do not identify what we need to do so
it doesn’t happen.” Benjamin cautioned.
10. Acknowledge the agreed upon solution and determine the responsibilities each party has in the
resolution: - Both sides need to own their responsibility in the resolution of the conflict and express aloud what
they have agreed to. After both parties have acknowledged a win-win situation, ask both parties to use phrases
such as “I agree to…” and “I acknowledge that I have responsibility for…”
Q6:- Read the case scenario and answer the following questions:
Renae was a customer service manager at ABC Hotel. One of the guests booked a date and time for
the dinner. The customer arrived at the hotel on provided time and ordered the food. One of the
customers found the food was not warm enough and complained to the waitress. She calmly listened
to the complaint, apologised and offering fresh hot food. The friend of customer got angry and said
that they could not wait for another 20 minutes and hotel should have brought hot food earlier. As the
customer was not satisfied, she called her manager, Renae, to resolve the situation.
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6.1:- Has the waitress managed the conflict and took responsibility to provide a solution and seek
assistance based on her role and responsibilities? Explain in 3-5 sentences.
ANS: - The customer is complaining about everything that did not go the way they expected. Customer
complaints can be unjustifiable, but we recommend that you check what occurred. It is preferable that you put
yourself in customer’s shoes in order to understand their complaints better since your perceptions are not the
same.
1. Apologize and be sorry: - The first step is to apologize and be truly sorry for what happened. You must not
belittle the complaint since this humiliates the customer and sends them a message that they’re lying.
2. Listen: - When they are speaking, attention needs to be directed towards the customer. Stop doing what
you’re doing (sends a message that nothing will distract you from solving the problem). Let the customer finish
with presenting their problem and don’t make premature conclusions.
3. Take notes:- While the customer is presenting the problem, don’t interrupt but take notes of what they’re
saying since this will later help you in responding and offering a solution (sends a message that the problem
will be dealt with seriously and systematically).
4. Repeat the problem: - When the customer is finished, briefly repeat the problem to make sure you have
understood it correctly.
5. Offer a solution: - If possible, offer a solution right away, two realistic options, without giving false promises
or exaggerating. If not possible, give a firm promise that everything will be done to solve the problem in a
satisfactory manner.
6. Apologize and thank the customer: - The conversation must end with a repeat apology and a thank you to
the customer for warning you about the problem. This sends a message that the customer’s opinion is
appreciated.
7. Report to your superior: - Next step is reporting to your superior, agreeing about the solution, making a
decision and following its progress.
8. Report to the customer: - As the final step, you must inform the customer about what was done to solve
the problem, instead of giving that task to a colleague. This sends a message that you took the problem
seriously and personally made sure it was solved. This is personalized service.
Q6.2:- Identify and evaluate the impact of conflict on business reputation from the above case
scenario? Write your answer in 50-100 words.
ANS: - 1. Psychological Safety in the Workplace: - Unresolved issues at work may impact the psychological
safety of employees in an organisation. Psychological safety is about creating a team that works in harmony to
reach success. As managers or business owners consider the following tips to create and promote
psychological safety at work.
 Treat others the way they want to be treated. For example, ask for their input regarding things
like frequency of check-ins, style of communication, type of feedback, etc.
 Promote a culture of learning and inquiry at work. Welcome new ideas and suggestions put
forward by team members.
 Enforce a culture of employee engagement.
 Encourage debate and discussion at work.
2. Effects on Customer Base: - workplace conflicts can easily affect the hotel customer base to decline.
Employees, at loggerheads with each other, may end up spending more time and energy to let each other
down rather than focusing on their job. Poor customer service surely sends the customers away to your
competitors. These unresolved conflicts and issues also make a bad impression of the hotel. It also suggests
an ineffective management style.
3. Impact on Reputation: - Hotel that choose to ignore issues at work jeopardise their reputation. No
customer would like to walk into a place where there is coordination among staff members. This lack of
coordination leads to poor standards of customer service. Always remember that it only takes a customer, but
also finds it hard to recruit skilled and talented workers.
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4. Costly Remedies: - While workplace conflicts can be expensive affair in terms of time, money and energy,
choosing to ignore them can even be more expensive. Sometimes workplace conflicts may escalate to a point
where individual employees or groups of employees seek legal solutions. Engaging lawyers and solicitors to
represent the hotel may incur unanticipated expenses. These expenses do not only include the lawyers’ fee
but may also include any settlement costs besides the loss of productivity.
Q6.3:- What is the legal liability in above scenario? Write your answer in 50-100 words.
ANS: - Although the legal system is making room for alternative methods of dealing with disputes there is still a
wide valley between the opposing opinions of the impact of law on conflict management. The charges of failure
of the court systems to provide adequate and quick justice are still voiced in the streets and declared by new
alternative dispute resolution practitioners.
Q6.4:- Provide three (3) options that manager, Renae, can use to resolve the conflict and explain the
importance of considering the organisational policies and constraints while resolving? Write your
answer in 50-100 words.
ANS: - 1.Understand that conflict is not always bad:-It is a myth that all conflict is detrimental to the
workplace. Restaurants, like any business, can capitalize on meaningful, constructive conflict in order to grow,
improve, and thrive. Completely avoiding conflict in the workplace could leave the best ideas unsaid, especially
if employees are afraid to speak up or discouraged from sharing ideas. The key to meaningful conflict is to
create an environment where employees (and managers) can respectfully disagree about things because they
know everyone has the business’ best interests at heart. Part of cultivating that team environment is making
sure everyone on the team is informed about specific company goals and feels like they have a stake in the
restaurant’s success.
2. Pick your battles carefully: - Know when to intervene and when to let employees work things out for
themselves. Not every conflict requires escalation up to a manager to arbitrate. Sometimes, conflicts are small
and blow over more quickly on their own than if they are enlarged artificially by the spotlight of an intervention.
Try also not to let conflicts between staff members boil out of control before intervening. The longer a
disagreement festers between two employees, the more likely it is that emotions will start to run high, and that
could result in uncontrollable outbursts maybe even in front of your dining room guests.
3. Keep it out of the customer eye: - It’s a problem for conflicts in the workplace to consume your staff’s
attention, but understand under no circumstances should they be allowed to consume your customers’
attention as well. Visible arguing, fighting, and even micro-aggressions between staff members should be
nipped in the bud as soon as they are identified. Your staff should be instructed as a matter of course to keep
their disagreements away from the dining room. If employee conflicts start to interfere with customer service,
managers really have no choice about whether to intervene or not. The conflict has already gone too far.
Q7:- How will you select the best option to resolve the conflict in the workplace? Answer in 40-60
words.
ANS: - As a manager, you need to evaluate what is right to resolve the conflict. The right option involves:-
1. Experience and the lessons learned in the past
2. Organisation policies and procedures
3. Having discussions with the higher management or the stakeholders
4. Being empathetic, fair, and objective
Q8:- Why is it important for any business to communicate with all the parties to resolve the conflict?
Write your answer in 100-150 words.
ANS: - Whether it's a misunderstanding over who did what, a clash of ideas or a tangle of personal
relationships, conflict is inevitable in any workplace. The root cause of conflict, however, is often poor
communication. Poor, ineffective communication results in missed deadlines, missed opportunities and
misunderstandings. People send mixed messages, say one thing and do another, don't follow through or don't
listen. Here are four ways to resolve conflict and improve colleague relationships through better
communication.
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1. Address issues immediately and openly: - When a conflict arises among your team members, action
should be taken quickly to resolve it. Lot addressing the conflict until a later time allows resentments to simmer.
It's important to address the issue immediately and transparently.
2. Set clear expectations: - Managing expectations both in terms of what you expect from others and what
they expect of you – is one of the most important things a team can do to facilitate better communication.
Anything you or your colleagues need from each other should be clearly defined and expressed.
3. Build listening skills: - You may be hearing what your colleagues have to say, but are you actually
listening to them? People's minds often wander when others are speaking, especially in a group setting, and
they don't truly absorb what's been said. Even in digital communications, it's easy to read a message and
immediately forget about it. Listening is such an undervalued skill, and it can have a real impact on how often
conflicts arise and how they can be avoided. Additionally, with the application of good listening skills, conflict
can be helpful.
4. Recognize and respect personal differences: - Opposing viewpoints, behaviours and work styles can
cause a lot of arguments and misunderstandings among colleagues. If clashing personalities are the root
cause of a lot of your team's problems, work on being more aware of the differences in how you view a
situation.
Q9:- Explain any five (5) factors that can be used to evaluate effectiveness of solution and resolution of
the conflict. Write your answer in 25-50 words for each factor.
ANS:-These are the 5 options in conflict resolution in the Thomas-Kilmann model.
1. Competing: - The Competing option is at the top left of the model which means you take a wholly assertive
and UN co-operative approach to resolving the conflict. It means standing up for your rights, defending a
position which you believe is correct, or simply trying to beat the other side.
2. Accommodating: - The Accommodating option is at the bottom right of the model which means you take a
wholly unassertive and co-operative approach. This might take the form of selfless generosity or charity, giving
in to another person's orders when you would prefer not to, or yielding to another's point of view.
3. Avoiding: - The Avoiding option is at the bottom left of the model which means you take an unassertive and
un co-operative approach to the conflict and don't deal with it. Avoiding might take the form of diplomatically
sidestepping an issue, postponing an issue until a better time or simply withdrawing from a threatening
situation.
4. Compromising: - The Compromising option is at the centre of the model because it is both assertive and
co-operative but only to some extent. It's the approach of "half a sixpence is better than none". Both sides get
something but not everything. It might mean splitting the difference between the two positions, some give and
take, or seeking a quick solution in the middle ground.
5. Collaborating: - The Collaborating option is at the top right of the model and is at the opposite extreme of
avoiding. It means being willing to believe that when two parties are at loggerheads, it is possible for both sides
to come out with what they want. Collaborating requires developed conflict resolution skills based on mutual
respect, a willingness to listen to others, and creativity in finding solutions.
Q10:- List any eight (8) ways to enhance and improve team members to resolve conflicts in the
workplace.
ANS: - Conflict in the workplace is inevitable, but it doesn't have to bring down morale or effect productivity.
Here are eight things you can do to handle conflict in the workplace and restore the peace.
1. Understand the situation: - Few situations are exactly as they seem or as presented to you by others.
Before you try to settle the conflict insure you have investigated both sides of the issue.
2. Acknowledge the problem:-Remember an exchange between two board members. On member was
frustrated with the direction the organization was taking. He told the other, “Just don’t worry about it. It isn’t that
important.” Keep in mind what appears to be a small issue to you can be a major issue with another.
Acknowledging the frustration and concerns is an important step in resolving the conflict.
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3. Be patient and take your time: - The old adage, “Haste makes waste,” has more truth in it than we
sometimes realize. Take time to evaluate all information. A too-quick decision does more harm than good
when it turns out to be the wrong decision and further alienating the individual involved.
4. Avoid using coercion and intimidation:-Emotional outbursts or coercing people may stop the problem
temporarily, but do not fool yourself into thinking it is a long-term solution. Odds are the problem will resurface.
At that point not only will you have the initial problem to deal with, but also the angry feelings that have festered
below the surface during the interim.
5. Focus on the problem, not the individual:-Most people have known at least one “problematic individual”
during their work experience. Avoid your own pre-conceived attitudes about individuals. Person X may not be
the most congenial individual or they may just have a personality conflict with someone on your staff. This does
not mean they do not have a legitimate problem or issue. Focus on identifying and resolving the conflict. If,
after careful and thorough analysis, you determine the individual is the problem, then focus on the individual at
that point.
6. Establish guidelines:-Before conducting a formal meeting between individuals, get both parties to agree to
a few meeting guidelines. Ask them to express themselves calmly as unemotionally as possible. Have them
agree to attempt to understand each other’s perspective. Tell them if they violate the guidelines the meeting
will come to an end.
7. Keep the communication open:-The ultimate goal in conflict resolution is for both parties to resolve the
issue between themselves. Allow both parties to express their viewpoint, but also share your perspective.
Attempt to facilitate the meeting and help them pinpoint the real issue causing conflict.
8. Act decisively: - Once you have taken time to gather information, talked to all the parties involved, and
reviewed all the circumstances, make your decision and act. Don’t leave the issue in limbo. Taking too long to
make a decision could damage your credibility and their perception of you. They may view you as either too
weak, too uncaring, or both, to handle the problem. Not everyone will agree with your decision, but at least
they will know where you stand.
Q11:- What procedures or methods can be used to resolve the following complaints escalated by
customers? Write your answer in 3-5 points for each.
A. Incorrect pricing of product or service
B. Delays or errors in providing products or services
C. Misunderstanding of customer requests or communication barrier
ANS: - A) Incorrect pricing of product or service: - The Australian Consumer Law and other laws around
consumer protection in Australia generally require that businesses act in good faith and do not engage in
practices that may be misleading or deceptive to consumers.
Company policy: - The first place to look is the seller’s individual policies or conditions of sale. These may be
displayed at the point of sale or, in the case of an online seller, in the ‘Terms & Conditions’ section of the
website, and may detail the remedies offered by the seller in the case of an error in price.
Wrong price: - Where all units of the same item have been priced incorrectly or are scanning incorrectly at the
register, the seller does not have an obligation to honour that price. In these circumstances, the seller is within
its rights to correct the error at the register by offering you the item at the correct price (provided this is done
before your payment is accepted).
Multiple pricing: - Multiple pricing occurs when there are two different prices appearing for one product. This
situation can arise where some units of the same item have been marked down and others have not. In this
situation, the seller is not able to correct the price at the register and is legally obliged to either sell the item to
you for the lower price or remove all units of the item from sale until the pricing is corrected.
B) Delays or errors in providing products or services: - Here are 10 most common reasons why our
customers complain.
1. Not Keeping Promises
2. Poor Customer Service
3. Transferring From One CSR to Another
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4. Rude Staff
5. No Omni-channel Customer Service
6. Not Listening to Customers
7. Hidden Information and Costs
8. Low Quality of Products or Services
9. Keeping an Issue Unresolved
10. Inaccessibility
C) Misunderstanding of customer requests or communication barrier: - When dealing with a business
customer who doesn’t speak English (or doesn’t know much of the language), you can overcome that
customer language barrier in a number of ways:
1. Show some emotion: - Most emotions, such as excitement, joy, fear, frustration, and anger, are universal.
Just remember that some cultures are more or less restrained in their expressions, so stay within your
customers’ comfort zone. Follow the customer’s lead.
2. Slow down, but don’t shout:-Even if a customer understands English, different people have different levels
of fluency. You may be speaking or introducing new concepts so fast that everything becomes a blur to them.
Slow down, but avoid cranking up the volume. Non-English-speaking customers who don’t comprehend your
words probably aren’t hearing impaired.
3. Draw a picture to communicate an idea: - Some people prefer to see things, as opposed to hearing about
them, so even the most rudimentary drawing can be much more helpful than trying to repeat your words over
and over. Also, finding a picture from a magazine or showing a customer a chart or graph can speak much
more clearly than words.
4. Show without so much tells: - Some people prefer to experience a product for themselves. If possible, let
the person try out the product or service.
5. Ask for help: - If others are around who speak your customer’s language, don’t be shy about asking for
their assistance. People who are bilingual are often willing to translate for those who aren’t, whether you’re in a
store, office, airport, hotel, or some other location. If you have a bilingual employee, all the better.
6. Double-check your customer’s understanding: - If you’re unsure whether your client has understood
your message, try to confirm meanings by asking the question a different way or having him or her explains
information back to you.
7. Be patient: - The key to overcoming any language barrier is to exercise patience. It’s not your or the
customer’s fault that you can’t speak each other’s language.
8. Maintain your sense of humour: - Overcoming language barriers can be frustrating for you, as well as for
your customer. A smile can help break the tension and make communicating easier.
Q12:- What procedures or methods can be used to resolve the following disputes with the team
member? Write your answer in 3-5 points each.
A. Dispute or argument among work colleagues
B. Job duties or rosters
C. Lack of competence
ANS: - A. Dispute or argument among work colleagues
1. Stay Calm: - The thing that leads to conflict is escalation. What starts people escalating is their anger. Most
of us stop listening to understand as we get angry. Instead, we start listening in order to argue back.
Remaining calm is essential for performing these tools. To remain calm, it helps to look at the big picture. If you
think about it, most every dispute gets resolved eventually. So when conflict inevitably happens, it is helpful to
stop and think that, chances are, it is going to be resolved eventually. As such, why not begin problem solving
now? Finally, it is a fact that in our busy lives with rush hour traffic, cell phones, PDAs, overfilled e-mail boxes,
too many clients and not enough support, that we are all a little more stressed than we would like to be. It is
important in avoiding later embarrassment by checking in with our own personal boiling point before
responding.
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2. Listen to Understand:-Now, picture a dispute in which you were recently involved. Maybe it was this
morning leaving the house, with a co-worker or client or even with a family member. As you replay that
experience, ask yourself how much listening was going on. When most of us get into a dispute, the first thing
we do is stop listening. The only way to settle a dispute or solve any kind of a problem is to listen carefully to
what the other person is saying. Perhaps they will surprise you with reason, or their point is actually true. In the
mediations that I do, I often learn what people's underlying interests are by letting them go on and on telling
their perspective of an issue until they give me the one thing that is standing in the way of them resolving it.
They may start out by degrading the product and personalizing it by saying those of us who delivered it are all
incompetent, but I find that this is little more than their anger speaking. What they really want is their product
fixed, not to insult us personally.
3. Accentuate the Positive:-It is important to find some commonalities, or create them, between you and the
person on the other end. It is helpful and empathetic to say, "Oh boy, I know what you are going through. I've
had a similar situation just recently. Let me see what I can do about this." This serves to normalize the
situation. It tells someone that he/she is not the only one who has gone through this and that his or her reaction
to it is normal. That calms people right away.
4. State Your Case Tactfully: - The key here is to help people understand your perspective on things without
making them defensive. To the extent you can disarm them; they will be more able to hear what you are really
saying. A couple of tips are to own what is yours apologize for what you or your team did wrong and do it first.
This enables them to hear what you have to say next. Also, try not to state issues of difference as fact. Leave a
little benefit of the doubt. What that means is that instead of maintaining that there is nothing wrong with your
product, which is purely argumentative and does not offer any support for your position, it is better to offer
something helpful, such as providing another perspective by sending someone over to inspect the product in
person. That way, the customer can show and describe exactly why the product is not working as necessary.
Your position is the bottom line of what you are willing to do. Your interests are the reasons behind that
decision.
5. Attack the Problem, Not the Person:-Your points will be heard more clearly if you can depersonalize your
comments and point only at the issue. Rather than accusing people of "always messing things up," it is better
to say, "We'll have to take a closer look at why this keeps happening." In most statements that we make in a
dispute, we are fighting with our own anger and are tempted to put a zinger into the point we are trying to get
across. You will be heard better and improve your chances of resolving the issue the way you want if you can
catch yourself and take the zinger out. Obviously, this is easier with e-mail and requires great concentration
when in a face-to-face disagreement.
B. Job duties or rosters:-A staff roster has become more than a simple way to list the hours your employees
work. Based on hours of operation and job duties, the type of roster that you use has become a productive
business tool. Its once singular use has now expanded to ensure each shift has enough employees available
and on the job. This helps to keep operations running smoothly so you can meet customer demand and
business goals. Working with an efficient staff roster system can be a powerful solution to attracting smart
employees.
 Types of Rosters:- The following represent some of the more commonly used rosters across
different industries.
 Duty Rosters: - This type is used by some managers to avoid scheduling more employees than
needed on the same shift with the same duties. For example, a duty roster might work for a
hotel manager who usually schedules employees based on the number of occupied rooms.
 Flexible Rosters: - For some industries and positions, the option of working a flexible schedule
is directly related to the needs of the company. In practice, this would be allowing work
schedules of 8:30 a.m. to 5 p.m., Monday thru Thursday, and on Friday from 8 a.m. to 12 noon.
 Staggered Rosters:-Companies that experience fluctuations in customers throughout the day
often prefer a staggered roster. An example of this is when restaurant managers schedule more
employees for lunch and dinner hours than lunch. Managers will stagger start times and shift
lengths so more staff is available to shorten the time customers wait to be served.
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These are tips for building a roster that supports your business goals.
1. Plan the roster before adding individual names.
2. Share schedule options with the entire staff.
3. Fill busy shifts with the most experienced and skilled staff.
4. Automatically handle availability and time-off requests online.
5. Show wage cost as you build the staff roster.
6. Begin the roster week on a busy day.
7. Make sure everyone receives two days off.
8. Allow your staff to check their roster.
9. Give your staff enough time to plan for obligations outside of work.
C. Lack of competence: - A knowledgeable, skilled and well-trained workforce is critical to a company's
success. Improving competencies allows an organization to remain adaptable and competitive, ultimately
contributing to increased productivity and greater revenue. This can easily be achieved with little to no
expense, other than extra time and attention. Considering the benefits far outweigh the costs, improving
employee competencies is an opportunity every employer should embrace.
1. Coaching: - A simple and inexpensive way to improve employee competencies is through regular coaching
sessions. While coaching does not necessarily teach new skills, it provides constructive feedback and
assistance to improve current ones. This allows employees to perform to the best of their ability, opening the
door for more learning opportunities once they have a solid foundation.
2. Voluntary Training: - In order to improve competencies, employees need resources and motivation.
Resources can come in any number of forms, such as learning seminars, E-learning programs, manuals,
books or article to name a few; however, there need to be tangible benefits involved. For example, make it
clear that employees who take advantage of competency training have a greater chance of advancing through
promotions or raises. Performance-based bonuses are also an effective way to encourage workers to build
upon their skills.
3. Job Shadowing: - While job shadowing is a common practice for new hires, it can be just as effective for
veteran employees who wish to advance. The key here is to identify the top performers and have other
employees observe them whenever possible. At the same time, those being shadowed gain an opportunity to
train others a new competency in itself. Workers can also shadow colleagues who occupy a higher level in the
organization, showing their trainees what they do and how to eventually advance to a similar position.
4. Challenge: -Increased responsibility is both effective for morale and improving competencies. Adding an
extra element of challenge will give employees something new to do, forcing them to sharpen their current
skills while simultaneously building new ones. This can be done in many ways, but some examples include
special projects, leading teams, conducting seminars and training or coaching new hires.
Q13:- What actions should be taken in response to deal with drug or alcohol-affected person? Explain
in 100-150 words.
ANS: - A range of factors, both at the workplace and in people's personal lives, impact on the ability to work
safely. The use of alcohol and/or other drugs may be one of them. Alcohol and other drugs usage becomes an
occupational safety and health issue if a worker's ability to exercise judgment, coordination, motor control,
concentration and alertness at the workplace is impaired, leading to increased risk of injury or incidents to
themselves or others. Co-workers may be placed in difficult situations, expected to cover unsafe work practices
or faced with reporting a fellow worker. Workers must take reasonable care of their own safety and health and
not endanger the safety and health of others at the workplace. The consumption of alcohol and illicit drugs
while at work is therefore unacceptable, except in relation to any authorised and responsible use of alcohol at
workplace social functions. Workers should present themselves for work and remain, while at work, capable of
performing their work duties safely.
Speak up: - If your workplace has an alcohol and drug policy, follow the procedures outlined. If your workplace
does not have an alcohol policy, you may wish to discuss the issue with:
1. Your health and safety representative
2. A member of the health and safety or other formal workplace committee
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3. A manager, supervisor or employer

4. If you choose to talk to your co-worker directly about your concerns, there is no easy way to begin the
conversation. The following suggestions may help:
 Talk to a counselor
 Health professional
 Workplace's Employee Assistance Program (EAP) for advice on how to handle the situation
5. Speak to a manager or supervisor about your concerns and seek their advice (you do not need to identify
the co-worker)and may be best to talk to the person away from the workplace and outside of working hours
6. Explain how the person's use of alcohol is affecting you and other people around them at work and give
concrete examples. Try to remain calm and logical and stick to the point refuse to be drawn into an argument
and offer your support, encourage them to seek professional help and provide them with information about
available services.
Employee responsibilities: - It's important to consider how your use of alcohol or drugs may impact your co-
workers. The Work Health and Safety Act 2011 impose a duty on all workers not to recklessly endanger others
in the workplace. Different industries and workplaces may have more specific rights and responsibilities for
employers and employees detailed in a separate policy. For example, some industries and workplaces may
require people driving vehicles to have a zero blood alcohol concentration. Others may have policies about
testing employees for alcohol or drugs. Make sure you are aware of your rights and responsibilities around
alcohol within your workplace or industry.
Employer responsibilities:- Your employer has a legal obligation to address alcohol and other drug issues in
the workplace through the duty-of-care provisions in the OHS Act. These provisions require employers to take
reasonable or practicable steps to ensure the health and safety of all workers, contractors, clients and others
who could be affected by the actions of the employer. Contact with your local doctor, other health professional,
or workplace employee assistance program.
Q14:- Explain the following conflict-resolution techniques. Write your answer in 3-5 lines for each:
 Assertiveness
 Negotiation
 Use of appropriate communication
ANS: -1. Assertiveness: - Assertiveness can help you control stress and anger and improve coping skills.
Recognize and learn assertive behaviour and communication.
Fogging: - Fogging is a useful technique if people are behaving in a manipulative or aggressive way. Rather
than arguing back, fogging aims to give a minimal, calm response using terms that are placating but not
defensive, while at the same time not agreeing to meet demands. Fogging involves agreeing with any truth that
may be contained within statements, even if critical. By not responding in the expected way, in other words by
being defensive or argumentative, the other person will cease confrontation as the desired effect is not being
achieved. When the atmosphere is less heated, it will be possible to discuss the issues more reasonably.
Fogging is so termed because the individual acts like a 'wall of fog' into which arguments are thrown, but not
returned.
The Stuck Record Technique: - The Stuck Record technique employs the key assertive skill of 'calm
persistence'. It involves repeating what you want, time and time again, without raising the tone of your voice,
becoming angry, irritated, or involved in side issues. State your point of view or request clearly. Tell the other
person how you feel as honestly as you can, and remember to listen to what they say as well. Think about the
tone and volume of your voice how you say it is as important as what you say. Speak at a normal conversation
volume, rather than a shout or whisper, and make sure that you sound firm but not aggressive. Make sure your
body language matches your listener will get mixed messages if you are speaking firmly while looking at the
floor. Try to look the other person in the eye, stand tall, and relax your face. Try to avoid exaggerating with
words like always and never. Try to speak with facts rather than judgements. Practice often assertiveness is a
skill which requires you to practice in many different situations. Don’t forget to praise yourself for your good
efforts.
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2. Negotiation: - Negotiation is a method by which people settle differences. It is a process by which

compromise or agreement is reached while avoiding argument and dispute. In any disagreement, individuals
understandably aim to achieve the best possible outcome for their position (or perhaps an organisation they
represent). However, the principles of fairness, seeking mutual benefit and maintaining a relationship are the
keys to a successful outcome. Specific forms of negotiation are used in many situations: international affairs,
the legal system, government, industrial disputes or domestic relationships as examples. However, general
negotiation skills can be learned and applied in a wide range of activities. Negotiation skills can be of great
benefit in resolving any differences that arise between you and others.
 Avoid being provoked into an emotional response.
 Don’t abandon value-creating strategies.
 Use time to your advantage.
3. Use of appropriate communication: - Communication is an ideal method to resolve our conflicts. It is
negotiating, understanding, delivering and listening. Once we realize our differences and agree to
communicate, we actually are agreeing to cooperate by addressing our proposals and demands logically rather
than inviting rage and delirium. Whether it's a misunderstanding over who did what, a clash of ideas or a tangle
of personal relationships, conflict is inevitable in any workplace. The root cause of conflict, however, is often
poor communication.
Here are four ways to resolve conflict and improve colleague relationships through better
communication:-
1. Address issues immediately and openly.
2. Set clear expectations.
3. Build listening skills.
4. Recognize and respect personal differences.
Q15:-How effective communication skills can help you to resolve the workplace conflict? Explain in
100-150 words.
ANS: - Whether it's a misunderstanding over who did what, a clash of ideas or a tangle of personal
relationships, conflict is inevitable in any workplace. The root cause of conflict, however, is often poor
communication.
Here are four ways to resolve conflict and improve colleague relationships through better
communication.
1. Address issues immediately and openly:- When a conflict arises among your team members, action
should be taken quickly to resolve it. The source of a problem involves honest conversations and a little
detective work. Get good information by varying the types of questions you ask, such as open-ended
questions, close-ended questions, fact-based questions or opinion-based questions.
2. Set clear expectations: - Managing expectations both in terms of what you expect from others and what
they expect of you is one of the most important things a team can do to facilitate better communication.
Anything you or your colleagues need from each other should be clearly defined and expressed. Knowing what
is expected of them can help employees feel more comfortable, thus alleviating conflict-causing tension. If
people don't understand what the organization, their manager, or their teammates expect, confusion and
conflict can result. Set expectations early, beginning with the job interview and again during the first days of
employment.
3. Build listening skills: - You may be hearing what your colleagues have to say, but are you actually
listening to them? People's minds often wander when others are speaking, especially in a group setting, and
they don't truly absorb what's been said. Even in digital communications, it's easy to read a message and
immediately forget about it. "Listening is such an undervalued skill, and it can have a real impact on how often
conflicts arise and how they can be avoided," she said.
4. Recognize and respect personal differences: - Opposing viewpoints, behaviours and work styles can
cause a lot of arguments and misunderstandings among colleagues. If clashing personalities are the root
cause of a lot of your team's problems, work on being more aware of the differences in how you view a
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situation. Whether it is how a meeting was run, how a strategy was deployed or how stakeholders were
engaged, recognizing that other people can interpret the same event in different ways is important to
remember in order to resolve conflicts when they arise. Knowing how you prefer to communicate and being
able to recognize others' communication styles can help build the bridges of understanding. Each of us sees
and experiences the world differently using our own experiences, values, individual diversity and culture. We
each interpret what we've heard or seen, give it meaning and draw conclusions based on our experiences.
Recognizing that differences exist makes it easier to begin having discussions that help resolve workplace
conflicts.
Q15.1:- Explain in 50-75 words on the following communication techniques:
 Active listening
 Empathising with the person’s situation while upholding organisational policy
 Non- verbal communication and recognition of non- verbal signs
 Language style
 Questioning techniques
 Those appropriate to different social and cultural groups
ANS: - Communication in the workplace is critical to success. Success for you as an individual and success for
the company. Teams work so much better with clear, consistent communication. Your ability to communicate
well directly impacts your success, your team’s success, and therefore the company’s success.
Active listening: - listening skills are crucial for effective communication and teamwork. They ensure that we
obtain the right information from the right people and help us understand what information or support other
people need to help them to work more effectively in a group.
1. Clear your mind of other things.
2. Spend a few minutes thinking about the topic before the topic before the meeting or discussion.
3. Avoid distractions.
4. Recognise how you are feeling (interested, bored, tired, cross).
5. Remember that you are there to learn what the other person has to say, not the other way round.
6. Focus on the speaker- look at them, encourage, use non-verbal cues to acknowledge what is being
said.
7. Show interest, even if you disagree.
8. Ask question s to increase your understanding.
Always remember that a good listener aims to get a thorough understanding of what the other person is saying
before starting to form an opinion.
Empathising with the person’s situation while upholding organisational policy:- Organisational policies
and procedures provide guidelines for decision making processes and the way that work in an organisation
should be carried out. The result of having clear, well-written policies and procedures are increased
transparency, accountability, uniformity and stability. Policies and procedures provide employees with a clear
understanding of what is expected of them. Policies and procedures provide a fair, predictable and consistent
approach to managing the workplace and workplace issues.
Non- verbal communication and recognition of non- verbal signs: - To become effective in communication
methods such as speaking and listening, you should have an understanding of non-verbal communication or
body language. Everything about your mannerisms affects that way your message is received and how you
interpret information received from others.
Non-verbal communication can take many forms:
1. Personal space.
2. Touch.
3. Posture.
4. Personal presentation and dress.
5. Eye contact.
6. Hand gestures.
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7. Facial expression.
8. Voice tone and volume.
Language style: - Language is only one part of the way we communication messages. When we are in public
spaces, we are bombarded with various sign, pictures and symbols that we understand every day. The same
principal applies in any hospitality establishment, both front and back of house. There are ways in which we
can assist non-English- speaking people. We can:
1. Display maps and diagrams to help navigate a large hotel
2. Use pictures for menu items or have translated copies ready
3. Use signs to designate certain areas, such as non-smoking or restricted access
4. Display emergency procedures in various languages.
Questioning techniques: - Asking questions is a natural way of gaining the required information. The type of
question is critical in getting the response we need:
1. Closed questions: - Require only a ‘yes’, ‘no’ or other brief response for quick, concise communication with
limited choices.
2. Open questions:- used when we need as much information as possible or when there is a wide range of
options, for example At what time would you like to reserve your table for dinner? Or simply when answering
the phone ... speaking, how can I help you?
3. Reflective questions: - When you require further, specific information and to confirm understanding: “So
that was two cappuccinos, one with skim milk?”
Those appropriate to different social and cultural groups: - The world is getting smaller. Nations and
communities are becoming more diverse. Due to advances in communication, the spread of e-commerce and
the ease of travel, many businesses today can expand to cross cultural and geographic boundaries. With the
rapid changes in technology, modern day customers have grown comfortable with shopping online from
whichever corner of the world they like, and e-commerce businesses may easily receive orders from virtually
anywhere. Whether your customer interactions carried out by phone, via email, in live chat or in person, there
are some common sense principles that could significantly improve service.
1. Reinforce importance of recognizing customer diversity
2. Know your customers and seek out culture-specific knowledge
3. Listen actively and recognize patterns for communicating
4. Create a welcoming environment by having a diverse workforce
5. Share your experiences with colleagues to work out consistent approaches
A cultural group is defined as people with common origins, customs, and styles of living. The group has a
sense of identity and a shared language. Their shared history and experiences shape the groups' values,
goals, expectations, beliefs, perceptions, and behaviours from birth until death.
Q16:- Explain conflict theory in 50-100 words?
ANS: - Conflict theory, first purported by Karl Marx, is a theory that society is in a state of perpetual conflict
because of competition for limited resources. Conflict theory holds that social order is maintained by
domination and power (rather than consensus and conformity). According to conflict theory, those with wealth
and power try to hold on to it by any means possible, chiefly by suppressing the poor and powerless. A basic
premise of conflict theory is that individuals and groups within society will work to maximize their own benefits.
Conflict theory focuses on the competition between groups within society over limited resources. Conflict
theory views social and economic institutions as tools of the struggle between groups or classes, used to
maintain inequality and the dominance of the ruling class. Marxist conflict theory sees society as divided along
lines of economic class between the proletarian working class and the bourgeois ruling class. Later versions of
conflict theory look at other dimensions of conflict among capitalist factions and between various social,
religious, and other types of groups. Conflict theory has been used to explain a wide range of social
phenomena, including wars, revolutions, poverty, discrimination, and domestic violence. It ascribes most of the
fundamental developments in human history, such as democracy and civil rights, to capitalistic attempts to
control the masses (as opposed to a desire for social order). Central tenets of conflict theory are the concepts
of social inequality, the division of resources, and the conflicts that exist between different socioeconomic
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classes. In current conflict theory, there are four primary assumptions which are helpful to understand:
competition, revolution, structural inequality, and war.
Q16.1:- List out five signs, four levels and three results of conflict that can be seen in any organisation.
ANS: - Five important signs of conflicts in organisation:-
1. Dysfunctional meetings. Do staff meetings end up being gripe sessions instead of brainstorming
sessions? Are there some people who always seem to dominate the conversation while others appear
annoyed or distracted?
2. Anger. Any anger, but especially that which is an over-reaction, needs to be addressed immediately.
Anger is rarely the response for a first-time upset.
3. Productivity slowdowns. When people are not happy with the work environment, they tend to focus less
on their work. Ask yourself if there has been a decline in the company's productivity and try to pinpoint
when it started.
4. High turn-over. If employees aren't sticking around, there is a good reason. Nobody enjoys looking for a
job, so the fact that people are leaving indicates an internal problem.
5. Inappropriate communications. This can be in the form of emails that are rude or use inappropriate
language. Rudeness in speech or a disregard for another's opinion is an indicator that something is going
to blow up soon.
Four important levels of conflicts in organisation:-
(I) Individual Level Conflict: - Management should keep in mind that all individuals have conflict within
themselves. Conflict arises within an individual whenever his drives and motives are blocked or he is
confronted with competing roles and goals and he is unable to take decisions.
II) Interpersonal Conflict: - Interpersonal conflict involves conflict between two or more individuals I and is
probably the most common and most recognized conflict. All conflicts are basically interpersonal conflicts
because most of the conflicts involve conflict between a person in one organisation or a group and another
person in other organisation or a group.
(III) Group Level Conflict: - A group consists of two or more persons who are in interaction with each other,
have a well defined structure of role and status relations and have a system values and norms of behaviour for
the smooth working of the group. Groups not only affect the behaviour of their members, rather they have
impact on other groups and the organisation as a whole. In this process of interaction, two types of conflict
arises (A) Intra group and (B) Inter group.
(IV) Organisational Level Conflict: - All the conflicts discussed in the preceding discussion relate to conflicts
within the organisational settings. Inter organisational level conflict occur between organisations which are in
some way or the other dependent upon each other. Conflicts at individual level, group level or inter group level
are all inherent in the organisation level conflict. The organisation level conflict can be between the buyer and
seller organisation, between union and organisations employing the members, between government agencies
that regulate certain organisations and the organisations that are affected by them.
Three important results of conflicts in organisation:-
1. Social Change: - Conflict contributes to social change ensuring both interpersonal and intergroup
dynamics remain fresh and. reflective of current interests and realities.
2. Group Unity: - Conflict strengthens intergroup unity by providing an outlet for group members to discuss
and negotiate their interests within the group. Without intergroup conflict, the health of the group typically
declines. Conflict between groups produces intra-group unity as the conflict provides the opportunity for
increased intra-group cooperation while working towards the group’s common goal for the conflict’s
outcome.
3. Improve Future Communication: - Conflict can bring group members together and help them learn more
about each other. From learning each others’ opinions on topics relevant to the organization’s growth to
understanding each member’s preferred communication style, conflict within an organization can give
members the tools necessary to easily solve conflicts in the future.
Q16.2:- Explain five stages of conflict on 2-3 lines for each.
15
ANS: - 1. Latent Conflict:-Latent conflict is the stage in which factors exist in the situation which could
become potential conflict inducing forces. Four basic types of latent conflict are Competition for scarce
resources, drive for autonomy, divergence of goals, role conflict.
2. Perceived Conflict:-Conflicts may sometimes arise even if no conditions of latent conflict exist. This is the
stage when one party perceives the other to be likely to thwart or frustrate his or her goals. The case, in which
conflict is perceived when no latent conflict arises, is said to result from the parties misunderstanding each
other’s true position. Such conflict can be resolved by improving communication between the groups.
3. Felt Conflict:-Felt conflict is the stage when the conflict is not only perceived but actually felt and
recognised. For example, A may be aware that he is in serious argument with B over some policy. But this may
not make A tense or anxious and it may have no effect, whatsoever, on A’s affection towards B. The
personalization of conflict is the mechanism which causes many people to be concerned with dysfunctions of
conflict. In other words, it makes them feel the conflict. There are two reasons for the personalization of the
conflict:
 The inconsistent demands on efficient organisation and individual growth which is caused within
the individual. Anxieties may also result from crisis or from extraorganisational pressures.
Individuals need to vent these anxieties in order to maintain internal equilibrium.
 Conflict becomes personalized when the whole personality of the individual is involved in the
relationship. Hostile feelings are most common in the intimate relations that characterize various
institutions and residential colleges.
4. Manifest Conflict: - Manifest conflict is the stage when the two parties engage in behaviours which evoke
responses from each other. The most obvious of these responses are open aggression, apathy, sabotage,
withdrawal and perfect obedience to rules. Except for prison riots, political revolutions and extreme labour
unrest, violence as a form of manifest conflict is rare. The motives towards violence may remain but they tend
to be expressed in less violent forms.
5. Conflict Aftermath: - The aftermath of a conflict may have positive or negative repercussions for the
organisation depending upon how the conflict is resolved. If the conflict is genuinely resolved to the satisfaction
of all participants, the basis for a more cooperative relationship may be laid; or the participants in their drive for
a more ordered relationship may focus on latent conflicts not previously perceived and dealt with.
Q17:- Describe the following resources to assist in handling conflict in 25-50 words each:
 Counsellors
 Internal security staff
 Mediators
 Other staff members
 Police
 Senior staff
ANS: - Conflict is an inevitable part of life. Some of our many daily interactions with others are bound to cause
a difference of opinion.
 Counsellors: - As a counsellor, recognising and managing conflict is also an essential part of
building emotional intelligence. By being able to teach clients the skills needed for resolving
conflict you are assisting them to keep their relationships strong and growing.
 Internal security staff: - Call upon the assistance of security personnel in the first instance
when responding to dangerous situations, dealing with intoxicated or drug affected customers,
or an assault. The police should also be contacted, especially when laws are broken and
people’s safety is at risk.
 Mediators: - Mediation is a process which employs a range of methods notably reason and
persuasion to bring the parties to a mutually satisfactory solution. A mediator is a neutral third
party acceptable to the contending parties. Mediators seek to clarify the issues, identify what’s
at stake for the parties, and employ problem solving methods and techniques. Mediation
services are usually private and require the client to pay a fee to the mediator. The conflict or
16
issue in dispute influences the type of mediation a person may access as well as whether there
is a legal component to the dispute. Before making a referral for mediation on behalf of your
client, it is crucial to have an understanding of what they are seeking to determine the best and
most appropriate referral option for them.
 Other staff members: - - Some of your colleagues may have more experience responding to
conflict situations than you. Utilise their experience and seek their assistance when dealing with
a difficult or aggressive customer.
 Police: - This is generally done by the supervisor, manager, or security when all in house
options have been unsuccessful in defusing the situation, but there may be situations where you
are on your own and your judgement is that involving the police is the best option. Where you
do elect to call the police, it may be best that the people causing the problem do not see you
making the call, or it could cause them to become even more dangerous, to begin damaging
property and assaulting people with the intention of leaving the scene before the police arrive.
 Senior staff: - Utilise senior staff in situations where there is a conflict between colleagues, or
when the customer asks to speak to a higher authority. Seek advice from staff any time you feel
unsure about how to handle a conflict situation.
Q18:- Answer the following questions.
18 A) Write generic overview/ introduction of the following policies and procedures:
 Complaint policy and procedure (80-100)
 Conflict and dispute resolution policy and procedure(100-150)
ANS: - Complaints handling policy: - Develop a complaints handling policy. It should include reassuring
customers that you value their feedback and you are committed to resolving their issues in a fair, timely and
efficient manner. It should also:
1. Explain how customers can make a formal complaint
2. Identify the steps you will take in discussing, addressing and resolving complaints
3. Indicate some of the solutions you offer to resolve complaints
4. Inform customers about your commitment to continuous improvement
Complaints handling procedure: - Once you have developed a policy you can create a procedure for
handling complaints. A procedure will ensure complaints are dealt with the same way, every time. The
procedure should be easy to understand and follow by all your staff. Your procedure could include the following
steps.
1. Listen to the complaint:- Thank the customer for bringing the matter to your attention. Apologise and
accept ownership, don’t blame others and remain courteous.
2. Record details of the complaint: - Go through the complaint in detail so you can understand exactly what
the problem is. Keep records of all complaints in one central place or register. This will help you identify
any trends or issues.
3. Get all the facts: - Check that you have understood and recorded the details of the complaint correctly.
Ask questions if necessary.
4. Discuss options for fixing the problem: - Ask the customer what response they are seeking; it could be
a repair, replacement, refund or apology. Decide if the request is reasonable.
5. Act quickly:- Aim to resolve the complaint quickly. If you take a long time they tend to escalate.
6. Keep your promises:- Keep the customer informed if there are any delays in resolving their request. Don’t
promise things that you can’t deliver.
7. Follow up:- Contact the customer to find out if they were satisfied with how their complaint was handled.
Let them know what you are doing to avoid the problem in the future.
Conflict and dispute resolution policy and procedure: - All these involved in conflict management must
follow the organisational policies and procedures while trying to resolve any issue at work. These policy
documents usually contain all the necessary information about managing conflict at work. As a manage r, you
must follow the organisation policies and procedures and make sure that all the team members also
understand and follow accordingly. You need to review and update the policies and procedures regularly, at
17
least two times a year. Review time may be different depending on the organisation. Main policies and
procedures related to conflict:
 Complaint and appeal policy and procedures
 WHS policy
 Conflict and dispute resolution policy and procedure
 Incident policy
 Continues improvement policy and procedure
18B) Write generic organisational policies and procedures on conflict resolution to handle complaint,
conflict and dispute? Answer 50-100 words for policies and 200-250 words for procedures.
Ans: - Complaints handling policy: - Develop a complaints handling policy. It should include reassuring
customers that you value their feedback and you are committed to resolving their issues in a fair, timely and
efficient manner. It should also:
 Explain how customers can make a formal complaint
 Identify the steps you will take in discussing, addressing and resolving complaints
 Indicate some of the solutions you offer to resolve complaints
 Inform customers about your commitment to continuous improvement
Complaints handling procedure: - Once you have developed a policy you can create a procedure for
handling complaints. A procedure will ensure complaints are dealt with the same way, every time. The
procedure should be easy to understand and follow by all your staff. Your procedure could include the following
steps.
 Listen to the complaint:- Thank the customer for bringing the matter to your attention.
Apologise and accept ownership, don’t blame others and remain courteous.
 Record details of the complaint: - Go through the complaint in detail so you can understand
exactly what the problem is. Keep records of all complaints in one central place or register. This
will help you identify any trends or issues.
 Get all the facts: - Check that you have understood and recorded the details of the complaint
correctly. Ask questions if necessary.
 Discuss options for fixing the problem: - Ask the customer what response they are seeking;
it could be a repair, replacement, refund or apology. Decide if the request is reasonable.
 Act quickly:- Aim to resolve the complaint quickly. If you take a long time they tend to escalate.
 Keep your promises:- Keep the customer informed if there are any delays in resolving their
request. Don’t promise things that you can’t deliver.
 Follow up:- Contact the customer to find out if they were satisfied with how their complaint was
handled. Let them know what you are doing to avoid the problem in the future.
18
ASSESSMENT TASK-2 ROLE PLAY

ACTIVITY-1 IDENTIFY AND RESOLVE CONFLICT
INCIDENT REPORT
Date Incident Staff Action taken Impact of conflict

involved
26/06/2020 A customer Waitress 1. She is trying to listen to what 1. Listen. Really listen.
misbehave with customer has to say. She is 2. Don’t get defensive.
staff listening with her full attention, 3. Sympathize, but avoid being
even and especially she is phony empathic.
trying to fix the problem. 4. Use names as much as
2. Offer an apology “I possible.
understand that you are not 5. Lower your voice.
happy about the wait, sir, but 6. Repeat what you’ve heard.
we're working as fast as we 7. Present a solution.
can to get you a table. We 8. Be aware of other customers’
really appreciate your discomfort.
patience and willingness to 9. Maintain acceptable limits.
wait. 10. Don’t take it personally.
3. She is also offering some sort
of compensation.
26/06/2020 Try to handle Manager 1. Offer new table and serve Identifying the cause of the
the situation food and offer some drinks. problem is the first step towards
2. Serve with fast service. solving it as a neutral party. Obtain
3. Offer him 100% money back details from involved parties to
guarantee help build an understanding of the
situation.
26/06/2020 Call the security Security When manager realize that Security and safety go hand in
to reduce the manager situation is out of control he hand. However, they are two
risks and called security for safety separate issues. They need to be
hazards. purposes. managed separately but
coordinated so that a balance
between safety and security can
be achieved.
19
Activity-2 Evaluate conflict resolution

REPORT
Meeting: 2 Hours
Meeting Objective: Discuss the conflict, Types of issues and many more
Attendees:
 Rajvir Kaur
 Kulwinder Kaur
 Kanta Devi
Venue: Meeting hall
Date: 26/06/2020
Discuss the conflict A conflict is a struggle between people which may be physical, or between
conflicting ideas. Conflicts can either be within one person, or they can involve
several people or groups. Conflicts arise because there are needs, values or
ideas that are seen to be different, and there is no means to reconcile the
dispute.
Types of issues 1. Misunderstandings

2. Poor communication
3. Lack of planning
4. Poor staff selection
5. Frustration, stress and burnout
6. Preventing Conflict
Discuss any future improvements 1. Clarify what the disagreement is.

in the workplace 2. Establish a common goal for both parties.
3. Discuss ways to meet the common goal.
4. Determine the barriers to the common goal.
5. Agree on the best way to resolve the conflict.
6. Acknowledge the agreed upon solution and determine the responsibilities
each party has in the resolution.
Discuss how to handle same Increase the Friendliness of Your Staff. Teach your staff to speak with respect
situation in the future and courtesy using respectful titles. Staff should smile and be friendly.
Encourage your staff to keep their own personal conversations to the back
room areas. Help them with their conversation and listening skills. A good
listener is a skilful waiter. Let them know it’s ok to go the extra mile. Even in
quick service restaurants, your customers appreciate etiquette and respect.
Teach your staff how to properly set and clear dishes. Teach them to speak to
all diners with the same kind tone. Encourage your wait staff to be patient with
diners. Guests should never be rushed off because the waiter wants to turn
the table. Reward Your Customers, Surprise frequent diners with a free
appetizer or dessert. If you’re the owner or chef, bring this free gift out
20
yourself and visit for a few minutes. Hand out promo items such as pens,
paper and mugs/cups. The name of the game here is the surprise. Diners are
always happier when pleasantly surprised. Turn a Bad Experience Around.
Make sure your staff is trained how to handle customer disputes. If someone
at one of their tables has a problem such as slow-to-arrive food, undercooked
meat or a cold steak, wait staff should handle the problem quickly and
efficiently. Respect goes a long way in issues with customers. Put in the
effort, and you might find they leave happier. When problems with food or
service arise, not only fix the problem, but offer something free. This can be in
the form of an immediately free meal or a gift certificate to come back. When
you give them a free round of drinks or a dessert, you’ll initially incur the cost,
but you’ll find it’s repaid when they return the next time and the time after that.
Surprise Them with Something New and make a Connection.
Feedback on conflict resolution 1. Understand that conflict is not always bad.

2. Pick your battles carefully.
3. Keep it out of the customer eye.
4. Treat each side equitably and fairly.
5. Identify the source of the problem.
6. Find a solution.
7. Focus on (and follow up with) the team.
21
Activity-3 Evaluate conflict resolution
In a situation like this, you should not step in between the aggressors, but take preventative action. This may
involve organising security to assist or the police to attend. If no action is taken and the situation is left to
resolve itself, there is potential for serious injury to customers and staff. In the interest of safety to your
customers, colleagues and yourself, be vigilant in following organisational policies and procedures.
Senior staff: - Utilise senior staff in situations where there is a conflict between colleagues, or when the
customer asks to speak to a higher authority. Seek advice from staff any time you feel unsure about how to
handle a conflict situation.
Other staff members: - Some of your colleagues may have more experience responding to conflict situations
than you. Utilise their experience and seek their assistance when dealing with a difficult or aggressive
customer.
Internal security or police: - Call upon the assistance of security personnel in the first instance when
responding to dangerous situations, dealing with intoxicated or drug affected customers, or an assault. The
police should also be contacted, especially when laws are broken and people’s safety is at risk.
Communication technique:-Communication issues can take on an added dimension of complexity. Every
culture has its own set of tacit assumptions and tendencies when it comes to face-to-face interactions, and
trying to get your point across effectively can sometimes be difficult. Even when a language barrier doesn’t
exist, cross-cultural communication can be challenging.
Here are our top ten tips for effective cross-cultural communication:
1. Maintain etiquette:-Many cultures have specific etiquette around the way they communicate. Before you
meet, research the target culture, or if time allows, do some cross cultural training. Be aware of these
familiarity tokens and don’t jump straight to first name terms until you receive a cue from the other person to do
so.
2. Avoid slang:-Not even the most educated non-native English speaker will have a comprehensive
understanding of English slang, idioms and sayings. They may understand the individual words you have said,
but not the context or the meaning. As a result you could end up confusing them or at worst, offending them.
3. Speak slowly:-Even if English is the common language in a cross cultural situation it’s not a good idea to
speak at your normal conversational speed. Modulating your pace will help, as will speaking clearly and
pronouncing your words properly. Break your sentences into short, definable sections and give your listener
time to translate and digest your words as you go. But don’t slow down too much as it might seem patronising.
If the person you’re speaking to is talking too quickly or their accent is making it difficult for you to understand
them, don’t be afraid to politely ask them to slow down too.
4. Keep it simple:-In a cross cultural conversation there’s no need to make it harder for both of you by using
big words. Just keep it simple.
5. Practice active listening:-Active listening is a very effective strategy for improving cross cultural
communication. Restate or summarise what the other person has said, to ensure that you have understood
them correctly, and ask frequent questions. This helps build rapport and ensures that important information
doesn’t get missed or misunderstood.
6. Take turns to talk:-Make the conversation flow more freely by taking it in turns to speak. Make a point and
then listen to the other person respond. Particularly when people are speaking English as their second
language it’s better to talk to them in short exchanges rather than delivering a long monologue that might be
difficult for them to follow.
7. Write things down:-If you’re not sure whether the other person has understood you properly, write it down
to make sure. This can be particularly helpful when discussing large figures.
8. Avoid closed questions:-Don’t phrase a question that needs a ‘yes’ or ‘no’ answer. In many cultures it is
difficult or embarrassing to answer in the negative, so you will always get a ‘yes’ even if the real answer is ‘no’.
Ask open-ended questions that require information as a response instead.
22
9. Be careful with humour:-Many cultures take business very seriously and believe in behaving professionally
and following protocol at all times. Consequently they don’t appreciate the use of humour and jokes in a
business context. If you do decide to use humour make sure it will be understood and appreciated in the other
culture and not cause offence. Be aware that British sarcasm usually has a negative effect abroad.
10. Be supportive:-Effective cross cultural communication is about all parties feeling comfortable. In any
conversation with a non-native English speaker, treat them with respect, do your best to communicate clearly
and give them encouragement when they respond. This will help build their confidence and trust in you.
23
ASSESSMENT TASK-3 UNIT PROJECT (PART-A)
Date: 26/06/2020
Full names and role play:  Rajvir Kaur(Manager)

 Ricky(Supervisor)
 James(Waiter)
Incident: 1. Increase of the hourly rate

2. Discrimination between employees
3. Bad behaviour with customers and other staff members
Input of conflicting parties: 1. Don't Gossip About The Conflict

2. Address The Conflict Sooner Rather Than Later
3. Discuss The Problem Face-To-Face
4. Try To Find Common Ground
5. Keep An Open Mind And Listen
6. When It's Your Turn To Talk, Stay Calm
7. Know When You Need To Involve A Third Party
8. Learn From Both The Conflict And The Resolution
Impact of conflict: 1. Do not wait for a conflict to occur.

2. Each staff member knows what is expected of them at work.
3. They should also be aware of what is acceptable and what is not
acceptable.
4. Minor issues cause discomfort.
5. An incident or disagreement occurs.
6. Misunderstanding arises in communication.
7. Stress and tension build.
8. War begins.
Action taken: 1. Identifying the cause of the problem is the first step towards solving it as
a neutral party.
2. Obtain details from involved parties to help build an understanding of the
situation.
3. Read between the lines of what is being said, using non-verbal cues to
identify any underlying personal issues.
4. Build a picture of the situation in your mind, identifying possible solutions
to meet the specific needs of all involved.
5. Use communication skills to try and stop the conflict passing stage two, if
an incident occurs, remain calm and begin negotiation.
6. Arrange a meeting to solve the situation.
24
(PART-B)
Date: 26/06/2020
Full names and role play:  Rajvir Kaur(Manager)

 Ricky(Supervisor)
 James(Waiter)
Incident: 1. Increase of the hourly rate

2. Discrimination between employees
3. Bad behaviour with customers and other staff members
Input of conflicting parties: 1. Don't Gossip About The Conflict

2. Address The Conflict Sooner Rather Than Later
3. Discuss The Problem Face-To-Face
4. Try To Find Common Ground
5. Keep An Open Mind And Listen
6. When It's Your Turn To Talk, Stay Calm
7. Know When You Need To Involve A Third Party
8. Learn From Both The Conflict And The Resolution
Impact of conflict: 1. Do not wait for a conflict to occur.

2. Each staff member knows what is expected of them at work.
3. They should also be aware of what is acceptable and what is not
acceptable.
4. Minor issues cause discomfort.
5. An incident or disagreement occurs.
6. Misunderstanding arises in communication.
7. Stress and tension build.
8. War begins.
Action taken: 1. Identifying the cause of the problem is the first step towards solving it as
a neutral party.
2. Obtain details from involved parties to help build an understanding of the
situation.
3. Read between the lines of what is being said, using non-verbal cues to
identify any underlying personal issues.
4. Build a picture of the situation in your mind, identifying possible solutions
to meet the specific needs of all involved.
5. Use communication skills to try and stop the conflict passing stage two, if
an incident occurs, remain calm and begin negotiation.
6. Arrange a meeting to solve the situation.
25
(PART-C)
Incident: Possible cause: Action to prevent in future:
James(Waiter) 1. Increase of the hourly rate 1. Surveys

Increase of the hourly rate 2. Discrimination between employees 2. Regular meeting
3. Bad behaviour with customers and other 3. Message stick
staff members 4. Counselling
5. Reporting requirements
6. Code of conduct
Joe (Waiter) 1. Wants to change the shift hours 1. Surveys

Wants to change the shift 2. Discrimination between employees 2. Regular meeting
hours 3. Bad behaviour with customers and other 3. Message stick
staff members 5. Counselling
6. Reporting requirements
7. Code of conduct
Email the identified suggestions to HR department
I hope this message finds you well. I’m reaching out today because I’m going to let you know Our staff
members have some issues. James wants to increase of the hourly rate. Joe wants to change the shift
hours. They also think that they are facing discrimination between other employees. They are leading bad
behaviour with customers and other staff members. I try to solve the situation with the communication with
them.
Please let me know I look forward to hearing from you.
Sincerely,
Rajvir Kaur
Manager
Terra Rossa Restaurant
REFERENCES
26
Learner guide book

Professional chef kitchen operations book
http:// helda.helsinki.fi/bitsream/handle
http://hrmars.com/hrmars papers/Organizational conflicts causes, effects and remedies.pdf.
http://www.littlethingsmatter.com/blog/2010/06/23/five-steps-to-constructive-feedback
https://bizfluent.com/info-7758112-causes-communication-breakdown-business.html
https://www.workamajig.com/blog/avoid-communication-breakdown
https://www.2knowmyself.com/how_to_overcome_shyness https://psychcentral.com/blog/7-ways-to-overcome-
shyness-and-social-anxiety
https://millionairemob.com/language-barrier-in-communication
https://www.worksafe.vic.gov.au/all-acts-and-regulations
https://www.techrepublic.com/artical/follow-these-six-steps-when-providing-constuctiveperformance-feedback
https://galaxytraining.zendesk.com/hc/en-us/articles/204288559
https://www.foodstandards.gov.au/industry/safetystandards/Pages/default.aspx
https://www.vcglr.vic.gov.au/resources/education-and-training/responsible service alcohol
http://www.vcglr.vic.gov.au/gambling/gaming-venue-operator/license
27

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UNIT NAME- SITXCOM005 (MANGE CONFLICT)

STUDENT NAME- RAJVIR KAUR

ASSESSMENT TASK-1 KNOWLEDGE TEST

3. A manager, supervisor or employer

2. Negotiation: - Negotiation is a method by which people settle differences. It is a process by which

ASSESSMENT TASK-2 ROLE PLAY

Date Incident Staff Action taken Impact of conflict

Activity-2 Evaluate conflict resolution

Venue: Meeting hall

Types of issues 1. Misunderstandings

Discuss any future improvements 1. Clarify what the disagreement is.

Feedback on conflict resolution 1. Understand that conflict is not always bad.

Activity-3 Evaluate conflict resolution

ASSESSMENT TASK-3 UNIT PROJECT (PART-A)

Full names and role play:  Rajvir Kaur(Manager)

Incident: 1. Increase of the hourly rate

Input of conflicting parties: 1. Don't Gossip About The Conflict

Impact of conflict: 1. Do not wait for a conflict to occur.

Full names and role play:  Rajvir Kaur(Manager)

Incident: 1. Increase of the hourly rate

Input of conflicting parties: 1. Don't Gossip About The Conflict

Impact of conflict: 1. Do not wait for a conflict to occur.

James(Waiter) 1. Increase of the hourly rate 1. Surveys

Joe (Waiter) 1. Wants to change the shift hours 1. Surveys

Email the identified suggestions to HR department

Please let me know I look forward to hearing from you.

Learner guide book

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