BÀI THẢO LUẬN TIẾNG ANH in managing people, the occurrence of conflict is inevitable. In opinion, What is conflict at work? How do managers deal with conflict and why do they need to resolve these problem ? Give an example of an event where conflict were

MEETING MINUTES – GROUP 2
Time: 3.00 PM
Place: yard school
Members:
……………………………………………………………………………
……………………………………………………………………………
……………………………………………………………………………
………………………………………………………………....
Contents for discussing: in managing people, the occurrence of conflict
is inevitable. In opinion, What is conflict at work? How do managers deal
with conflict and why do they need to resolve these problem ? Give an
example of an event where conflict were dealt with successully.
Conclusion:
I. Opening
•

Introduction conflict at work
II. Body
1.Explain what is the conflict at work?
2.The cause of the conflict
3.Why do they need to resolve these problems
4.The skills resolve the conflict(the knock of conflict, Listen before
you speak, Make more choices, Equal , Reassert the problem, Do not set
your personal self when dealing with conflict)
5. The benefits and the harmful of the conflict
6. Example : Opposition opinion of the staff in the company (How to
solve the problem of manager )
III. Ending
Duties for members:
I, II.1 : Nguyen Thi Kim Anh

II.2, II.3 : Bui Tuan Anh
II.4 : Nguyen Ngoc Anh
II.5 and III : Pham Van Anh
II.6 and Secretary : Nguyen Ngoc Anh

Head of team

No.
1

Secretary

Name
Nguyen Thi Kim Anh

2

Bui Tuan Anh

3

Nguyen Ngoc Anh

4

Pham Van Anh

5

Nguyen Ngoc Anh

6

Le Thi Phuong Cham

Comment

Mark


I. Introduction
In the era of integration, the emergence of large corporations and the
development of business activities in the market become more and more
powerful leading to fierce competition between domestic and foreign
enterprises, that is all. Weakness is needed in today's integration.
Enterprises want to maintain their position in the market, in addition to
the development policies are highly competitive, also must unify the
internal business. When there is solid organizational solidarity, trust in the
organization, it is much easier to overcome obstacles in the business. In
this dangerous world, fierce competition among businesses will create
tension and inevitability of conflict in the workplace. Even people who
are proficient at the job will also be less productive when faced with
contradictions.
Conflict is considered a common social phenomenon in every kind of
social organization. Different people with completely different purposes
and needs are always prone to conflict. The result of conflict can lead to
mutual animosity. However conflict can be the engine of development. If
you know how to solve them scientifically, then they are one of the
breakthrough motives for your organization. In many cases, conflicts are

not dealt with, not because one does not recognize their existence but
because one does not know how to handle it. Therefore, proper
perception and conflict resolution in the interest of the organization is an
important skill for all managers as well as for individuals in general.
A survey of US researchers found that an average manager spent 21%
of the week in dealing with business conflicts and conflicts. So resolving
conflicts and conflicts is a job that managers need to focus on to make the
business work better. However, it is important to know that not all
conflicts have negative thoughts. Therefore, it is important to learn how
to resolve conflict rather than exclusion. Understanding the importance of
identifying and resolving conflicts in organizations, group 1 proceeds to
study the topic: "In managing people, the occurrence of conflict is
inevitable. In opinion, What is conflict at work? How do managers deal
with conflict and why do they need to resolve these problems? Give an
example of an event where conflicts were dealt with successully".


II. Content
Conflict is the process by which a party feels that their rights are
opposed by the other party or negatively affected by the other party's
actions. Conflict can be understood as the opposition to the needs, values
and interests of individuals, groups, and organizations.
1. Classify conflict within the enterprise.
a, Classification by virtue of harm include
- Beneficial conflicts can improve the results of work, motivate each
individual to create and work together better, build a deeper co-worker
relationship. If there are too few of these conflicts then one can become
complacent, satisfied with oneself.
- Harmful Conflicts: These are the conflicts that affect the workplace,
the relationships in the business.

b, Sort by department
- Conflicts between groups: Occurs between working groups, or
between departments, one department and another in the enterprise.
- Conflicts between individuals: Between employees, former employees
and new employees, young employees and old employees, between
leaders, managers and employees.
- An individual's internal conflict: Personal role conflict occurs when
the role of the individual does not match what an individual expects.
2. The cause of the conflict
Poor Communication
Poor communication is one of the main causes of conflict between
employees in the workplace. This can result in a difference in
communication styles or a failure to communicate. For example, a
manager reassigned an employee’s task to the employee’s co-worker but
failed to communicate the reassignment to the employee. This may cause
the employee to feel slighted, which can transform into animosity among
the two employees and the manager. Failing to communicate in the


workplace may cause employees to make incorrect assumptions and
believe workplace gossip.
Difference in Personalities
A difference in personalities among employees is another cause of
workplace conflict. Employees come from different backgrounds and
experiences, which play a role in shaping their personalities. When
employees fail to understand or accept the differences in each other's
personalities, problems arise in the workplace. For example, an employee
may possess a straightforward personality that results in him speaking
whatever is on his mind, even if the timing is inappropriate. The
employee with the straightforward personality may offend a co-worker

that does not possess the same type of personality. The co-worker may
feel as if the employee is rude or lacks the authority to deal with her in
such a straightforward manner.
Different Values
Similar to personalities, the values of employees differ within the
workplace. A difference in values is seen clearly when a generational gap
is present. Young workers may possess different workplace values than
older workers. The difference in values is not necessarily the cause of
employee conflict in the workplace, but the failure to accept the
differences is. When employees fail to accept the differences, co-workers
may insult each other's character and experiences. When insults occur, the
conflict intensifies until the right solution is offered and accepted.
Competition
Unhealthy workplace competition is a cause of employee conflict. Some
industries foster competitive environments more than others. When salary
is linked to employee production, a workplace may experience strong
competition between employees. Competition that is not properly
managed can result in employees sabotaging or insulting one another,
which creates a hostile work environment. Unhealthy workplace
competition discourages teamwork and promotes individualism.
3. Why do they need to resolve these problems.
Conflic is an inevitable natural phenomenon in the work environment,
and does not go away contrariety. If well resolved, conflic can bring
benefits to the organization. If the resolution is not good, small conflicts
will result in greater conflict and eventually will break hard. Conflict can
lose solidarity and efficiency in the work of the group or company.


Improper management will generate conflict within the company. It will
soon grow if not resolved satisfied. And when solidarity is lost, the job

requires the collaboration will become the obsession of the staff. An
unresolved conflict will look like a pimple with pus on the surface and
affect the people around relations or employee involved to conflict. This
will contribute to a hostile work environment for everyone. In the worst
case, the group members may begin to divide your faction, and of course
the group was torn apart.
4. The skills resolve the conflict
•

Keep a good relationship

The best way to resolve a conflict is to avoid it from the beginning. If
you keep a good relationship, conflict will occur less . You should behave
politely and calmly, build a culture of mutual respect, and avoid feeling
pressured in your relationship. .
•

Determine the cause of the conflict

If you want to resolve the conflict, you need to find out the cause of the
problem. Determining the cause of the conflict is the first important thing
you must do, because if you don’t know the cause, you won’t know
where to start, what to solve, and how to solve the problem.
•

Listen before speaking

To solve a problem effectively you need to listen to understand what
they are expecting to get from the end. Once you have understood their
wishes, you will begin to find ways to resolve the conflict, clear up

misunderstandings for members to tighten each other closer.
•

Make more choices

When there are conflicts meaning that the parties are not consistent in
view of certain issues. You can’t just offer a single option and get the
right people to follow but give them many options so that they can
discuss and choose the best option to avoid. Putting the party into the
squeeze doesn’t only remove the discomfort that will cause the conflict to
rise.


•

Equal

The best way to solve conflicts is to put yourself in the position of
arbitrator, justify, impartial, defend the other side. By now all parties want
to be the right people and be supported by others. If you accidentally
defend someone, they will make you think you are unfair, imposing and
inconsistent certainly will not be able to solve it.
•

Do not set your personal self when dealing with conflict

You need to know that, when a stress issue leads to conflict, then the
individual ego of the insiders is big, they don’t want to compromise.
Therefore, if you now also promote personal ego you will surely get
disastrous failure. Think for yourself, not for yourself, so that you can

resolve the conflict wisely and effectively.
•

Forget

If you and your challenger are wrong, both sides need to find the points
that allow you to ignore the challenger, even if it seems you can’t really
forget what has happened. This is a very well behaved behavior, and it is
the easiest way for the two sides to reconcile and work together in the
future.
5. The benefits and the harmful of the conflict
a, Benefits
• Engages Employees
One of the potential ways that conflict can benefit your organization is
that it creates engagement with the employees. For example, when an
idea is presented at a meeting, you do not want everyone to simply agree
with the presenter for fear of a conflict. Instead, you want employees to
be able to speak freely. When employees disagree with an idea, they
should be able to speak up and voice their opinion. If they are afraid of
conflict, a bad idea could be implemented.
•

Getting Employees' Attention

Another way that conflict can benefit your company is that it helps
employees stay focused on the task at hand. In some cases, when you
have meetings regularly, employees become immune to them and start to
daydream. If a bit of conflict is expected in the meeting, it will keep the
employees on the task at hand. When employees are encouraged to speak

their minds and tell the truth, it can improve the quality of meetings
overall.
•

Improves Employee Relationships

Another way that conflict could potentially help your business is that it
can help you improve your employee relationships. When you feel
comfortable enough to disagree with someone, it can strengthen your
relationship over the long term. After engaging in a conflict in a
professional manner, you can move on and continue working together in
the future. Businesses that allow conflict tend to develop stronger
relationships between their employees.
•

Improves Employee

When employees are allowed to speak freely and not shy away from
conflict, it can actually improve their morale. Workers who are allowed to
speak freely tend to feel more valued overall. When an employee feels
that his opinion is important, he will feel more comfortable in the
company.
•

Improves Ideas

Conflict can help improve the quality of ideas that are ultimately
produced by the business. When you get a group of people together who
are speaking freely and unafraid of conflict, their ideas can be adapted

and honed to become more attractive. The company will be less likely to
put out poor ideas for new products or services.
b, Hamful
• Winners and Losers
Conflict resolution can sometimes mean that one person wins and gets
her way, leaving the other to feel defeated. The "loser" in these situations
may feel that the other person emerged victorious due to her favored
status, especially if the conflict mediator was forced to choose one point
of view over the other. The defeated employee may harbor resentments
against the winner, the mediator or even the company, that may never go
away.
•

Manipulation

If the chosen conflict resolution technique involves extensive
questioning by the mediator, the parties involved may feel that they are
being interrogated and that the mediator is invading their privacy. The
employees may be forced to divulge sensitive or personal information
they would rather not to make public. If the information is used to


provide an unfavorable resolution to an employee, he might feel that he
was manipulated by the mediator, resulting in a permanent lack of trust.
•

Limited Effect

The resolution of a conflict may only be temporary, and the situation
may arise again in the future. This can occur with a compromise

technique where each party receives something of value. The problem
with a compromise is that none of the parties are truly satisfied with the
results, as they probably didn't gain what they really wanted. While the
result may be a temporary truce, the lingering dissatisfaction may cause
the conflict to flare up again at the slightest provocation.
•

Mental Health Concerns

Conflict within an organization can cause members to become
frustrated if they feel as if there’s no solution in sight, or if they feel that
their opinions go unrecognized by other group members. As a result,
members become stressed, which adversely affects their professional and
personal lives. Organization members may have problems sleeping, loss
of appetite or overeating, headaches and become unapproachable. In
some instances, organization members may avoid meetings to prevent
themselves from experiencing stress and stress-related symptoms.
•

Decrease in Productivity

When an organization spends much of its time dealing with conflict,
members take time away from focusing on the core goals they are tasked
with achieving. Conflict causes members to focus less on the project at
hand and more on gossiping about conflict or venting about frustrations.
As a result, organizations can lose money, donors and access to essential
resources.
•

Members Leave Organization

Organization members who are increasingly frustrated with the level of
conflict within an organization may decide to end their membership. This
is especially detrimental when members are a part of the executive board
or heads of committees. Once members begin to leave, the organization
has to recruit new members and appoint acting board members. In
extreme cases, where several members leave or an executive board steps
down, organizations risk dissolution.
•

Violence

When conflict escalates without mediation, intense situations may arise
between organization members. It’s unfortunate, but organizational


conflicts may cause violence among members, resulting in legal problems
for members and possibly the organization.
6. Example
Quang is the leader of the design team of advertising company Sao Sang.
Hoang and Truong are two experienced staff members in the group. But it
seems, they can not work together and often discuss. Quang realized that
they frequently quarreled and accused each other of interfering in the
work of others. The fact that, they are so uncooperative that they affect
the work of both. As a team leader, Quang decides to find out the cause of
the disagreement between the two people and temporarily, separated
Hoang and Truong into two other working groups so they were less
exposed. Then Quang appointment to meet each other and advise in a
reasonable, subtle way. At first, Hoang and Truong did not listen and
insisted on keeping their point of view, they do not accept reconciliation.

But later, After many times Quang actively talked and advised both of
them seem to swept down. Quang pointed out the contrary for both
Truong and Hoang see, he also showed them that the impact of the heated
debate between the two people not only affected them but also the people
around them and the pace of their work. Now, Hoang and Truong are not
really in harmony, but they have not quarreled, discuss as hard as before.
The atmosphere in the group is also more cheerful, more harmonious,
work progress much faster than before.
THE END
Because of the different priorities and personalities in the workplace,
there are bound to be some conflicts among staff. When this happens, it is
best to address conflicts quickly and resolutely to get the focus back on
the job to be done. Keys to conflict resolution are varied, depending on
the situation and the people involved.