Irina was faced with a dilemma: what should she do? She recently started working for an accounting consulting firm and has already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government agencies and helped to hide a significant portion of cash from taxes.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend and which were offered periodically by the firm emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.
Irina turned to Boris and Mikhail, who had been working at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on her own, then trouble would not be avoided. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create problems. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue. Irina was faced with a choice. In principle, she could have insisted on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company's employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide.
What type of interpersonal conflicts (behavior strategies) take place in the situation? Explain and support with facts.
Answer
In this situation, the following strategies of behavior in interpersonal conflicts take place:
- smoothing, the company's employees, Boris and Mikhail, encountered similar cases in their audit work. They recognized that the clients' actions were essentially wrong, but they were hesitant to reflect this in their audit reports because... they knew that the company’s management looked at this “with a blind eye”, so they did not want to create problems;
- evasion, Nikolai admitted the existence of the problem, but did nothing to move forward in resolving it, suggested that Irina talk to the head of the company if something did not suit her, i.e. abdicated responsibility.
Task 31
Read and answer the question in writing.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.
Irina turned to Boris and Mikhail, who had been working at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on her own, then trouble would not be avoided. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create problems. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue. Irina was faced with a choice. In principle, she could have insisted on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company's employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide.
Is there a constructive side to the conflict described in the situation?
If yes, then what is it expressed in?
Answer.
The constructive side of conflict resolution can be if you forget about what happened and do nothing. All employees of the company would be satisfied, and this, perhaps, would help Irina make a career. Unless, of course, you go against your conscience and the ethics of professional auditing.
Task 32
Read and answer the question in writing.
Irina was faced with a dilemma: what should she do? She recently started working for an accounting consulting firm and has already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government agencies and helped to hide a significant portion of cash from taxes.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend and which were offered periodically by the firm emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction did not go away, and she decided to discuss this problem with one of her colleagues.
Irina turned to Boris and Mikhail, who had been working at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on her own, then trouble would not be avoided. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create problems. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue. Irina was faced with a choice. In principle, she could have insisted on her own over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company's employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide.
Are there conflicts at levels other than interpersonal in the situation? Which?
Explain and support with facts.
Answer.
There is a conflict at the structural level in the situation: the clarification required by the employee. Irina turns to Nikolai, the senior in her audit group, to Boris and Mikhail, and finally to Andrei Petrovich for clarification on how to resolve the problem, whose answers Irina is not satisfied with in principle; she considers their position incorrect. Another moment when Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department.
Task 33
Read and answer the question in writing.
Irina was faced with a dilemma: what should she do? She recently started working for an accounting consulting firm and has already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government agencies and helped to hide a significant portion of cash from taxes.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend and which were offered periodically by the firm emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.
Description
Determine the right strategy for exiting the psychological game and resolving the conflict situation. Remember that you are in the role of a leader.
Irina was faced with a dilemma: what should she do? She recently started working for an accounting consulting firm and has already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government agencies and helped to hide a significant portion of cash from taxes.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, the head of the audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend and which were offered periodically by the firm emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.
Irina turned to Boris and Mikhail, who had worked at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on having her way, they could not avoid trouble. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create problems. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue.
Irina was faced with a choice. In principle, she could have insisted on her opinion over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company's employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide.
Answer the questions for your specific situation:
1) What type of conflict occurs in the situation? Explain and support with facts.
2) Is there a constructive side to the conflict described in the situation? If yes, then what is it expressed in?
3) What method would you suggest Irina use in this situation to resolve the conflict?
Task 2
In order to find out how susceptible you are to conflict, answer a series of questions (see method).
3 Procedure:
See the methodology for performing practical lesson No. 16
See the methodology for performing practical lesson No. 16
5.Test questions.
5.1. The concept of conflict. Types of conflicts.
5.2. What is conflict management?
5.3. Sources of conflicts in the organization.
5.4. Methods for resolving organizational conflicts.
5.5. Ways out of the conflict.
Methodology for practical exercise No. 16
2 Complete the work in accordance with the assignments.
3 Answer the control questions, reflect the results in the table.
4 Send the work to the teacher (or submit it for checking).
Report form
When filling out the report form, the heading “Methodology for performing practical work” should be changed to “Practical work”.
2 Purpose of the work.
3 Results of the work (shown in tables).
Exercise 1
Analyze a specific situation by answering a series of questions. Enter the result in the final table.
Task 2
For each answer “a” give 4 points, for answer “b” - 2, for answer “c” - 0. Draw the appropriate conclusion.
1. A loud argument broke out on public transport. Your reaction:
a) I do not participate;
b) I briefly speak out in defense of the side that I consider to be right;
c) I actively intervene, “causing fire on myself.”
2. Do you speak at meetings and criticize management?
b) only if I have good reasons for this;
c) I criticize on any occasion not only the authorities, but also those who defend them.
3. Do you often argue with friends?
a) only if they are not touchy;
b) only on fundamental issues;
c) controversy is my element.
4. You are standing in line. How do you react if someone jumps in line?
a) I am indignant in my soul, but I remain silent;
b) make a remark;
c) I go forward and begin to restore order.
5. At home, an under-salted dish was served for lunch.
a) I don’t notice such a trifle;
b) silently take the salt shaker;
c) I can’t resist making a comment and, perhaps, I will demonstratively refuse food.
6. Someone stepped on your foot on the street or in public transport.
a) I will look at the offender with indignation;
b) I will make a dry remark;
c) I will speak out without mincing words.
7. One of your relatives bought something you didn’t like. Your behavior:
a) I will remain silent;
b) I will limit myself to a brief tactful comment;
c) I will create a scandal because of a waste of money.
8. Unlucky in the lottery. How do you perceive this?
a) I will try to be indifferent, but in my heart I will promise myself never to participate in it:
b) I won’t hide my annoyance, but I will treat what happened with humor and promise to take revenge;
c) a ticket without winning will ruin your mood for a long time.
Summarize.
If you have from 22 to 32 points:
You are tactful and peaceful, deftly avoiding disputes and conflicts, avoiding critical situations at work and at home. The saying “Plato is my friend, but the truth is dearer!” has never been your motto. Maybe that's why you are sometimes called an opportunist. Take courage, if circumstances require, to speak out on principle, regardless of faces.
If you have from 12 to 20 points:
You are known as a conflicted person. But in fact, you only conflict when there is no other way out and other means have been exhausted. You firmly defend your opinion, without thinking about how this will affect your job position or friendships. At the same time, you do not go beyond the bounds of correctness and do not stoop to insults. This earns respect for you.
If you have up to 10 points:
Disputes and conflicts are the air without which you cannot live. You like to criticize others, but if you hear a remark addressed to you, you can be “eaten alive.” Your criticism is for the sake of criticism, and not for the benefit of the cause. It is very difficult for those who are close to you - at work and at home. Your lack of restraint and rudeness pushes people away. Isn't that why you don't have real friends? Try to overcome your temper and learn to manage yourself.
Practical lesson No. 17
Planning and time management in self-management
1 Purpose of the work:
Reinforce the concepts of the basic functions of self-management, the role of forming personal planning goals and time management.
2 Task:
2.1. Make a personal, life plan.
2.2. Analysis of the use of working time and the main reasons for its loss.
Exercise 1
Personal life plan
Make a plan for life and development in various areas of life.
1 Assessment of life situation.
1.1 Work and study.
1.1.1 Do I have a clear picture of my studies and their goals?
1.1.2 Does my studies help me achieve other life goals?
1.1.3 What are the goals of development and advancement in relation to study and work?
1.1.4 What job do I want to be doing in 10 years?
1.1.5 Am I inspired and motivated?
1.1.6 What is my motivator now? And in 5 years?
1.1.7 What are the strengths and weaknesses of my motivation?
1.1.8 What steps can I take to ensure that my work will meet my personal needs in the coming years?
1.2 Housekeeping.
1.2.1 What is my economic situation?
1.2.2 Do I have a personal budget – what is it and am I sticking to it?
1.2.3 How much debt do I have?
1.2.4 Will I receive a loan if necessary?
1.2.5 What are my financing and capital needs in the coming years?
1.2.6 What measures can I take to improve my economic situation (if necessary)?
1.3 Physical condition.
1.3.1 What is my general form?
1.3.2 What is my assessment based on (self-perception, tests, etc.)?
1.3.3 Do I regularly go to the doctor for examinations (general, special examinations)?
1.3.4 Do I regularly engage in recreational sports?
1.3.5 Am I getting enough sleep?
1.3.6 Am I eating healthy?
1.3.7 What is my weight?
1.3.8 How much alcohol do I drink?
1.3.9 Do I take care of the “building” of my body?
1.3.10 What measures can I take to improve my physical condition?
1.4 Social condition - human relations.
1.4.1 Am I genuinely interested in the opinions and points of view of others? How do I take them into account?
1.4.2 Am I interested in other people's problems and concerns?
1.4.3 Are others interested in my opinion?
1.4.4 Do I tell others my thoughts and opinions?
1.4.5 Am I a good listener?
1.4.6 Do I know how to appreciate the people with whom I communicate?
1.4.7 Do I strive to develop the people with whom I interact?
1.4.8 How do I take care of friendships?
1.4.9 How can I develop my feedback relationships?
1.5 Moral readiness – mental state.
1.5.1 Am I constantly developing myself in one way or another?
1.5.2 Do I regularly read newspapers, daily publications, special newspapers, literary works?
1.5.3 Do I follow the news of the day: from newspapers, radio, TV?
1.5.4 Do I attend training events, meetings, conferences, special courses, or engage in self-education?
1.5.6 Do I participate in joint development activities: in circles, in associations?
1.5.7 Do I have a personal development plan?
1.5.8 How can I develop my motivation and state of mind?
1.6 Family life.
1.6.1 Do I understand the importance of family?
1.6.2 What is my family situation today?
1.6.3 Will it change in the coming years and how?
1.6.4 Am I spending enough time with my family?
1.6.5 Are there any hobbies in my family?
1.6.6 Do I know my family members – their needs and opinions?
1.6.7 Can I create an open and sincere atmosphere for my family?
1.6.8 Am I creating reliable conditions for my family?
1.6.9 How can I develop my family life?
2. Setting personal ultimate goals.
2.1 Goals of my life. How important are they to me and why?
2.2 My life goal(s) must be achieved before 20__, at the latest by 20__.
2.3 What factors contribute to achieving my life goals? Which ones are the obstacles?
2.4 What are the most critical points in achieving my life goals? What can I do about this?
2.5 What do I need to use to achieve my goals - time, money, health, etc.?
2.6 Am I ready to engage these factors or do I need to change my goals?
3. Private goals and activity plans that contribute to achieving my life goals.
Reflect the result in the proposed table “Particular goals and activity plans” (see methodology).
Task 2
1. In the proposed list (see methodology), the recommendations that are of most interest are noted. To identify them from the total mass, an assessment of its importance according to a five-point system is placed in the first column next to each recommendation. Some recommendations may seem unimportant or even incorrect. They are given a low score and are not applied immediately. But it is necessary to think about under what conditions and for what type of leaders they may be useful. When viewing the instructions again, ratings are given again - what previously seemed unacceptable can become important. After determining the importance of the recommendations, the second phase of work begins.
2. Consider measures to eliminate the noted deficiencies.
In practice, it is necessary to systematically review the guidelines, supplement them and evaluate the results obtained.
Write down the 10 most important reasons for wasting time, in your opinion.
Compare them with the proposed list:
Crises;
Telephone conversations;
Poor planning;
Trying to do too many things at once;
Poor connections;
Personal disorganization;
Lack of self-discipline;
Inability to say no;
Putting things off from day to day.
Note what doesn't match and analyze those reasons more carefully.
3 Procedure:
See the methodology for performing practical lesson No. 17
DZ: Employment at an enterprise (vacant position - financier).
The problem is this: a financial employee left the company; the problem is structured), the solution is programmed.
The decision was made as follows; this problem was considered among other problems:
1. If an employee is absent for a long time, the financial side of the enterprise will suffer, i.e. analysis of funds, efficiency of their use;
2. at the same time, by hiring an employee as quickly as possible, all financial decisions will be made on time;
3. urgency of decision making – it is necessary to develop a business plan for the next financial year;
4. the employee must meet certain criteria, higher economic education, work experience, qualifications;
5. It was concluded that the problem does not have a life cycle.
Topic 15: Conflict management.
KS – Dilemma for Irina.
1. I believe that the type of conflict is a conflict of goals. An auditing firm (accounting) is its goal to identify irregularities in accounting at an enterprise.
The parties involved in the conflict see the state of the object in the future differently. (Irina is the eldest in the group, Nikolai). There is also a conflict in views, ideas, thoughts on the problem being solved.
Head of the company – Irina
Boris, Mikhail – Irina
2. The constructive side of this conflict is completely absent, because The head of the company and a senior member of the audit group are inclined to the same opinion that almost all organizations have this problem, and if you pay attention to this, their clientele will sharply decline.
3. Yes, there are. Intrapersonal conflict. Irina thought about the problem for a long time. In audit classes, the company emphasized the ethics of professional auditing, but Irina understood that if she followed through with this matter, she would lose not only her job, but also the opportunity for career growth. She understood all this, but her conscience was working inside her.
4. Nikolay - Irina - this is a style of leaving the conflict. Yes, there is a problem, but nothing has been done on Nikolai’s part.
The head of the company, Irina, is a style of conflict resolution by force. The loss of a client-manager is not happy with this turn of events.
Boris, Mikhail - Irina - this is a style of cooperation, because The manager looks at the problem, closing his eyes, then suggested that Irina do what everyone else does in order to avoid trouble.
5. Do as management requires. The director bears full responsibility for the actions of the company.
DZ - Conflict with the teacher.
|
terms |
answers |
explanations |
|
Source of conflict |
Unfair grade for knowledge |
The student is confident that he has given a complete and significant answer to the question |
|
Constructive beginnings of the conflict |
The conflict is very strong |
The student wants a grade, but the teacher does not make concessions to him. Declining morale, destruction of communication networks |
|
Conflict type |
Goal Conflict |
The teacher, with his unfair assessment, forces the student to learn the subject better before the exam. The student is sure that this grade will ruin his grade book |
|
Conflict level |
Between personalities |
The teacher and student perceive themselves as being in opposition to each other in terms of goals, values or behavior |
|
The most effective conflict resolution style |
Student: style of compromise Teacher: forceful conflict resolution style |
The student has a chance to continue the conversation during the exam; as the conversation continues, the grade will become higher; The teacher makes it clear to the student that his level of knowledge does not correspond to the curriculum, and that further conversation is pointless |
Irina was faced with a dilemma: what should she do? She had recently started working for an accounting consulting firm and had already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government entities and helped to hide a significant portion of cash from taxes.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend, which were offered periodically by the firm, emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to say to Irina O the possibility of losing a client if the fact discovered by her is reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues.
Irina turned to Boris and Mikhail, who had been working at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on her own, then they could not avoid trouble. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create a problem. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue.
Irina was faced with a choice. In principle, she could have insisted on her opinion over the head of her immediate superior. She understood that even if she was forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company's employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide.
Situation 14 Situation for analysis of communications in the company "Electro"
"Electro" is a company of 150 employees that specializes in the production of electrical appliances: coffee grinders, razors, juicers, mixers. Eight years ago, the head of the company, certified engineer Ivanov, began producing coffee grinders; every six months he released a new model.
The company has expanded greatly since Ivanov created it with a team of eight people. The success is due to two reasons: the devices are of first-class quality and reliable; The decisive factor for success, however, is the product distribution system: Ivanov sells his 4 types of products with a team of 120 people exclusively to private individuals. Responsible for sales is Mr. Kashirin, who was previously Ivanov’s first deputy.
Sales service:
a) clearly organized and works only on a commission basis;
b) sales workers are very well trained;
c) sales receive 50% of the income from each device sold.
The general rules for conducting Ivanov’s business also include the following:
a) each device is guaranteed for a year;
b) devices that have deteriorated over time are not repaired, but replaced with new ones. The buyer simply sends his defective device along with a guaranteed coupon to the company and receives a new one in return. This means that customers do not have to deal with complaints. The average share of returned goods over the past three years has been approximately 2.5% of total sales.
But recently there have been rumors that Ivanov is going to sell his enterprise to an American company. They allegedly made him a very lucrative offer. Kashirin, who travels almost constantly throughout the service area and supervises groups of sales agents, heard about this from one of his people during a joint dinner. That agent found out about this from his wife, whom he calls every evening. My wife works at a company in the quality control department. All employees of the group in which Kashirin is currently located, without hesitation, declare: if this rumor is true, then they will look for another job. They are not going to work under American leadership.
Kashirin, worried, returns to the company. The next morning, he learned from the chief secretary that Mr. Ivanov had allegedly quarreled with his wife and wanted to get a divorce. They say that he literally threw his wife out into the street at night. However, she considers the story about the sale to an American company a joke. After all, she, as Ivanov’s secretary, would have known about it if such negotiations were taking place. By the way, no one else can contact the boss for the entire week.
The commercial director of the company, Mr. Dubin, informed Mr. Kashirin that Mr. Ivanov was currently in Paris. He doesn't know anything else.
A week later, on April 1, the director appeared again. On the same day - for the first time in the entire existence of the company - the director's assistant begins his work. His last name is Zhalev and most recently he worked for the French subsidiary of Siemens Electric.
Mr. Ivanov sends all employees an internal open information letter in which he denies any intention to sell the company. These are supposedly irresponsible rumors. On the contrary, he is preparing a further expansion of the company; the company intends to include the sale of microwave ovens in its product range in the future. Therefore, he expects each of the employees to continue to take responsibility for their work, as before. In addition, in this letter, Mr. Ivanov scheduled a production meeting for the last day of this month, i.e. for Friday 28 April.
During this month, the most incredible rumors circulated: on April 19, Mr. Dubinin allegedly went to Hamburg to secretly negotiate with the Japanese there. The sales service will be dissolved and reorganized; in the future, deliveries will be made only to wholesale trade enterprises; all agents, if they remain with the company, will receive a fixed part of the remuneration and additional remuneration from turnover.
Kashirin, greatly concerned about these rumors, turns to the director in the middle of the month. As one might expect, Ivanov reacts uncontrollably. He always believed that the company's and sales policies were his business. Workers, both in production and in sales, should be glad and grateful that Ivanov, being a gifted engineer, invented devices that, due to their quality and reliability, are in great demand. It will never even occur to him to ask anyone for permission to implement new ideas.
During a production meeting, Ivanov states the following:
1. He doesn’t understand why these stupid rumors could have arisen.
2. Everything remains the same, except that instead of its own invention, the Electro company will release a microwave oven in about three months, which will be offered on the market at a price of less than DM 300. The device is installed in Russia under a Japanese license, using electronic switching elements manufactured in Japan. Also, this device will not be repaired and in case of breakdown, it will be exchanged for a new one. The commission percentage on this new device should be reduced to 25% of the sales price, but this device sells very well because... it does not go into trade as usual.
After Mr. Ivanov’s speech, the entire staff was silent. Neither agreement nor objection was visible from him. After no one expressed a desire to speak, including the leaders, Mr. Ivanov silently and shaking his head left the hall.
WORKBOOK FOR PRACTICAL WORK No. 7
Subject
Conflict and stress management
Job title
Resolving a given conflict situation
Target
work
consolidation
knowledge:
about types of conflicts,
about methods of conflict management;
about the consequences of conflicts;
about methods of stress relief;
acquisition
skills
resolve a given conflict situation;
determine ways to prevent stressful situations.
Tasks
1. Solve the production situation. Fill out the table provided. Answer the questions asked. Annex 1.
2. Solve the production situation.
Exercise 1
1.1. Answer the questions. Explain your answers
to the situation
Explanation, confirmation with facts
What type of interpersonal conflicts are present in the situation?
Is there a constructive side to the conflict described in the situation?
If yes, then what is it expressed in?
Are there conflicts at levels other than interpersonal in the situation?
What style of interpersonal conflict resolution was used by each of the participants in the events?
What would you suggest Irina do in this situation?
1.2. Write a conflict formula
Conflict
=
participants
+
an object
+
conflict situation
+
incident
Task 2.
Imagine that you received an unsatisfactory grade in an exam. This marked the beginning of an interpersonal conflict between you and the teacher. Try to describe this conflict in appropriate terms by filling out Table 2.
Short answer
Situational explanation
Source
or reason
conflict
Constructive beginnings
conflict
conflict
conflict
Most
effective style
permissions
conflict
from the outside
student
Most
effective style
permissions
conflict
from the outside
teacher
(your opinion)
for student
stress resolution
situations for a student
stress for
teacher
stress resolution
situations for the teacher
Annex 1.
Specific situation “Dilemma for Irina”
Irina was faced with a dilemma: what should she do? She recently started working for an accounting consulting firm and has already encountered an issue that could affect her future relationships with the firm. During an audit of one company, she discovered that a large amount of money actually paid to the company's employees was not properly processed through the payroll. This practice was quite common in many commercial and government agencies and helped to hide a significant portion of cash from taxes.
Irina believed that this practice was incorrect and illegal and should be reflected accordingly in the audit report. She raised this issue in a conversation with Nikolai, a senior member of her audit team. He acknowledged that such a problem generally existed, but did nothing to move forward in resolving it. Nikolai suggested that Irina talk to the head of the company if there is something in this matter that does not satisfy her.
Before going to the manager, Irina thought about this problem for a long time. The auditing classes she continued to attend and which were offered periodically by the firm emphasized the ethics of professional auditing and her firm's commitment to high ethical standards.
This finally convinced her of the need to meet with the head of the company. However, the visit to the management was unsuccessful. Alexey Petrovich, the director of the company, agreed that the practice discovered by Irina is generally not correct. However, he noted that other clients with whom they had to deal did similar things. Alexey Petrovich even went so far as to tell Irina about the possibility of losing a client if the fact she discovered was reflected in the audit report. He made it clear that he was not happy with this outcome of the case. From this meeting, Irina was left with the feeling that if she went further in resolving the problem, she would certainly acquire an enemy. Her state of dissatisfaction and anxiety did not go away, and she decided to discuss this problem with one of her colleagues. Irina turned to Boris and Mikhail, who had been working at the company for about two years. It turned out that they had encountered similar cases before in their audit work. They were surprised that Irina turned to the director of the company, bypassing her immediate supervisor - the head of the audit department. Boris and Mikhail drew her attention to the fact that if she insisted on having her way, they could not avoid trouble. They recognized that the clients' actions were fundamentally wrong, but they were hesitant to reflect this in the audit reports. They were pushed to this by the knowledge of the fact that the company’s management was looking at this “through their fingers.” So they didn't want to create problems. Boris and Mikhail called on Irina to be a member of the “team” and remove this issue.
Irina was faced with a choice. In principle, she could have insisted on her own over the head of her immediate superior. She understood that even if she were forgiven, she would immediately have to change jobs. And what is absolutely certain is that her actions will not be to the liking of her colleagues. Of course, you could just forget about what happened and do nothing. With such an outcome, she believed, the company's employees would be satisfied and this, perhaps, would help her make a career in the company. The only problem she would still have to deal with was her conscience. There was very little time to decide.