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PUB4865 ASSIGNMENT 5 2024
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PUB4865 ASSIGNMENT 5 2024
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Table of ContentsTopic: Conflict management: A thorny issue in the Public Service ................................ 2
Introduction ............................................................................................................ 2
Management as a particular group of individuals in an institution ............................. 2
Management as an ongoing and integrated process ................................................ 3
Management as a responsibility ............................................................................ 3
Management in organisational context ................................................................... 3
Management as a skill .......................................................................................... 4
References .............................................................................................................. 5
, Topic: Conflict management: A thorny issue in the Public Service
Introduction
Conflict is a process; it involves rivalry, and it also has to do with deliberate obstruction
(Overman, 2016). Referring to conflict as a process implies that conflict management
consists of several clearly identifiable steps. Rivalry is involved when one party tries
to prevent the other from realising its objectives (think of the different objectives of the
financial division and the personnel division in an institution). Scarce resources can
also be a cause of rivalry between two parties. Rivalry between parties may also result
in deliberate obstruction. Deliberate obstruction means that one party deliberately sets
about preventing the other party from 0717513144realising its objectives (Bennedsen
& Schultz, 2011). Possible conflict in such a situation includes verbal arguments aimed
at frustrating or obstructing the other party.
Management as a particular group of individuals in an institution
In any work situation where two or more people purposefully work together in pursuit
of particular objectives, someone will have the necessary authority to define the
objectives and to ensure that the human and material resources, as well as time, are
used as effectively and efficiently as possible in order to ensure optimum realisation
of such objectives. Majam and Jarbandhan (2022) point out that, it is this very
allocation of authority and responsibility that makes it possible to distinguish between
managers and operational officials in an institution.
It should be clear that one regard management as those individuals or groups of
individuals who are individually and collectively responsible and who have been
granted the necessary authority to ensure that work takes place constructively. This
individual and collective responsibility 0743895097of management means that a
manager is not only individually responsible for his or her own activities as well as the
activities of his or her subordinates, but at the same time carries a collective
responsibility as member of the greater management team for the institution as a
whole. If a manager does not carry out his or her individual management
responsibilities properly, it will affect the operations of the institution as a whole.
Individual and collective management responsibilities also increase proportionally as
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