Question

This is what I had
Sry guy, can't find a subject for this - so I put under social sciences
It is under Human Behaviour in Organisation
Pls do not handwrite the answer, this is for easy reading
Question:
4c)Differentiate between intrinsic and extrinsic motivation. Propose feasible solutions to managerial or human resources issues that tap on these motivations. pls, give 1 example to support your saying.

4d) identify and describe 5 conflict-handling styles.

4 e) You are a manager supervising 5 sales representatives. One of these representatives, Tim, decided to provide a long-term client with an extended warranty outside the firm's regular policy. As a result, you have been in conflict with Tim. Draw a diagram that shows how the 5 conflict handling styles are impacted by concern for others and concern for self. Recommend which conflict handing style you would take in this scenario.

Answer 1

• 4d)5 Conflict Management Styles:-
• Accommodating – This is when you cooperate to a high-degree, and it may be at your own expense, and actually work against your own goals, objectives, and desired outcomes. This approach is effective when the other party is the expert or has a better solution. It can also be effective for preserving future relations with the other party.While this style can lead to making peace and moving forward, it can also lead to the accommodator feeling resentment toward the other party
• Avoiding – This is when you simply avoid the issue. You aren’t helping the other party reach their goals, and you aren’t assertively pursuing your own. This works when the issue is trivial or when you have no chance of winning. It can also be effective when the issue would be very costly.
• It’s also very effective when the atmosphere is emotionally charged and you need to create some space.Some examples of avoidance or withdrawal include pretending there is nothing wrong, stonewalling or completely shutting down.
• Collaborating – This is where you partner or pair up with the other party to achieve both of your goals. This is how you break free of the “win-lose” paradigm and seek the “win-win.” This can be effective for complex scenarios where you need to find a novel solution. This can also mean re-framing the challenge to create a bigger space and room for everybody’s ideas. Collaboration requires thinking creatively to resolve the problem without concessions. Collaborators are usually admired and well-respected.
• The downside is that it requires a high-degree of trust and reaching a consensus can require a lot of time and effort to get everybody on board and to synthesize all the ideas.
• Competing – This is the “win-lose” approach. You act in a very assertive way to achieve your goals, without seeking to cooperate with the other party, and it may be at the expense of the other party. This approach may be appropriate for emergencies when time is of the essence, or when you need quick, decisive action, and people are aware of and support the approach.
• Compromising – This is the “lose-lose” scenario where neither party really achieves what they want. This requires a moderate level of assertiveness and cooperation. It may be appropriate for scenarios where you need a temporary solution, or where both sides have equally important goals. The trap is to fall into compromising as an easy way out, when collaborating would produce a better solution.
• Due to time limit,remaining can be asked as another question,they will be answered,thankyou for your cooperation