Your final research paper will be based on the topic you chose in Week One. You may use some of the readings assigned in the class and expand on your topic. To complete this task, your pages of substantive content toward your final paper must be submitted in APA format – see information for APA 7th edition in the Resources
Week 6 Assignment
In the whole of the US, the sector of law enforcement or police is one of the most uncertain professions where police managers or officers face various difficult tasks in their organization. It includes lining up their members for the favorable evolutions of their work styles and behaviors due to numerous issues such as organizational change and public criticism. Through the research, it has been revealed that organizational justice which comprises the fair behavior of the supervisors towards their subordinates and the production of several beneficial work-related outcomes among police officers plays a crucial role in managing overall conflict in law enforcement agencies and organizations. The theory of fairness heuristic highlights the insight on the casual insight which identifies the overall organizational justice effect. According to this theory, fair supervisor treatment towards their subordinates is very crucial as it lets the organization inform the employees that the organization’s identity neither stands at rejection risk nor exploitation (Wolfe, Rojek, Manjarrez Jr. & Rojek, 2018). This theory had been built upon the idea that uncertainty amongst employees about their future can threaten the employees’ identification in the organization. To balance the uncertainty among the organizational police officers, the organization’s supervisors are highly required to focus more on evaluating the fairness in their premises.
Meanwhile, ignoring the aspect of organizational justice in law enforcement organizations might offer very bad and negative results to the overall organization. According to various scholars, police subordinates are more likely to feel engaged and engrossed in the organization when they believe that their supervisors are treating them on a fair basis. The Social psychology of justice proves that organizational justice can be traced to Adams based on their work equity theory (Wolfe, Rojek, Manjarrez Jr. & Rojek, 2018). The author of the Social Psychology of Justice, Adams, argued that organizational justice not only needs to be based upon fair treatment but also on individual assessments of the result allocated to everyone.
Role of the police in the conflict management of the organization\
The scenario of conflict has changed highly in this era, unlike previously conflicts had been used to managed by the directors of the organization. Today, it has been managed by the departmental managers, organizational managers, and directors collaboratively. It is because the complexities of conflict have been characterized in this world by various organizations. That’s where police organizations and agencies get grasped into these conflicts and develop clear and sustainable strategies to manage those conflicts fully (Väyrynen, 2019). However, if the organization fails to manage the organizational conflict then it becomes very obvious to the organization and they face a lot of struggle in usually degenerating the conflicts which in lothe ng terms turn to organizational major wars and destruction of the overall goodwill. Therefore, it becomes very crucial for all organizations whether small, mid-sized, or big MNCs to raise conflict management and conflict resolution on their premises. Both terms are different, however crucial for the organizations to draw a line of separation to understand how to manage the conflict and how to resolve them completely with the right strategies.
To seek out the differences between the two, Wang said that the concept of conflict resolution focuses on eliminating the whole conflict from the organization. Meanwhile, according to Paul and Brahma, conflict resolution is more of an analytical and problem-solving approach to conflict. It helps in finding out the factors which create the conflict in the premises. They said that it is the concept that targets controlling the conflict when the chances of its management are zero. Moreover, various causes can create organizational conflict. It includes knowledge differences, basic values & beliefs, power competition and recognition, autonomy drive, personal dislike, goal differences, economic differences, group loyalties, and more. As a result, there is nothing wrong with saying that most of the conflict between individuals and organizations is caused by various means (Väyrynen, 2019). Through the reports from WHO, it had been revealed that police agencies had played a crucial role in various community-based suicide prevention acts which was a result of these conflicts. They assist the organizational employees by ensuring that they receive full mental support with the proper treatment and should avoid facing and indulging in conflicts in the coming years.
Techniques for resolving the conflict in the organization
Conflicts are inevitable and uninvited and if kept unmanaged, then they might result in a negative impact on the organizational employees. Hence, it is very important to resolve the conflict and also ensure that the individuals indulged in the conflict do not end up being under any emotional stress. The organization needs to put a balance between resolving the conflict for arriving at a particular decision and likewise maintaining the emotional health of the employees. Furthermore, it is said that past researchers have put two views on organizational conflict (Caputo, Marzi, Maley, & Silic, 2018). As per the traditional aspect, conflict amongst the people and organizations is a bad way and can lead to the organizational goals being unachieved. Therefore, it is suggested that it should be avoided or discouraged. On the other hand, the modern view of conflict concentrates on highlighting that conflicts are constructible and good. It promotes various thinking and opinions and should be encouraged in the organization to receive multiple ideas and solutions for organizational problems.
If conflict amongst police organizations is positive, then conflict is highly required for developing the right atmosphere It helps the police officers to think originally and present their opinions and thoughts to their supervisor without any fear. Even then the police subordinates also possess chances of resolving the conflict in the agencies. Moreover, this research listed various conflict resolution techniques to resolve the conflict which includes
Collaboration or confronting
With this technique of conflict resolution in police organizations, the police members involved in the conflict come forward to discuss the problem with their supervisors open-mindedly. In this method, the police subordinates focus on resolving the conflict and finding a solution that could be beneficial for the team members (Caputo, Marzi, Pellegrini & Rialti, 2018). With the help of personal opinions and reviews, the police subordinates try to find a solution that could be beneficial for them and their team as a whole. Hence when everyone collaborates keeping their conflict aside, the organization’s targets will be achieved.
Sometimes the conflicts between the police officials become so severe that they can’t arrive at one decision. As a result, it is the responsibility of the police supervisors to coordinate with them and help them in finding any middle path that could be beneficial for the organization as a whole. This technique for conflict resolution might be temporary and cannot provide a long-lasting result for the organization. It gives a sense of feeling to the police subordinates that their decision is not valuable and meaningless to the organization.
Avoiding or withdrawn
In some organizational situations, there comes a time when one police subordinate feels that he should withdraw himself from the conflict and go with what other subordinates are saying as it might give more fruitful results (Caputo, Marzi, Pellegrini & Rialti, 2018). On the other hand, in some situations, the police officials make complete silence and avoid conflict. It is the best tactic when one person in the organization is fully charged or angry to fight. As a result, avoiding conflict may attract the people in the supervisors’ eye and they can able grow more in the organization.
In various situations, it tends to come out that one subordinate is forcing his or her decision on another without giving them the chance to speak out. That’s where the organization fails to accomplish the desired results. It tends that some people feel like losers instead he was the winner, however, does not get the chance to speak. Many police supervisors use this technique of conflict resolution to find out whether the conflict is necessary or not.
This conflict resolution technique is mostly used in those organizations where the atmosphere seems to fill with distrust amongst the employees and no employee or police subordinate is ready to come forward and resolve the conflict in peace. Here in this scenario, the organizational subordinate takes charge and tries to make the surroundings peaceful with nice words and emphasizing both the conflict parties’ decisions. Hence, the subordinate is acting as a catalyst for breaking down the discomfort involved in the conflict.
In the end, it can be concluded that conflict management and resolution both have their identities and roles to be played in the organization. Hence whether it’s law enforcement agencies or any other kind, the supervisors need to end the conflict going on in their organization so that they might not feel any struggle in accomplishing their goals. The police supervisors need to end the conflict in their departments and agencies because if the conflict remains unattended and unsolved, then it will be a great problem for the police officials, city, state, and country as a whole.
Wolfe, S. E., Rojek, J., Manjarrez Jr, V. M., & Rojek, A. (2018). Why does organizational justice matter? Uncertainty management among law enforcement officers. Journal of Criminal Justice, 54, 20-29. Retrieved on 2nd October 2022, from: https://www.sciencedirect.com/science/article/pii/S0047235217304518
Väyrynen, R. (2019). From conflict resolution to conflict transformation: a critical review. The new agenda for peace research, 135-160. Retrieved on 2nd October 2022, from: https://www.taylorfrancis.com/chapters/edit/10.4324/9780429441745-10/conflict-resolution-conflict-transformation-critical-review-raimo-v%C3%A4yrynen
Caputo, A., Marzi, G., Maley, J., & Silic, M. (2018). Ten years of conflict management research 2007-2017: An update on themes, concepts, and relationships. International Journal of Conflict Management. Retrieved on 2nd October 2022, from: https://www.emerald.com/insight/content/doi/10.1108/IJCMA-06-2018-0078/full/html
Caputo, A., Marzi, G., Pellegrini, M. M., & Rialti, R. (2018). Conflict management in family businesses: A bibliometric analysis and systematic literature review. International Journal of Conflict Management, 29(4), 519-542. Retrieved on 2nd October 2022, from: https://www.emerald.com/insight/content/doi/10.1108/IJCMA-02-2018-0027/full/