Conflict Power and Motivation

CONFLICT, POWER AND MOTIVATION 5

ConflictPower and Motivation

ConflictPower and Motivation

Globalizationhas brought about competition between firms, with every organizationtrying to attract and retain the best employees regarding skills,expertise and performance. According to Cherryand Jacob (2013), contemporary nurse managers are being faced withvarious challenges among them, keeping the employees motivated enoughto enhance performance and avoid losing them to their rivals. One ofthe factors leading to the lack of employee motivation is the lack ofrecognition or appreciation. From personal experience, it isimportant to point out that it is important for nurse managers toappreciate their employees whenever they accomplish something.

Cherryand Jacob believe that many contemporary nurse managers do notrecognize their employees because they demand so much regardingperformance (2015). The increased competition has forced many nursemanagers to concentrate so much on underperformance and overlook thesmall accomplishments of their employees. As a result, many nursesare not motivated and lack the drive to steer their organizationtowards achieving the set goals.

Theother greatest challenge facing the nurse manager today is choosingthe suitable type of power for supervising the subordinates.According to Garcia and Santa-Bárbara (2009), it is important for anurse manager to exercise the appropriate power and leadership styleto create good relations between the employees and the management.There are several types of power which a manager can choose tosupervise his or her subordinates. A nurse manager utilizes personalpower after establishing strong personal relationships with theemployees either through experience or age. Positional power is usedby a manager who takes the role of the supervisor by the mere factthat his or she has been given that title.

Thethird type of power is reward power. Just as the name suggest, Rewardpower is based in the ability of the manager to recognize andappreciate employees` good performance and achievement throughrewards (Garcia and Santa-Bárbara, 2009). From experience, I wouldpoint out that reward power is one of the most preferred types ofpower in nursing since it makes the employees feel valued and, as aresult, remain motivated and focused in exhibiting the desiredbehavior and performance. Coercive power is exercised by a managerwho withdraws privileges or imposes penalties on employees who do notmeet the required standards. According to Cherry and Jacob (2013),many nurse managers in today`s competitive markets are forced toadopt coercive power to ensure their employees achieve the requiredlevel of performance. However, coercive power is creating manyproblems for the nurse manager such as bad relations with theemployees and lack of motivation.

Legitimatepower is based on the notion that the subordinates believe that themanager has the right to power and can impose any law. A manager whosupervises the subordinates using this type of power is obeyed andrespected by employees as a result of fear. This type of power buildspoor relations between the employees and management. Legitimate powerhinders upward communication of issues which is essential fordetecting and solving potential, serious issues such as employeeconflicts (Garcia and Santa-Bárbara, 2009).

Referentpower is created through the opinions of the employees about theirmanager. For instance, the subordinates who admire the personalityand qualities of their managers feel proud to identify with him orher and strive so hard to perform similarly. On the contrary, ifsubordinates think that their manager is not self-driven and lack therequired qualities, they don’t have the passion to meet the settargets and conform to the required code of conduct. Expert power isthe ability to manage others not because one has been given the roleof a manager, but because he or she is considered an expert by otheremployees in the organization. Expert power comes as a result ofpassion and commitment to execute the assigned duties to one`s bestability and, as a result, takes a power role over others.

Asa nurse manager, it is normal to face conflicts at the workplace andhence one must be well equipped and prepared to solve them. To comeup with effective solutions to conflicts, a manager is supposed tounderstand the components of the conflict process model(Mitchell, 2010).One of the components of the conflict process model is competition.Competition comes about when one of the conflicting parties aims tosatisfy its interests regardless of the consequences and the impactsof the outcome on the other parties. Collaboration is a situationwhere all the conflicting parties agree to solve a conflict in such amanner that all the parties satisfy all their concerns. Incollaborating, the parties try to solve the conflict by clarifyingall their differences instead of accommodating their varying pointsof views (Mitchell,2010).Many successful managers utilize this element to ensure thatconflicts are efficiently resolved and avoid a repetition of similardisagreements in future.

Theother component of the conflict process model is avoidance. Avoidanceis a situation where the conflicting persons/parties recognize thatthere is a disagreement but try to ignore or contain it. Inavoidance, the two conflicting parties try to avoid each other orcompletely ignore that there is some disagreement existing betweenthem. Accommodation happens when one of the conflicting partiesforegoes its interests and lets the other party satisfy its intereststo end the conflict. Compromise as a component of the conflictprocess is a situation in which each of the conflicting parties iswilling to give up something to solve the conflict. According toMitchell, compromise is a component that many nurse mangers try toutilize, to ensure each of the conflicting party come out of theconflict being satisfied(2010).

References

Cherry,B., &amp Jacob, S. R. (2013). ContemporaryNursing, Issues, Trends, &amp Management, 6: Contemporary Nursing.Elsevier Health Sciences.

GarcíaGarcía,I., &amp Santa-Bárbara, E. S. (2009). The relationship betweennurses` leadership styles and power bases. Revistalatino-americana de enfermagem,17(3),295-301.

MitchellR.C. (2010). Introductionto Conflict Management.Retrieved from: http://www.csun.edu/~hfmgt001/cm1.htm