Solution
Conflicts– This is defined in Personnel today (2012) as the internal misunderstanding or disagreement occurring between the colleagues/leaders. The outcome of these disagreement is lack of cohesion and workplace collaboration.
Misbehaviours– According to CIPD (2020), misbehaviours entail intentional actions by organisation members violating the main organisational and/or societal norms.
The examples of the employees conflicts include bullying, discrimination and harassments and serious examples of conflicts in workplace. As evidenced in Ovádek and Willemyns (2019) the features of this include their management by holistic evaluation of the employees relations. Also, conflicts could be managed for improving performance.
The examples of misbehaviours include sabotage, cyberslacking, incivility and substances abuse. Conversely, for their features, these include their presentation in varying forms. Also, the misbehaviours are threatening to staff safety and legl issues.
Differences
According to Hislop et al. (2019), misbehaviours are individual-based and occurring in a natural manner. Additionally, conflicts tend to increase when people involved make sure that organisation objectives are achieved. For misbehaviours, they are ungrouped.
Also, considering misbehaviours, effective management to promote legislations and policies lead to conflicts failure to be legally controlled. The different conflicts can be characterised by go slows, protesting, distraction from their jobs. This is with misbehaviours leading to personalised issues of commission/omission.
Informal and Formal Conflicts
Informal Conflicts- According to Menkel-Meadow (2021), these are identified to originate from issues which emerge from unofficially misunderstanding of staff. Also, formal conflicts come from issues of organisation change.
Formal Conflicts– Formal conflicts also come from issues linked with changes in organisations.
The examples of informal conflicts include two employees not getting along, rivalry of teams and departments and mistrust and cooperation of various employees groups and management. The formal conflict examples include conflicts amongst people, involvement of colleagues/employees and management.
For features, they are noted as presence of lower misunderstanding or clash of two people. Formal conflicts also come from issues linked with changes in organisations. Further, informal conflicts come from failure to prioritise on organisation objectives and employees interest.
Considering formal conflicts, this is identified as alternatives for conflicts management holistically managed. Also, to ensure opinions are varying in organisation culture, employees disagree on core challenges impacting a successful organisation operations.
Differences
The formal and informal conflicts are noted in Hislop et al. (2019) as different in terms of their expectations. Further, formal conflicts, miscommunication issues and misrepresentation of challenges prioritised and noted as major causative factors. For MNGHA case, due to prevalence of formal conflicts, Menkel-Meadow (2021) note the absenteeism and challenges with accidents to work in such an environment leading to a lot of challenges.
2.2 Official and Unofficial Employee Action
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