Conflict Management

Assignment 1

Suhail Sultan Al Hammadi

4171-3204
Answer 1:

The issues of cultural conflict or conflict in modern-day business have become culturally right for
the rest of the business after the dominance of modernity. The defense of cultural differences
between works is accepted in all forms of difference, even those that are unacceptable to most
businesses, human conceives of achieving a different value in his right to difference, and this is
clearly seen in culture in works that may not be compatible in some of its values with our culture
in the resolution of conflicts that celebrate more than divergence.
Perhaps the importance of culture in the value of difference is that it has made the rights of the
different phenomena sometimes unacceptable in others, such as acceptance of sexual difference in
homosexuality, for example, and whether they are indecent in culture in the resolution of conflicts,
or some cultures in the work also by virtue of their province, concept of difference and its
realization as a central issue in some companies (as in the case study), and here the crisis of
achieving differences in cultures lies in resolving conservative conflicts, which may have been a
concern for their culture as far beyond the restricted areas. It is because cultural difference even in
the culture of the individual. Therefore, it is not objectionable to accept multiculturalism in the
work of conflict resolution, because the nature of its culture varies from one society to another,
even in the culture of companies (as in the case study) whose doctrines, races and forms of culture
from country to other.
The tendency towards difference gives multiculturalism the right to make its own truth, to defend
its culture and identity. The problem can be from achieving the concept of identity within a culture
of monotheism or analogue thinking. In other words, the right of difference may make some of
those who believe in conformity and isolation on their own identity tend to cultural hegemony on
the identity of different individuals within the same culture, because the difference also assumes a
difference within the identity of one, and this idea undermines the concept of identity from the
ground, as the identity can be a pile of different identities: vertically and horizontally, and need to
be similar to the drilling knowledge to reach identity of the origin, the identity of humanity, and
this is difficult to reach one point is identical, which made some warn of the "illusion of identity"
as he calls, or "traps of identity".
This leads us to a basic concept, the concept of the individual right to work, so that the problem of
the public and the private is on the table, but provided that the general right does not dominate the

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private right, that it is useful to understand these different identities or cultures that their right to
preserve their identity cannot go beyond preserving the individual freedom of individuals or the
individual right granted to them, in a sense that the right to culture cannot be overridden by the
individual's right to choose and self-determination. This is part of the rejection of hegemony or the
rejection of domination in the name of preserving identity, to suppress the idea of variation in the
culture itself, so being dubbed in the modern cultural debate.
Therefore, the right of culture to realize its culture later on is a matter of business, considering that
human rights are fundamental, so that cultural rights should not be opposed to culture if they give
consideration to the human right, but in the case of repression of personal freedoms, majority of
businesses are (as in the case study), human rights are general and not special in culture in business.
It is true that private freedoms cannot be made over the generality of culture, so that many cultures
do not accept personal liberties openly and openly, as in some companies, otherwise the matter
proportion and proportionality, rights are different between companies (as in the case study), but
the basic principle remains to try to strengthen the presence of the human right in the public sphere.

Answer 2:

Cultural conflicts are inevitable in small businesses. Cultural conflicts can come from multiple
sources, from superiors and subordinates to employees, as well as between employees and clients.
In any organization, managers and organizations have the right to consider conflict as negative or,
in any case, eliminate it as a problem or as a positive, which results in the cultural conflict being
used to achieve positive change.
Positive perspective
Recognize that cultural conflict is a process of natural growth and influences the corporate culture
to demonstrate a constructive culture. A cultural conflict can be beneficial for a small business if
it is handled properly. This can help the organization learn from its mistakes and identify
opportunities for improvement. Innovation can also be inspired by creative solutions for internal
and external conflicts and new ways of thinking can arise.
appeal process
Formulate formal grievance procedures for all employees. Let employees at all levels of your
company know that their voices are heard and always respond quickly and adequately to personal

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problems. This can prevent negative feelings from spreading and turning into discontent and
bitterness. It is better to deal with cultural conflicts quickly and openly. If the company is kind
enough to create a culture of cultural conflict, it can involve its employees, give them ideas and
questions about their value.
Access to the cause.
Focus on deeper causes rather than superficial implications when evaluating cultural conflicts. It
is compatible with parties to a cultural conflict that has problems with employee behavior or
corporate policies and procedures, but it is likely that these problems are caused by something
deeper. Efforts to resolve conflicts by addressing surface problems rarely lead to real change or
lasting solutions. Try to investigate the causes of accidents and problems.
For example, if the supervisor is in constant conflict with a loyal employee due to low productivity,
the course supervisor intends to direct the employee's behavior directly. However, in a more
detailed analysis, the supervisor may be aware that the employee is still not satisfied with his work
and is reviewing the disappointing results of last year. Reviewing revisions with the employee can
be more effective than setting additional performance goals.
Same votes
Give the same voice to all parties in conflict, regardless of their position, seniority or political
influence. Participants in the conflict can become defensive if they feel marginalized or in a process
that leads them in advance. It may be tempting to believe managers or motivate loyal employees
to become new employees. However, keep in mind that the confidence of most of your partners is
not necessarily infallible. Not only do you have all the opportunities to speak on an equal footing,
but also your arguments when you meditate on a cultural conflict.
Participate in decision-making and decision making.
If possible, include all parties in the drafting of conflict resolution. According to MBO, employees
are usually more committed to the objectives they helped to configure. The same applies to
decisions to resolve a cultural conflict. There is more than one party to each conflict, and all parties
must benefit from conflict resolution. Look for decisions that avoid conflicts again, instead of
simply stopping a relapse.

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References:

Clammer J. (2019) The Right to Peace? Cultural Values, Peace and Conflict Resolution. In:
Cultural Rights and Justice. Palgrave Macmillan, Singapore.
Deardorff D.K. (2018) Theories of Cultural and Educational Exchange, Intercultural Competence,
Conflict Resolution, and Peace Education. In: Chou C., Spangler J. (eds) Cultural and Educational
Exchanges between Rival Societies. Education Innovation Series. Springer, Singapore.
Leung C.T.L. (2019) Conflict Management Under International and Cross-Cultural Contexts:
Opportunities in the Belt and Road. In: Islam M. (eds) Silk Road to Belt Road. Springer, Singapore.
Turku H. (2018) Future Action to Protect Cultural Property During Conflict. In: The Destruction
of Cultural Property as a Weapon of War. Palgrave Macmillan, Cham.