{"componentChunkName":"component---src-templates-node-blog-js","path":"/en/blog/rola-managera-w-konflikcie-pracownikow","result":{"data":{"nodeBlog":{"id":"e94d1b03-3e03-5aad-866c-627fa957bc4b","drupal_id":"f4fcfe4c-f31b-4ab4-933c-544763d16bb7","drupal_internal__nid":1110,"internal":{"type":"node__blog"},"title":"Rola managera w konflikcie pracowników","body":{"summary":"","value":"\r\n
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W firmie Pogodny i Spółka wiodącej firmie z branży klimatyzacyjnej aż ściany się trzęsły od podniesionych głosów dwóch mężczyzn. Witek (szef sprzedaży) i Marek (szef produkcji) bardzo się pokłócili. Ich szef Tomasz zorganizował spotkanie, na którym przedstawił możliwe sposoby rozwiązywania konfliktów, poprosił pracowników o spisanie swoich potrzeb na chłodno, gdy opadną już emocje:

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Marek: Zależy mi na możliwości organizacji produkcji z wyprzedzeniem. Nagłe zmiany dezorganizują linię produkcyjną, powodują przestoje i frustrację ludzi, wymagają zmiany grafików pracy pracowników, nagłe nadgodziny. Chcę otrzymywać informacje o zamówieniach na dane produkty z co najmniej dwutygodniowym wyprzedzeniem – planowanie w takiej perspektywie czasowej zapewnia nam konieczne minimum efektywności.

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Witek: Zależy mi na możliwości swobodnej sprzedaży i reagowania na potrzeby rynku. Jeśli udaje mi się spotkać z klientem a potem muszę go poinformować, że nie zdążymy wykonać projektu w założonym przez niego terminie to wpływa źle na wizerunek firmy i wyniki finansowe mojego działu. Chcę aby dział produkcji realizował zamówienia w krótszych terminach – na tym zależy klientom.

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Tomasz podsumowuje notatki pracowników: Z tego co widzę sytuacja ma się następująco. Marek chce otrzymywać zamówienia na produkty z co najmniej dwutygodniowym wyprzedzeniem, Witek natomiast oczekuje, aby dział produkcji realizował zamówienia w krótszych terminach…

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Marek: No i znów wracamy do punktu wyjścia…

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Witold: Nie koniecznie! W zasadzie… to te dwie sprawy się nie wykluczają! Nie wiem jeszcze dokładnie jak to zrobić ale można by opracować jakiś taki system wymiany informacji, żeby produkcja dostawała „cynk” jakie produkty mogą być potrzebne już na etapie naszych negocjacji z klientami…

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Marek: …no w zasadzie to by mogło zdać egzamin. Kiedy nie mamy konkretnych zleceń to i tak uzupełniamy stany magazynowe. To już lepiej uzupełniać je o to co się najprawdopodobniej zaraz sprzeda… ale co z tymi wszystkimi ekspresowymi zamówieniami dla Ewy Mróz…

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Panowie zaczęli wymyślać rozwiązania trudnej sytuacji w zgodzie i dobrych humorach. 

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Po kilku godzinach Marek spotyka Magdę - pracownicę HRu

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Marek: Wiesz co Magda, szef naprawdę mnie zaskoczył. Nie sądziłem, ze tak łatwo można znaleźć rozwiązanie naszych ciągłych spięć z Witkiem. Jeszcze nie wszystko obmyśliliśmy do końca ale pierwszy raz odkąd Witek tu jest w zasadzie zaczęliśmy współpracować…

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Magda: Bardzo mnie to cieszy. Takie konflikty na linii produkcja – sprzedaż to w wielu firmach „chleb powszedni”. Dobrze, że wam się udało wymyślić wspólne rozwiązanie. Czasami tak to już jest, że gdy dwie strony nie mogą się dogadać musi pojawić się trzecia – to właśnie rola menadżera.

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Magda: Na każdym z etapów eskalacji konfliktu menedżer może pełnić różne role jako „trzecia strona konfliktu” czyli reprezentant firmy mający na celu działanie dla dobra całej organizacji. Rolą menedżera jest kontrolowanie rozwoju konfliktu poprzez zapobieganie napięciom, rozwiązywanie konfliktów i powstrzymywanie walk wewnątrz zespołu.

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Chcesz dowiedzieć się więcej jak to można robić? Zapraszamy do e-learningu dotyczącego zarządzania konfliktem!

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