How Ombudsman Ensures Conflict Resolution in Organizations - Essay Sample

Introduction

The case revolves around the concept of conflict resolution. Organizations are designed to ensure maximum corporation not only among employees but to the senior and executive management to create an environment for smooth operations and communication (Brothers, 2014). Therefore, the ombudsman has proved vital in solving organizational conflict ranging from minor to major conflicts. Notably, conflict resolution can be achieved through maintaining the independence, patience, and confidentiality of the stakeholders involved in the dispute. Using alternative measures of dispute resolution (ADR) in small organization, the ombudsman is capable of attending to people with related concerns, including the whistleblowers who seek to bring their grievances forward effectively and safely (Brothers, 2014). Besides, an organization ombudsman would offer such services, including morals and other management concerns, that can prove significant in creating a harmonious organization environment suitable for both employees and managers. The ombudsman offers mediation services that are significant in conflict resolution. The mediation services offer feedback through upwards mechanism that assists stakeholders who feel harassed or discriminated against. In sum, the organization ombudsman assists managers and employees in navigating bureaucracy and deals with complaints and related concerns.

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The key issue is the internal conflict resolution. The role of the ombudsman in resolving organization internal conflict. The organization is wary of the dangers imposed by employee-employee or manager-employee conflicts. Notably, internal conflicts are frequent experienced in evolving and small organizations and thus the need for this independent practitioner (Brothers, 2014). Managers can do their best in managing employee conflicts; however, they have become overwhelmed with increased nature and dynamism of the conflicts and thus the need for a better trained and independent body for handling such conflict. Moreover, there exists a significant difference between the approaches of the ombudsman and that of managers in handling internal conflict resolution. Ombudsman provides independence and much privacy needed, which enable free employee approach as opposed to the managerial approach.

Therefore, two alternative causes of action exist-internal conflict resolution through managers or through the office of the ombudsman. Managers are not only tasked with the responsibility of managing conflict; in fact, it is one of the least concentrated functions of mangers (Gadlin, 2014). The management is concerned with the coordination and allocation of resources and ensuring that an organization's objective is achieved. Therefore, small and growing organizations that are in midst of conflict management significant in shaping resources and achieving organizational objectives should understand the essence of incorporating the services of ombudsman rather than relying on management. Moreover, workplace rifts and organizational culture gave proved valuable in defining the importance of internal conflict resolution of the ombudsman. Therefore, managers cannot concentrate only on employee conflict resolution, but they are rather overwhelmed with other strategic functions, thus making them pay little attention to internal conflict resolution (Gadlin, 2014). Ombudsman majorly concerned with internal conflict resolution, which has translated to peace restoration in working places and overall organization productivity. At the brinks of creating an effective market entry or controlling a significant market share, small and medium organizations need effective coexistence leading to growing their operations and thus the significance of ombudsman at this growth stage.

In comparison to the ombudsman and managerial conflict resolution, it is evident that the services of the ombudsman are effective. Mangers have been spending more time in internal conflict resolution as opposed to the ombudsman, who takes less than one week performing the same task. Moreover, employees have been ascertained to feel much comfortable and free while being attended to by the ombudsman than the managers (Myers & Witzler, 2014). The ombudsman asks relevant questions, how the employees are fairing in the organization, and after that device suitable solutions in putting an end to the conflict. Mangers may be biased against particular employees a thus making employees feel insecure while sharing their workplace concerns. However, the ombudsman is a neutral body that serves employees to better organization productivity. The role of the ombudsman is to act confidently while incorporating safety measures that assist resolve internal conflict in an organization. Notably, the role of the ombudsman is not just limited to offering solutions to crisis solutions but rather to work closely with teams and individuals to address conflicts, concerns, and explore multiple available options (Myers & Witzler, 2014). Therefore, an organization ombudsman is not only charged with the responsibility of conflict resolution but also incorporates naturally occurring conflicts to the advantage of the organization. Managerial conflict resolution has been associated with significant challenges ranging from bias to ineffectiveness. Therefore, the benefits of seeking the services of ombudsman include reduction of litigation cases caused by unbridled conflicts, early warning signs that the management may overlook, and reduced cases of discrimination and harassment.

Undeniably, organizations should incorporate the services of ombudsman over managers. Ombudsman has proved impartial, fair, and trusted by many organizations. And just like Siggia mentions in the case study, 'the struggles of people become so overwhelming that the managers or well-trained persons like him cannot handle', and thus to deal with internal conflicts effectively the services of the ombudsman is essential.

References

Brothers, L. M. (2014). Identity and culture in ombudsman practice. Conflict Resolution Quarterly, 31(4), 421-434. https://doi.org/10.1002/crq.21095

Gadlin, H. (2014). Toward the activist ombudsman: An introduction. Conflict Resolution Quarterly, 31(4), 387-402. https://doi.org/10.1002/crq.21099

Myers, L., & Witzler, L. (2014). Two perspectives on learning the organizational ombudsman role. Conflict Resolution Quarterly, 31(4), 447-462. https://doi.org/10.1002/crq.21096