Question 5
[16 Marks]
a) Create ONE scenario of not more than 300 words of an interpersonal conflict situation
which is caused by poor communication and scarce resources in your company. (4 marks)
b) Name the conflict management style(s) (you can use more than one conflict management
style) that that you will use to resolve the conflict described in (a). Motivate your choice in
relation to how it can aid in converting the dysfunctional conflict described in (a) into a
functional conflict.
(3 marks)
c) Write a 3 person dialogue where you take the role to resolve the conflict between your
sub-ordinates. You will need to show you will resolve the conflict scenario you described in
(a) and convert it into a functional conflict using the conflict management style(s) discussed
in (b). You will have to demonstrate effective communication skills, active listening and
problem solving skills in the dialogue.
(9 marks)
Question 6
[14 Marks]
The collective bargaining unit has been tasked to negotiate a salary increment with the
Management.
a) Explain clearly the mandate you are using for the negotiation on both groups. (2 marks)
b) Explain the Best Alternative to a Negotiated Agreement (BATNA) for each group and
explain the criteria you used to arrive at each BATNA.
(3 marks)
c) What is the Zone of Potential Agreement (ZOPA) for the two groups?
(1 mark)
d) There are 3 shop stewards and 3 Management staff members (assign names & titles to
the people) at the negotiation table. Write a dialogue clearly showing the use of the 4
points of principled negotiation to reach an agreement on the salary increment. Make
sure the dialogue includes the mandate mentioned in (a) and agreement falls within the
ZOPA mentioned in (c).
(8 marks)
Question 7
[10 Marks]
It has been brought to your attention as a Manager that one of your newly appointed
employees has been coming to the office late and leaving early. The employee is also falling
behing with work. You have called the employee to your office to address the issue. You have
decided to apply the positive discipline approach in this case.
Create a two-person dialogue between you as the manager and the employee to apply
positive discipline.
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