UNIVERSIDAD EAN

FACULTAD DE ESTUDIOS EN AMBIENTES VIRTUALES

MAESTRÍA EN GERENCIA DE SISTEMAS DE INFORMACIÓN Y PROYECTOS
TECNOLÓGICOS

DESARROLLO DE COMPETENCIAS DIRECTIVAS Y MODELOS DE ALTA

GERENCIA

MANEJO DEL CONFLICTO Y NEGOCIACIÓN: EL GERENTE EN ACCIÓN - PARTE B

AUTOR
TITO EDUARDO MOLINA ESLAVA

TUTOR
IVAN VLADIMIR ONTIBON GONZALEZ

BOGOTÁ, D.C, 19 DE NOVIEMBRE DE 2017

 RESUMEN

En este documento nos autoevaluaremos respecto a nuestra habilidad para el manejo

de conflictos y negociación. Podremos ver un análisis sobre situaciones puntuales
donde se debe dar el mejor manejo a la situación y solución del conflicto.
 CONTENIDO
RESUMEN................................................................................................................................................... 2
CONTENIDO............................................................................................................................................... 3
1. INTRODUCCIÓN ............................................................................................................................... 5
2. ANALISIS ENCUESTA MANEJO DE CONFLICTOS ................................................................. 7
3. CUESTIONARIO DE DIAGNÓSTICO PARA MANEJAR CONFLICTOS ................................ 7
3.1. Write down two paragrapsh explaining two aspects or insights of this skill that
are most important to you. Might be areas of weakness, the area’s most want to
improve, or the most relevant areas for a problem that is facing at this time..................... 7
3.2. Identify the scenario or situation where to apply this skill. Set performance plan,
indicating a description of the situation. Who else is involved? When will? Where it will
be held? .................................................................................................................................................. 8
4. CASO “Milks Inc.” ............................................................................................................................ 9
4.1. According to Chapter 7 on conflict management from guide book, what are the
salient situational factors? Justify your answer. ........................................................................ 9
4.2. After reading chapter 7, please respond what is the strategy most appropriate
way to conflicts? Justify your answer. ........................................................................................ 10
5. CONCLUSIONES ............................................................................................................................ 11
6. REFERENCIAS BIBLIOGRÁFICAS ............................................................................................ 12
 1. INTRODUCCIÓN

Los conflictos son hechos inevitables e importantes en la vida personal y empresarial.

Una de las habilidades principales que debe tener un directivo, en cualquier área que
se desempeñe, es el manejo de conflictos. Los líderes deben tener claro y saber
diferenciar entre la persona y el problema.
 Manejo del conflicto y negociación: el gerente en acción

2. ANALISIS ENCUESTA MANEJO DE CONFLICTOS

Después de desarrollar por primera vez la encuenta para el manejo de conflictos, se

puede ver que me encuentro en el cuartil inferior (104 y menos), donde por mi poca
experiencia tengo un bajo conocimiento en desarrollo de conflictos y manejo de los
mismos.

Una vez leido el capitulo y realizando ejercicios y mas estudio y lecturas, puedo
comprender un poco mejor sobre el manejo de conflictos. Desarrollo la misma encuesta
por segunda vez, el resultado me arroja que estoy en el tercer cuartil. Aunque no es lo
esperado, se encuentra una mejora debido a las lecturas realizadas y nuevos
conceptos y ayudas para manejos de conflictos.

Seguramente ya aplicando y ejerciendo todo lo aprendido y estudiado, con el tiempo se

irá mejorando las habilidaddes para resolver conflictos.

3. CUESTIONARIO DE DIAGNÓSTICO PARA MANEJAR

CONFLICTOS

3.1. Write down two paragrapsh explaining two aspects or insights of this skill
that are most important to you. Might be areas of weakness, the area’s most want
to improve, or the most relevant areas for a problem that is facing at this time.

Of all the aspects evaluated, I consider the aspects where I see the greatest deficiency
as the most important, since this can cause a stumbling block in the resolution of the
conflict.

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 Manejo del conflicto y negociación: el gerente en acción

I avoid making personal accusations and attribute them to selfish motives

of the other person: In this aspect I always relate any conflict to personal issues,
where the person to think only for their benefit or only their welfare does not see the
consequences of what their actions can take to have when not reviewing the connection
of their tasks and responsibilities with the rest of the activities that involve colleagues,
other dependencies and the overall good performance of the organization.

We must first recognize the conflict, and establish a good and constant
communication and learn to differentiate between the person and the problem.

I look for additional information asking questions, which give specific and
descriptive information: As in most cases, there is a fear of saying openly and directly
what are the defects, nonconformities and improvements that someone with higher rank
should have in our work. For this reason, we do not trust completely what the work team
exposes when we ask for feed back on any complaint or any fault committed by a
manager.

A better atmosphere of trust must be established and parciability and positive

reception must be communicated to the information and improvements requested.

3.2. Identify the scenario or situation where to apply this skill. Set performance
plan, indicating a description of the situation. Who else is involved? When will?
Where it will be held?

Currently, any type of service or problem that arises on a day-to-day basis is assigned,
as well as activity tasks for improvements, maintenance, among others. One of the
technicians of the help desk, presents many breaches especially in the scheduled tasks.

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 Manejo del conflicto y negociación: el gerente en acción

A follow-up plan is established through software and weekly meetings where the
pending tasks of the assigned tasks will be personally requested.

It will be held in my office every Thursday, where it is established as a goal the

fulfillment of all the tasks assigned in the week and if a justification is not made. A
commitment is established and if it is not met with a reasonable justification, it is
established that the Saturday following the week will come to perform the missing tasks.
It is done with each technician separately.

3.3. How do you know if your performance was effective? Please explain what
are the indicators of success to measure your performance?

It takes as a solution to the problem, options to obtain mutual gains. Through the follow
up plan, the problems posed by the conflict with the assigned tasks are established in
common agreement as a solution, a systematic way to take the pending cases. The
availability of a rest day is also taken in agreement if the assigned tasks are not fulfilled
as well as the departure one hour before a day a week for a month from the technician
who has resolved more cases satisfactorily.

It is shown month by month through the management indicators, a better

performance in response times and cases attended.

4. CASO “Milks Inc.”

4.1. According to Chapter 7 on conflict management from guide book, what are
the salient situational factors? Justify your answer.

The main external factors identified in the case of Milks Inc. are:

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 Manejo del conflicto y negociación: el gerente en acción

 Company credit policies.

 Competition credit policies.

4.2. After reading chapter 7, please respond what is the strategy most
appropriate way to conflicts? Justify your answer.

I would take the collaborative method to solve the problem together. In this method, the
positions of both parties are equally important. They should have the same importance
to the quality of the result and the equality in the decision making.

Both parties are on the same path committed to the solution. The best decision
must be made without any of the parties feeling disadvantaged. The company already
has policies that must be respected, but with the change and the competition that are in
a type of change that is not totally different from those that already are.

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 Manejo del conflicto y negociación: el gerente en acción

5. CONCLUSIONES

Los conflictos son procesos que deben ser analizados, deben ser administrados por
medio de herramientas o técnicas que nos permiten tener la mejor negociación o
resolución del conflicto.

Se deben priorizar los intereses, tener una buena comunicación para un proceso
de dialogo donde ambas partes participen y sepan las pérdidas o ganancias que
pueden tener.

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 Manejo del conflicto y negociación: el gerente en acción

6. REFERENCIAS BIBLIOGRÁFICAS

Whetten, D., & Cameron, K. (2011). Desarrollo de habilidades directivas, Octava edición.
Obtenido de PEARSON EDUCACIÓN, México, :
http://www.farem.unan.edu.ni/investigacion/wp-content/uploads/2015/04/31-Desarrollo-
de-Habilidades-Directivas-8ed-Whetten.pdf

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