1.

The conflict has given rise to situations where it gets difficult for people or groups to
work together. It appears in every profession. To form better working conditions
Conflict management is required. Nearly all working places will display some extent
of conflict over time, hence we'd like various conflict resolution strategies to mitigate
such conflicts.

Unions are our employees, and ultimately, all of the groundwork is handled by them.
We must understand their expectations, ease their anxiety, and earn their trust. If in
the end, we fail to solve conflict productively, our employees will lose trust in us, and
further, they will fail their ability to work collectively and divert from the
organization's success. Therefore, we must cater to the conflict before it starts
affecting the productivity of our organisation. Conflicts are often encountered in the
following forms in –

 Intra-personal level – This occurs within the individual due to actual or

perceived pressures from incompatible goals or expectations.
 Inter-personal level – This occurs within the individual due to actual or
perceived pressures from incompatible goals or expectations.
 Inter-group level- This occurs between groups in organizations
 Inter-organizational level – This occurs between organizations

To avoid it we must do Conflict Management, to which there are certain techniques to

practice. There are certain techniques we'd like to use on the current scenario i.e. on
salaries and other matters. These techniques should be evaluated and reviewed in the
current scenario at the end.

 Withdraw/Avoid
 Smooth/Accommodate
 Compromise/Reconcile
 Force/Direct
 Collaborate/Problem Solve

Withdraw or Avoid

In this conflict resolution technique, we avoid the conflict & permit it to resolve
itself. This method is helpful when stakes are low and it's likely the conflict will
disappear on its own as this technique saves time that we can invest in other
productive activities. This technique will not be useful in this scenario because,
individuals involved in the conflict are major stakeholders. The
issue doesn't require an excellent time investment but proper attention. Withdrawing
or avoiding conflict may weaken our position as a project manager because parties
might imagine we're lacking skills and aren't authoritative. In this scenario,
escaping isn't an answer.

Smooth or Accommodate

In this conflict resolution technique we deal with finding areas of agreement and tries
to smooth things and avoids tough discussions. In smoothing, we give more
consideration to at least one party than the opposite. Here this’d try to soften the
seriousness and behave as if the matter never existed. This would bring biasness and
in this scenario, escaping isn't an answer.

Advantages

This technique doesn't require much effort. We’ll be able to target essential issues

while ignoring unimportant arguments. Things are often handled simply while
bringing harmony, creating goodwill, and providing enough time to seek out a
permanent solution.

Disadvantages

If we fail to bring a balanced approach to smoothing, one party

may profit from things since we're giving them more consideration whereas members
of the other party may question the authority or stop reporting conflicts. This
technique isn't recommended because it often weakens the manager’s authority and
goodwill.

Compromise or Reconcile

This is where we are taking suggestions from either side or check out to partially

satisfy both parties. This method is helpful when the stakeholders involved in
the conflict hold equal pothe. We may use this method within the following cases:

 All parties involved in the conflict have to win.

 When we, the project manager, have an equal relationship with both parties.
 Collaborative and forcing techniques haven't worked.
 When we need a brief solution to go forward quickly.

Advantages

This technique brings quick results, lothes stress, and keeps all parties placated
until we'll be able to find a permanent solution. We’ll be able to solve a conflict and
gain enough time to seek out an improved solution.

Disadvantages
This technique doesn't generate trust within the long run; all parties remain
unsatisfied, and also the conflict could resurface at any time. The moral isn't being
built. We’ll be required to interfere sooner to form sure that each one party abide by
the agreement.

Force or Direct

Here we believe one party’s viewpoint and enforce their wishes. This can be a win-
lose situation and risks demoralizing the other team.

This conflict resolution technique is often utilized in subsequent cases:

 When we need a fast solution.

 When we know that one party is correct and we are doing not have time to
analyse.
 When the stakeholders on the losing side of the conflict aren't important.
 If the link with those stakeholders isn't essential.

Advantages

This technique provides a fast solution to the matter. It requires almost no effort from
the project manager, and it should help establish the project manager’s authority.

Disadvantages

Using this method may cause a negative impression of us. We’ll lose opportunities

gained from the opposing party’s viewpoint. We can't apply this method with high
pothe stakeholders. Sometimes it should backfire and worsen the conflict.

Collaborate or Problem Solve

In this technique, we discuss the difficulty with all parties to agree on an answer,

while considering multiple viewpoints.

We may use this method within the following cases:

 When we want to include multiple views.

 If the people involved in the conflict are very influential.
 When a consensus is required.
 If we wish to distribute responsibility equally to any or all parties.

Advantages

This is a true problem-solving technique and offers a race murder to the conflict. It

brings consensus, commitment, and shared responsibility for the end result. This
method creates a win-win situation. It builds confidence within the team, earns we
respect, and establishes the authority.
Disadvantages

We cannot use this method once we need a fast solution because it takes time and

energy. We can't utilize this method with all conflicts; it's generally used for
conflicts that can severely affect the project.

We have explained all of the conflict resolution techniques and the way we'll be able
to use them. However, as a project manager, we have got to retort rationally and
reach a point which best serves the situation.

While resolving a conflict, keep the subsequent points in mind:

 Treat each participant with respect, calmly and rationally.

 Keep people and problems separate and we must listen to each participant
patiently.
 Explore all possible solutions.
 No to biasness.
 No to postponement, because it may fester.

2. Employee Motivation:

As an external consultant to M/s Polestar & Co. I've observed that employees are currently
unsatisfied with the policies of the corporate & furthermore, plenty of employees are leaving
the organization and therefore to motivate existing employees & get hold of recent talent from
the marketplace we first have to understand why employee motivation is very important –

Importance of Employee Motivation –

 Employee motivation is required because it is linked with employee engagement and

almost ends up in higher productivity of the organization. This is often why
organizations put more attention and resources into employee motivation because
happy workers are productive workers.
 To maximize revenue and increase productivity, we want our staff to work as
efficiently as possible and so we must keep them, motivated and up and running.
 Employee with low levels of motivation, work at a slower pace, spend longer span
at their tasks, largely unfocused, and aren’t putting theirs all into their work.
 Employee will love his/her job and can be loyal towards the organization.
 They won’t leave the corporate at the hour of its need.

Benefits of Employee Motivation –

 Higher productivity levels - If employees are motivated to work faster and more
efficiently, this may result in more output. This will enable the organization to
do more business.
 More innovation - Not only will employees yield more but being motivated,
employees will explore for areas for improvement in their job.
 Lower levels of absenteeism- Motivated employees have a far better work-life
balance. They love their work.
 Lower levels of staff turnover – A motivated employee never jumps from one job to a
different and stays for an extended duration in his/her role. This lowers the training
and recruitment costs for the corporate as turnover rate reduces.
 Great reputation and stronger recruitment - Satisfied workers give the firm an
honest reputation as an employer. As a result, it becomes easier for organizations to
recruit leading talents.

Below are 5 innovative approaches towards employee motivation -

1. Getting real about compensation
2. Employee Recognition
3. Establishing job security.
4. Embracing failure
5. Specializing in employee wellbeing.

1) Getting real about compensation- Money is a good motivator but only up to a

particular extent. Employees become willing to accommodate more stress for more
cash. But after certain point money does not motivate. Compensation’ is
additionally called ‘Employee Remuneration’. Remuneration is also
called compensation; an employee receives it reciprocally for his or her contribution
to the organization. It occupies a very important place within the lifetime of an
employee. His or her standard of living, status within the society, motivation, loyalty,
and productivity rely upon the remuneration he or she receives. For the employer too,
employee remuneration is critical, thanks to its contribution to the value of
production.

The aim is to draw in capable employees within the organization, motivate them

toward superior performance and retainment of their services over an extended
period of your time in our organisation. Compensation can be of several types and
typically offered as Wages, Salaries, Commissions, Bonuses, Indirect- Insurance
plans, and Paid Absences.

2) Employee Recognition- Recognizing employees and awarding them is the best

tool for top employee productivity and performance. Appreciation and recognition
are the 2 important and major factors of employee motivation to stay striving towards
their goals at work. They will aim higher and better to be applauded. By applauding
employees before of friends and peer, colleagues, it's the best motivation one can get.

Benefits of employee recognition at work:

 Higher productivity: Employee productivity enhances, and lots of times improve

when employee’s performance gets recognized and rewarded.
 Employee retention: Retentivity enhances as employees perform better. They now
not remain job hoppers and keep on with one job.
 Improved performance ratings: As an employee performs the corporate gets better
returns and offers higher ratings and yearly appraisals employees. Employee will
more motivated.
 3) Job Security- Job security is that the probability that a personal will keep his or
her job. A high level of job security is an individual with the work having low chance
of becoming unemployed. There are several factors that affect job
security like economy, prevailing business conditions, and also the individual’s
personal skills.

Why important? –
 Feeling safe and guarded could be a basic human need and since work forms such a
key and vital a part of our lives, it’s no surprise that feeling safe and secure at work is
serious to wellbeing. 
 After we don’t feel secure at work, we feel lonely, trust can break down, connecting
with others becomes harder and we find it tougher to be productive. 
 A scarcity of job security can cause discomfort and anxiety for workers. It mentally
devastates an employee.
 Most of them have a fear of the unknown, and the lack of job security strengthens
these feelings.

4) Embracing failure- Willingness to embrace failure is the key to organizational

success.

Benefits of embracing failure of employees at work:

 High Morale: addressing failures and have an open discussion thereon leaves a

positive impact on the morale of employees.
 To take onus: Admitting to failure means taking the blame. Employees won’t blame
others for his or her mistakes when failures are analysed and reviewed.
 Learning independence – We learn from our mistakes then analysing our failures can
provide us with the knowledge that may help us prevent such failures within
the future. In other words, failure teaches us what didn’t work.
 Risk lovers- If failures are addressed properly, it can cause organizations and their
employees to become risk-takers and that they never miss on lucrative opportunities.

5) Focusing on employee wellbeing – In a company, it’s always important to

own employees who are fit, healthy, and happy. Promoting employee’s wellbeing
drives the motivation to a limitless extent.

Benefits of the wellbeing of employees at work:

 Lower turnover: Fit and healthy employees thrive the business, engage more, enjoy
their work to the fullest, and likely to look for one more job.
 More productive and hardworking: Promoting health at work can make an employee
more productive, too. Taking care of employees will lead them to further take good
care of the business.
3. IBM stands for International Business Machines Corporation is a multinational giant that
operates in the technology sector. It is headquartered in New York in the United States.

The SWOT Analysis is a strategic tool to identify the strengths, weaknesses, opportunities
and threats related to the business. IBM’s strengths and weaknesses are internal strategic
factors that determine capabilities and challenges built on the organization’s characteristics.
For example, the company’s global operations facilitate economies of scale that strengthens
the business against competitors. On the other hand, the opportunities and threats in IBM’s
business are external strategic factors that reflect the situation of the information technology
industry and the markets where the business operates.

IBM’s Strengths (Internal Strategic Factors)

The internal strategic factors that support or promote business growth and resilience are
identified in this element of the SWOT analysis of IBM. These factors are strengths that
continue to support the company in its more than 100 years of business operations in the
global information technology industry. IBM can achieve further growth and development by
adding to or improving the following business strengths:

High-value brand

Expertise in production processes and materials management

Extensive intellectual property portfolio

High economies of scale

The IBM brand is one of the strongest in the global information technology market. The
brand’s value is based on product popularity and time-tested effectiveness, and the company’s
expertise in providing hardware and software solutions to clientele. This internal factor
empowers the company to successfully attract and retain customers for current and new
products. Another strength is IBM’s expertise in production processes and materials
management. Such expertise is based on a long history of innovation, which shapes the
company’s business strategies and human resource development programs for IBMers’ talent
and skills, and influences the development of the industry. IBM’s organizational culture also
contributes to this strength. In addition, the company benefits from its extensive intellectual
property portfolio. For example, having one of the highest numbers of patents strengthens the
company and its competitive advantage. On the other hand, the high economies of scale
contribute to business capabilities in maintaining competitiveness despite the high costs of
developing new technological products. This element of the SWOT analysis shows that IBM
has major strengths that can keep the business growing despite tough competition.
IBM’s Weaknesses (Internal Strategic Factors)

In this element of the SWOT analysis, the internal strategic factors that reduce or limit IBM’s
business performance are determined. These factors are weaknesses that the company must
overcome through strategic initiatives or reforms in business operations and processes. In the
context of the information technology market, IBM must address the following weaknesses:

Imitable products

Shrinking product mix

Low degree of diversification

The weakness of the imitability of products is based on the cost leadership generic strategy
(Read: IBM’s Generic Strategy & Intensive Growth Strategies). In this strategy, the company
focuses on cost minimization in business processes. However, the strategy is applied with
minimal emphasis on product uniqueness. As a result, it is easy for competitors to develop
technological products similar to those of IBM. The company also has the weakness of a
shrinking product mix. This internal factor is based on recent strategic reforms that aim to
focus the business on core operations with high profitability potential. For example, the
company sold its personal computer business to Lenovo in 2005. In relation, IBM has a low
degree of diversification. This weakness pertains to the company’s operations in only a
limited number of markets within the information technology industry, leading to high risks
based on these markets. This issue has even worsened because of the firm’s shrinking product
mix. This element of the SWOT analysis of IBM reveals potential difficulties of growing the
business and shielding it from market-based risks.

Opportunities for IBM (External Strategic Factors)

The external strategic factors that contribute to favorable conditions for business growth are
identified in this element of the SWOT analysis of IBM. These factors are opportunities
linked to changes in the information technology industry and related markets, such as the
transformation of the dominant technological strategies used in the market. The following are
opportunities for the growth of IBM’s business:

Business diversification in various industries

Alliances with firms from different industries or markets

Rapid innovation of new products

The opportunity to diversify IBM’s business in various industries is directly linked to the
company’s weakness of having a low degree of diversification. In exploiting this opportunity,
the company can use its strengths to penetrate other markets. Another opportunity for IBM is
to develop alliances with other firms in different industries and markets. This external factor
is based on the trend of technological integration in industries and markets (Read:
PESTEL/PESTLE Analysis of IBM). For example, the products of other industries, such as
the automotive industry, are becoming increasingly dependent on computing technologies. On
the other hand, the opportunity to rapidly innovate supports the company’s competitiveness
based on its research and development expertise and the strength of having an extensive
intellectual property portfolio. Thus, this element of the SWOT analysis shows a number of
opportunities that can realistically support IBM’s long-term business growth objectives.

Threats Facing IBM (External Strategic Factors)

In this element of the SWOT analysis, the external strategic factors that decrease or restrict
IBM’s growth are determined. These factors threaten the company in terms of potential
failure in strategy implementation. They also make it difficult for the business to maximize
revenues and profits in the information technology industry. IBM needs to implement
measures to protect its business from the following threats in the external environment:

Imitation of products

Competition

Cybercrime

Imitation of products is an issue that faces IBM. This threat is based on the weakness of
product imitability, which is due to the company’s focus on cost leadership with minimal
product uniqueness. On the other hand, the threat of competition is significant because of the
degree of differentiation and aggressiveness of firms in the information technology industry
(Read: Porter’s Five Forces Analysis of IBM). Also, cybercrime is a significant threat,
especially because of the company’s extensive online operations involving servers for its
clientele. For example, cloud platform products expose the firm and its clientele to potential
cyber attacks and related risks. In this element of the SWOT analysis of IBM, threats are a
major concern that could bring down the business and its technological infrastructure.

Summary & Recommendations – SWOT Analysis of IBM

The results of this SWOT analysis of International Business Machines Corporation (IBM)
enumerates internal and external strategic factors that support long-term business survival.
For example, the company has an extensive intellectual property portfolio that contributes to
competitive advantage against other information technology firms. In addition, IBM has a
high-value brand that strengthens the business against competitors and new entrants. Also,
this strength can support the company in diversifying its business and entering other
industries.
Despite IBM’s strengths and positive position in the industry, there are considerable
challenges based on the weaknesses of the business, and the opportunities and threats in the
external environment. For example, the company faces the threat of competition and
experiences the weakness of the imitability of its products. It is necessary to make some
strategic changes to ensure the fulfillment of IBM’s vision statement and mission statement,
which emphasize value and technological breakthrough. Such changes must contribute to the
company’s continued growth and competitive advantage. Based on these factors identified in
the SWOT analysis, it is recommended that IBM:

Enter alliances with firms from other industries to exploit technological integration
opportunities.

Diversify the business to spread risk and reduce risk exposure in the information technology
market.

Reform innovation processes to raise product uniqueness and improve the advantage of
products against imitation and competition.
3. B.

Organizational Structures- An organizational structure is a system that outlines how

certain activities are directed in order to achieve the goals of an organization.

 Types-
1. Functional

The functional structure is based on an organization being divided up into smaller groups
with specific tasks or roles. Each department has a manager or director who answers to an
executive a level up in the hierarchy who may oversee multiple departments.

Advantage of this structure is employees are grouped by skill set and function focus their
collective energies on executing their roles as a department. Disadvantage is the lack of
inter-departmental communication, with most issues and discussions taking place at the
managerial level among individual departments.

2. Matrix

In the matrix structure, employees may report to two or more bosses depending on the
situation or project. Advantages of this structure is that employees can share their
knowledge across the different functional divisions, allowing for better communication
and understanding. On the other hand, reporting to multiple managers may add
confusion and conflict between managers over what should be reported. And if priorities
are not clearly defined, employees, too, may get confused about their roles.

3. Divisional

This structure allows for much more autonomy among groups within the organization.
One example of this is a company like General Electric. GE has many different divisions
including aviation, transportation, currents, digital and renewable energy, among others.
Under this structure, each division essentially operates as its own company, controlling its
own resources and how much money it spends on certain projects or aspects of the
division.

Merits –
a. Clear accountability,
b. Separate strategic and operational control,
c. Divisional managers can concentrate on responsible area and can improve
performance,
d. Enhances ability to respond quickly to changes in external environment,
e. Enhances development of general managerial talent,
f. Leads to competitive spirit within the organisation,
g. Allows new business and new products to be added easily.
Limitations-
a. It can be very expensive, due to requirement of functional specialists,
duplication of staff services, facilities and personnel and better qualified
divisional managers,
b. Chance of differences in image and quality may occur across divisions,
c. There is an urge to focus on short-term performance, because divisional
performance is measured on ROI and revenue growth.

 IBM’s Organizational Structure Type and Characteristics

IBM has a product-type divisional organizational structure. The main characteristic of this
type of organizational structure is the representation of business processes involved in
managing the development, production, distribution and sale of products. For example,
product-type divisions are a primary structural feature that determines how the business
addresses opportunities in the information technology market. Thus, the company’s
corporate structure supports strategies and tactics that push for competitive products. The
following characteristics define IBM’s corporate structure:

1. Product-type divisions
2. Function-based segments
3. Geographical divisions

1. Product-Type Divisions. These product-type divisions in the organizational structure

represent the core business offerings of IBM. These divisions are recognized as
reportable segments in the company’s annual filings with the U.S. Securities and
Exchange Commission. This primary structural attribute is based on efforts to focus
on the firm’s core businesses that match the transformation of the industry and
market. For example, through the Technology Services & Cloud Platforms division,
the company addresses an increasing market demand for cloud-based solutions.
IBM’s corporate structure has the following product-type divisions:

1.1. Cognitive Solutions

1.2. Global Business Services
1.3. Technology Services & Cloud Platforms
1.4. Systems
1.5. Global Financing

2. Function-Based Segments. This secondary characteristic of IBM’s organizational

structure focuses on key functions that support the global information technology
business. The main objective of having this structural feature is to provide
organization-wide support for each of the product-type divisions. For example, in
terms of sales and distribution, the company’s Global Markets segment supports all of
the product-type divisions. These segments are officially called IBM Worldwide
Organizations. The Research, Development and Intellectual Property division
contributes to the company’s competitiveness despite significant competition from
other technology firms (Read: Porter’s Five Forces Analysis of IBM). For instance,
significant R&D investment in the division ensures that the company continues
developing and offering competitive products in the global market. The following are
 the function-based segments in IBM’s corporate structure:

2.1. Global Markets (formerly Sales and Distribution)

2.2. Research, Development and Intellectual Property
2.3. Integrated Supply Chain

3. Geographical Divisions. This characteristic of IBM’s corporate structure is based on

the need to effectively manage the global business despite differences among regional
markets. For example, the company has a geographic division to address the market
issues specific to the Asia Pacific region. This structural element also provides
support for strategies and tactics in implementing IBM’s marketing mix or 4Ps in
different regional markets for information technology products. Thus, geographical
divisions facilitate effective business management despite the complexity of market-
based variables. IBM’s organizational structure has the following geographical
divisions:

3.1. Americas
3.2. Europe/Middle East/Africa
3.3. Asia Pacific