Review: Managing Cross-cultural Conflict in Organizations - Article Example

Conflict is a growing concern in numerous organizations globally. Based on Mayer and Louw’s article, conflict is part of a person; hence, it is a ubiquitous feature of professional and socio-cultural interaction (Mayer & Louw, 2012). Summary In this article, authors have addressed its theme from other studies’ methodological approaches ranging from positivist to communal constructivist besides interpretative paradigms (Mayer & Louw, 2012). Hence, it permits a comprehensive variety of research statistics. Conflict is termed as being part of humans. Based on this study, currently, research concerning effective management of cross-cultural conflict has been on the rise for decades both globally and at an interdisciplinary level.

These different perspectives include and are not limited to sociology, psychology, anthropology, health and behavioral sciences as well as communication (Mayer & Louw, 2012). According to Mayer and Louw (2012), conflicts can affect the decision-making process; output, and creativity, leading to distress, employee distraction, and relationships in working places besides individual effectiveness (Mayer & Louw, 2012). However, if well managed can bear benefits ranging from job satisfaction, and stress discounts to the individual well-being of the involved parties especially in the working place (Mayer & Louw, 2012).

In workplaces, effective management strategies encompass first diagnosing and analyzing organizational conflict and eventually devising effective intervention procedures or approaches to resolve it. The strategies used by the organizations include analyzing types of impacts and conflict resolution styles. Moreover, cooperation in organizations is among the main concepts in reducing conflicts in a globalized setting. Internalization process across diverse organizations has led to a focus on multicultural, intercultural, and trans-cultural conflict-related investigation (Mayer & Louw, 2012).

This cross-cultural research is brought about by the increased potential for multicultural conflict in the intercontinental workplace. In such settings, multicultural conflicts entail a theoretic approach to culture, its descriptions, concepts, and the cultural influences on personal interaction, and conflict besides its management. Identifying the cause of the conflict is one of the basic tasks in conflict management. Conflict is associated with matters of standards as well as individuality. This is because conflict frequently arises when a person or a group of people observes dissimilarities besides opposition amongst themselves and others about values, interests, needs as well as beliefs (Mayer & Louw, 2012).

Conflict is viewed as, an episode created through perception besides being assumed to be influenced by culture, and that leads to knowing the being of multiple realities. Reflections The most important conclusion made with this research article is that multicultural organizations are the ones that usually experience intercultural conflicts (Mayer & Louw, 2012). This shows that much conflict is more often in international organizations where most people are from diverse cultural backgrounds as compared to local firms.

The research article classifies the correlation between conflict and culture. If the study had been performed on multicultural organizations, the outcomes would have offered extra validity as well as accuracy. The research carried out mostly focuses on intercultural, cross-cultural, and trans-cultural conflict-related (Mayer & Louw, 2012). However, if the research was carried out on international organizations the results could be accurate. The study in this article proposes that there is a problem with organizational production and culture.

However, additional studies will need to be carried out concerning the procedure the organizations go through towards increasing their output (Mayer & Louw, 2012). Additionally, if the research were conducted in organizational settings, perhaps the staff would have given very true information hence the results could have resulted in increased reliability and accuracy. Implications This research article suggests some great conclusions about the negative impacts on organizational productivity, increased cost, and culture (Mayer & Louw, 2012).

The conclusion may exemplify to organizations that conflict minimization needs to be integrated as much as possible. Once a staff becomes more involved in conflicts, the organization’s output goes down as well as incurs other unnecessary costs (Mayer & Louw, 2012). If an international organization has staff with conflict, a program needs to be started to assist them to emerge from it. The overall objective of an organization is to discover incomes as much as possible and in safe environs. However, additional efforts need to be made to certify that organizations have minimal conflicts.