Personality Clash and Toxic Work Environment: Managers Responsibilities
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An assortment of individuals possessing distinct personalities submits employment applications to various organizations at different periods, while successful candidates are chosen and teams are formed. Workplaces present one peculiar obstacle, and that obstacle is personality conflict. Personality conflict, as defined by Wikipedia, transpires when two or more individuals are in disagreement not because of a specific issue or incident, but because of a fundamental incompatibility in their approaches to things, ways of life, or personalities. A personal dispute between two individuals where one is closer to a senior staff member or member of management than the other can sometimes result in, among other things, harassment, conspiracies, gossip, and disdain, all of which contribute to the victims' dreadful work environment.
In actuality, a significant portion of our daily lives is spent in the workplace. With an average of forty hours of full-time employment in the United Kingdom, workers dedicate approximately twenty-four percent of their weekly existence to the workplace. According to a recent report by the McKinsey Health Institute, significant levels of toxic behavior are observed in the workplace by one in every four employees globally. Although there is no such thing as an ideal workplace, a toxic one is characterized by disrespect, discrimination, mistrust, and frequently hostility.
Employees exposed to toxic environments are prone to experiencing decreased motivation and impaired concentration, which ultimately results in errors, blunders, and overall decreased productivity. While there exist various management styles and approaches to facilitating employee concentration and resolving workplace disputes, intellectual research indicates that the majority of managers prioritize the objectives of the organization (final product) over the well-being of the workforce that contributes to that achievement (instruments required to accomplish the final product). While it is the primary duty of a business manager to inspire and assist personnel in producing outcomes, most managers inadvertently impose unwarranted burdens on their staff and disregard their general welfare.
To better illustrate this, I will use a vehicle and the driver as examples. The vehicle's driver is symbolic of the manager, whereas the vehicle itself is representative of the employee. The majority of managers view the vehicle as a tool that the business owners have entrusted to them to produce results. A manager should aim to travel an agreed distance within a particular time as specified by the business proprietor. A manager who merely supplies fuel and starts the engine may not complete the journey in time due to a potential mechanical or electrical malfunction that may develop en route if the vehicle's condition is not thoroughly inspected to determine its capability of producing the intended outcome. Managers who diligently maintain their vehicles, attentively monitor any sounds emanating, and schedule servicing at suitable intervals increase the likelihood of reaching their destinations safely and in good condition.
Managers must be receptive to and attentive to their staff, objective when addressing issues, extremely vigilant regarding intolerance for abuse and disrespectful conduct, and able to recognize when employees are severely lacking in the support they require to operate effectively.
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