Odendaal, Jacobus Nicolaas (2008-03)
ENGLISH ABSTRACT: Conflict is an integral part of relationships in the workplace. This study supports the pluralistic view that states that people with different values, views and aims come to the workplace and therefore conflict can be expected. This assumption puts challenges to any business to manage conflict constructively
and to keep it within controllable levels.
The study was done amongst team leaders on five table grape export farms in the vicinity of Piketberg. It showed that increased conflict is a clear indication of deficiencies on management level regarding skills and the execution of management tasks. Team leaders with inadequate or no management or technical training find it
extremely difficult to cope with conflict assertively. The change in the composition of the workforce over a period of a couple of years to
comprise of a majority Xhosa speaking workers has brought unmanageable challenges, even to senior team leaders. Their limited ability to communicate and to give clear instructions to people of an unknown language and culture is stretch to the edge and often leads to serious conflict. It poses a number of challenges to companies to keep a positive atmosphere for
conflict resolution and to equip base line management to deal successful with
conflict. The following themes will need urgent attention:
• The acknowledgement and management of diversity in the workplace;
• The development of a positive organisational culture and values;
• Skills training and the development of self image;
• The setting up of communication channels and participation of workers in
AFRIKAANSE OPSOMMING: Konflik is ŉ inherente deel van verhoudinge in die werksplek. Die pluralistiese siening word onderskryf dat mense met verskillende waardes, sieninge en doelwitte
die werksplek betree en daarom is konflik te verwagte. Hierdie aanname stel uitdagings aan die onderneming om konflik kontruktief te bestuur en dit op beheerbare vlakke te hou. Die studie op vyf tafeldruifuitvoerplase in die Piketberg omgewing onder spanleiers
het aangetoon dat verhoogde konflik ŉ duidelike aanwysing is van tekorte op
bestuurvlak t.o.v. vaardighede en uitvoering van bestuurstake.
Spanleiers met gebrekkige of geen bestuurs- en tegniese opleiding vind dit uiters
moeilik om konflik op ŉ assertiewe manier te hanteer.
Die verandering in die samestelling van die werksmag oor ŉ periode van enkele jare
om nou uit ŉ meerderheid Xhosa-sprekendes te bestaan, bring onhanteerbare
uitdagings, selfs aan senior spanleiers. Hulle beperkte vermoë om te kommunikeer
en duidelike instruksies te gee binne die vreemde taal en kultuur, word tot die uiterste
beproef en lei dikwels tot ernstige konflik.
Dit laat die ondernemings met verskeie uitdagings om beide ŉ gesonde atmosfeer vir
konflikhantering daar te stel sowel as om die vaardighede aan grondvlakbestuur te
gee om dit suksesvol te hanteer. Die volgende temas sal ernstige aandag moet kry:
• Erkenning en bestuur van diversiteit in die werksplek;
• Ontwikkeling van ŉ positiewe organisasie-kultuur en –waardes;
• Vaardigheidsopleiding en selfbeeldontwikkeling;
• Skep van kommunikasie-kanale en werkersinspraak by bestuur.
Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/827