PSYCHOCOSMETOLOGY

Organizational conflicts and their resolution

The organizational conflict is a confrontation of the opposite tendencies caused by different needs, values, interests, positions of people that work together. Usually organizational conflicts are caused by lack of structure in the organization of work and very little depend on personal features of workers except for the leaders. Among the objective reasons of organizational conflict are:

1. The rights and duties of employees are not defined and distributed clearly.
2. Imperfection of the system of stuff selection and recruitment.
3. Uncertain perspectives of professional and career growth.
4. Adverse working conditions and/or interruptions to the work schedule.
5. Deficiency of necessary supplies and equipment.
6. Imperfection of a pay-roll system and delays of the salary.
7. Wrong actions of the management.

That is why this part of the research dealt with attitudes of the stuff members to the problems of work organization in their Spa's.

The biggest part of those questioned (93.3%) considered the organization of work rather good. Nevertheless 83.3 per cent have noted, that organizational problems interrupted their work. The workplace equipment was considered not good enough in more than half of the cases (56.6%).

As well, majority of the employees were not satisfied with a number of such organizational aspects as: regular breach of Code of Labor Rules and Regulations (80.0%); irregularity of the salary (66.7%), many (63.3%) did not see an opportunity for career growth. Perhaps these were the reasons why half of respondents considered a possibility of changing a job inspite of the fact that the actual location was satisfying.

In the same time the significant part of respondents (66.7%) noted quite good attitude from the management.

Organizational conflicts lead to high turnover of the staff that negatively affected work of the Spa and caused expenses for employee replacement. Expences involved in this process consist of the following:

1. Expenses due to dismissal.
   • Decline of productivity of work in a period prior to dismissal.
   • Unproductive loss of time of the director or manager for conversations with a leaving worker.
2. The expenses caused by a vacant place.
   • The missed potential benefits as the leaving specialist will drag out up to 20.0% of the clients.
   • Additional payment to those workers who cover the schedule before new employee will be hired.
   • Deterioration of a psychological climate in the organization with an open vacancy.
3. Expenses for recruitment of the new employee.
   • Time spent for a selection process, interviews, recommendations check etc.
   • Time spent for paperwork, official registration of papers (personal records etc).
   • Expenses for an advertising campaign (if there is one).
4. Expenses for adaptation of the new employee.
   • Expenses for primary introduction and sometimes training.
   • Expenses for correction of the mistakes made by new employee.
   • Losses of time of the director or manager, immediate supervisor and other employees during the introduction the new worker.

Calculations show that expenses for hiring administration manager total approximately 12000 roubles, the cosmetologist – 18000 rubles, branch director or the skilled, experienced expert – 27000 rubles. Last figure demonstrates not only the high wage of employees of this level. The important role plays complexity of the selection process of such expert in conditions of the small market and loss of the supporter of corporate culture and style of management.

As the reasons of organizational conflicts are objective and reflect imperfection of management their elimination should cause better performance of the whole system. It is recommended to apply following principles of conflict management:

1. Write out clear and concise the rights and duties of each employee.
2. Be persistent in support of the structured management system – the subordinate should know whose orders he should carry out.
3. Form and develop organizational values, inform employees about policies, strategy and perspectives.
4. Develop encouragement system both material (bonuses, privileges, gifts, etc.) and emotional motivation (gratitudes, career growth, education etc.).

G.Breslav, E.Zorina (St.-Petersburg Institute of Hospitality)

Next article will be dedicated to conflicting clients of cosmetologists.

Those who already knows that such ours ISSO and those who has just learned - write!