Implement Training to Reduce Conflict Resolution with Vendors

Implement Training to Reduce Conflict Resolution with Vendors

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Conflicts in Manufacturing Industry

In the recent past, manufacturing industries have experienced severe conflicts with vendors in entire industry. Different rationale of conflict tends to emerge from issues relating to payment and respect to abiding contract. Numerous conflicts in industry are expressed in different ways including insults, increased levels of non-cooperation, anger and different forms of bullying between parties (Leybourne & Sainter, 2012). Increased trend has contributed to personality clashes and disrupted levels of communication. Some of conflicts are associated by poor organizational management contributed by structures of communication. As result, industry is experiencing low productivity, failure of determined projects, high turnover rates and termination of some employees (Fernandez-Solis et al., 2013). Transferred conflicts are responsible for increased conflicts in workplace affecting interpersonal relationships. Different researches and studies are developed to determine causes of industrial conflicts and misunderstanding cases reported. Some of causes include unqualified management teams, lack of clear policy on roles, inequality of resources and increasing demand of organizational roles and objectives.

Implement Training to Reduce Conflict Resolution with Vendors

The desire of implementing training is essential in mitigating impacts of conflict among industry members. Production in manufacturing industry is determined by mechanisms and approaches to handle transactional conflicts experience. Importance of effective training is to create rationale of preventing and mitigating conflicts (Fernandez-Solis et al., 2013). To some extent, creates platform for solving issue in a reasonable manner. Conflict resolution plays a major role in determining success of firms and improving productivity rates. Components of conflict resolution in training are aimed at establishing rational relationship between the industry and respective vendors. By doing so, different sectors of management can prevent increased cases of anger, bullying and impact to production standards (Leybourne & Sainter, 2012). Management team should understand assertion skills required in solving supply issues among suppliers.

During training period, management will be encouraged to develop active listening skills. The approach and skills are essential in overcoming levels of conflicts affecting interpersonal relationships. It determines different approaches of conveying information and rationale of improved communication (Fernandez-Solis et al., 2013). As a result, manufacturing sector will be able to build collaboration skills with the aim of improving teamwork. The desire is to improve structures of production to meet expected market goals and objective. Teamwork contributes towards building of common goals as determined by industrial requirement to respective management teams (Leybourne & Sainter, 2012). Training strategy is to create emotionally centered session to improve problem Solving Mechanisms.

The scope of the project

Comprehensive scope of training is to understand expectations of involved parties and impacts to organization. Some of factor to consider are issues relating to management standards (Culmsee & Awati, 2012). Management is responsible in determining the direction of firm and respective outcome. These are influenced by systems and structures of communication. To some extent, it will determine impacts of personal clashes to increased conflicting issues.

The Outcome of Project

Determined result of training on conflict reduction is to develop rational working environment between vendors and industrial stakeholders. Favorable environment among members is essential in improving relationship among partners (Leybourne & Sainter, 2012). By doing so, respective firms can concentrate on production roles and vendors streamline supply strategies. In long run, it will reduce conflicts experienced creating deterioration of industry activities. Defining acceptable behavior is essential in developing rationale of the project (Akhavan & Zahedi, 2014). Determining approach is tom reduce conflicts levels on strained relationship among members (Fernandez-Solis et al., 2013). Proper management is essential in accomplishing goals and objective of the entire industry. As a result, it increases responsibilities among members and rationale in supplying activities.


Akhavan, P., & Zahedi, M. R. (2014). Critical success factors in knowledge management among project-based organizations: A multi-case analysis. IUP Journal of KnowledgeManagement, 12(1), 20–38.

Culmsee, P., & Awati, K. (2012). Towards a holding environment: Building shared understanding and commitment in projects. International Journal of Managing Projects in Business, 5(3), 528–548. Fellows, R., & Liu, A. M. M. (2012 August). Managing organizational interfaces in engineering construction projects: Addressing fragmentation and boundary issues across multiple interfaces. Construction Management and Economics, 30, 653–671.

Fernandez-Solis, J. L., Porwal, V., Lavy, S., Shafaat, A., Rybkowski, Z. K., Son, K., & Lagoo, N. (2013 April). Survey of motivations, benefits, and implementation challenges of last planner system users. Journal of Construction Engineering and Management, 354–360.

Leybourne, S. A, & Sainter, P.(2012). Advancing project management: Authenticating the shift from process to “nuanced” project-based management in the ambidextrous organization. Project Management Journal, 43(6) 5–15.

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