IELTS Listening · Cam 12

Test 2 Part 4

After all, there was a time When workers had no rights at all and laboured in appalling conditions.

Level: C1 · 87 sentences

Transcript

  1. After all, there was a time
  2. When workers had no rights at all and laboured in appalling conditions.
  3. Conditions have improved a lot,
  4. But conflict in the workplace is still common.
  5. And human resources managers nowadays need
  6. To be able to deal with it when necessary.
  7. What is conflict in the workplace?
  8. Definitions vary, but I'm taking it to refer
  9. To a whole range of behaviours that the victim finds unacceptable,
  10. From minor, harmless arguments to,
  11. At the opposite extreme, physical violence.
  12. Much of this is covered by the term bullying
  13. By which I mean one or more
  14. People behaving abusively or aggressively against another
  15. Who is in a weaker position.
  16. Although all behaviour like this is a form of conflict,
  17. Not all conflict can be described in these terms.
  18. As with all human behaviour, There are numerous reasons for it,
  19. But often it's caused by someone
  20. Who feels the need to show their superiority over someone else
  21. In order to feel that they aren't
  22. At the lowest level in a hierarchy or a group of people.
  23. In some cases, one person simply dislikes the other.
  24. On the basis that the personality of one
  25. Is in some way incompatible with that of the other person.
  26. A general habit of optimism in one person
  27. Could make them intolerant of a colleague who's constantly pessimistic.
  28. Not that that justifies treating them badly, of course.
  29. Some conflicts arise when people are more interested
  30. In promoting themselves and their team
  31. Than in the company as a whole.
  32. These conflicts are called structural and could come about, for example,
  33. When a sales team believe they
  34. Are the only people in the business
  35. Who do any useful work and look
  36. Down on behind the scenes administrators.
  37. Conflict obviously affects the individuals concerned.
  38. The situation is likely to be very stressful for victims,
  39. Resulting in their absence from work, possibly for months.
  40. For the company, if no effort is made to deal with conflict,
  41. It can spiral out of control
  42. And even lead to the breakdown of the business.
  43. Some interesting work with chief executives, CEOs,
  44. Has uncovered some of the reasons why they may treat colleagues badly.
  45. Many CEOs combine two opposing characteristics.
  46. Confidence, that is,
  47. The belief that they're capable of great achievements
  48. With a high level of anxiety,
  49. A fear of missing targets,
  50. Whether set by themselves or by the directors of the company.
  51. This combination can make them respond badly
  52. To anyone who questions their decisions.
  53. In a high-pressure work environment,
  54. Such characteristics become problematic and it's
  55. Particularly difficult to tackle the situation where colleagues,
  56. Managers and board members all trying to achieve their own visions
  57. When they can't agree on strategic issues
  58. And on where they see the business going there are real problems
  59. For managers at lower levels within the organization
  60. It might seem that an autocratic form of management
  61. Where the chief executive gives orders
  62. And everyone else has to obey
  63. Would see more conflict than others.
  64. Interestingly, though, a company with a more
  65. Democratic business model can suffer more
  66. When uncertainty about who to report to leads to conflicting demands.
  67. Now I'll say a little about
  68. Dealing with the type of conflict that has harmful effects.
  69. Of course, The ideal is to prevent
  70. It arising in the first place.
  71. A good manager at any level
  72. Will make efforts to earn the respect
  73. Of the people they work with,
  74. Particularly those who report to them.
  75. That will involve politeness in all communications and treating them as equals
  76. Who happen to have a different role within the organisation.
  77. Sometimes, of course, conflict does occur and can get out of hand.
  78. In such cases, the human resources department often gets involved.
  79. However, if one of the parties
  80. In a conflict sees human resources
  81. As simply a mouthpiece for the chief executive,
  82. Then an external mediator might be able to help.
  83. By talking to both sides and trying
  84. To find the truth of what's been happening,
  85. They can build a clear picture of the situation
  86. And give feedback that both sides will accept,
  87. Precisely because they're independent.