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Working to Resolve Conflict

Read Chapter 15 – Working to Resolve Conflict prior to starting this assignment (Chapter 15 does not have its own folder within this course – lecture notes are attached)

Objective: To create a self-improvement plan and to evaluate your plan.

Scenario: You are a first-year teacher who is dreading an upcoming conference with the parents of one of your children, William. The last time you met with his parents, you brought up the fact that William needed to improve his social skills. You mentioned that he often teased and occasionally hit his classmates during playtime. The parents responded with raised voices and said that he is well-behaved at home and you should do a better job of disciplining him in the classroom—that was your job. You became defensive, and then the parents became defensive in turn, with everyone leaving the meeting in a huff. Your center director, having seen the parents storm out of the room, called you aside and asked you to reflect on how you might have handled the situation differently. She also suggested that you reflect on the idea of “hostility as a mask.” Next, she asked you to develop strategies for remaining calm and in control at your next meeting. She concluded by recommending that you make a self-improvement plan to address all three issues.

Create a plan for self-improvement in which you address behaving defensively with parents. Identify three questions that will help you reflect on your reaction and how you can handle similar situations better next time. Second, think deeply about the various dimensions of hostility, and write a paragraph in which you examine hostility from a psychological perspective. Last, write three strategies for remaining calm and professional when you are involved in potentially difficult conversations with parents in the future.

Sample Solution

interface with training in associations and their limits, offering arrangements where difficulties emerge. The article intends to reach determinations on the appropriateness of Fiedler's Contingency Theory of Leadership, Tuckman's Model of Group Development, Belbin's Team Theory, and Herzberg's Two Factor Theory practically speaking, and how intricacies like power and impact shape how they can be applied to best suit what is happening a pioneer faces. Administration Contingency based speculations of initiative propose that there is no right or most ideal way to lead a gathering, or association, because of the huge number of imperatives on a circumstance (Flinsch-Rodriguez, 2019). Fiedler, in his Contingency Theory of Leadership (Fiedler, 1967), proposes that the adequacy of a gathering is subject to the administration styles of the pioneer and their favourability to the circumstance. A significant part of the hypothesis is laid out around the most un-favored collaborator scale (LPC). The LPC expects to evaluate a potential chiefs way to deal with an errand on a size of relationship roused to task inspired, where the pioneer fits on the scale permits what is happening to be found, and accordingly permits the recognizable proof of reasonable pioneers for undertakings. The favourableness of the circumstance relies upon three qualities: pioneer part relations, the help and trust the pioneer as from the gathering; task structure, the lucidity of the undertaking to the pioneer; and positional power, the power the pioneer needs to survey a gatherings execution and give prizes and disciplines (Fiedler, 1967). On the off chance that the pioneers approach matches what is expected from going on, achievement is anticipated for the gathering. Fiedler's possibility model offers an extremely severe categorisation of administration, obviously characterizing which circumstances endlessly won't bring about progress for a likely pioneer. At the senior administration level of a hierarchal construction inside an association the hypothesis can be applied openly, first and foremost because of the simplicity at which people can be supplanted in the event that their LPC score doesn't match that expected of the circumstance (Pettinger, 2007). Also, and in particular, is to guarantee that the senior administration are ideally suited to effectively lead the association. Notwithstanding, further down the progressive system Fielder's possibility hypothesis starts to hold considerably less importance, it becomes unreasonable according to an authoritative point of view because of the quantity of individuals at this degree of administration. The coordinated operations of coordinating the pioneer with their most un-favored colleague is difficult to reliably accomplish, so a more continuum based approach is required. Figure 1: Chelladurai's
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