Imagine you are the office manager in your company. Your company has experienced a number of open conflicts between workers and managers. You have been asked by the management to write a detailed report about this. Include in your report the following points: 20 • Reasons for conflict • Bad behaviour of both parties (including violence) • What the company can do to resolve/lessen the conflict • A grievance procedure that can be followed whenever there is a dispute
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Answer:
Business reports are often a common part of many peoples' work responsibilities. There are several types of work reports that you may be required to write, including daily work reports, sales reports and analyses. While there is no set format for writing work reports, there are certain steps you can take to ensure you compose the most effective and professional report possible.
In this article, we will discuss what a work report is, how to write an efficient report as well as a template and examples of work reports you can use to draft your own.
A work report is a formal document that discusses information about a specific topic related to an aspect of your job. Most work reports are addressed to a particular audience such as a manager. There are a variety of reports that may need to be written at work, including sales reports, daily reports, budget reports and business data analysis reports. Depending on the type, you may be given a report brief that outlines what you should include in your report. Most reports should be written in a structured format to clearly demonstrate what the report is trying to convey.
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Conflict in the workplace is inevitable: Opposite personalities clash, stress is prevalent, perceptions of situations vary, and viewpoints differ—all of which contribute to tension and disagreement. Knowing how to manage these situations effectively is key to keeping productivity and morale high.
Avoiding conflict or mismanaging it comes at a high cost to organizations. According to one report, employees in the United States spend 2.8 hours per week on workplace conflict, resulting in $359 billion in lost time.
“Unfortunately, employees and managers tend to avoid conflict because they either don’t want to deal with it or they aren’t properly trained to do so,” says Adrienne Isakovic, a lecturer for Northeastern University’s Master of Science in Corporate and Organizational Communication program. “Their instinct is to default to the human resources department even though they shouldn’t. It’s an avoidance mechanism.”