Conflict management approaches used in my organization.
             As I started working for Lucent Technologies in 1998, the organization was on the rise and stocks were splitting as if the company was free from economic downfall. The organizational structure was evident and quite strong. Effective leadership was played out in all departments, and most importantly the morale of the subordinates as well as the management teams was at an all time high. Whether an hourly or salary employee the mood was always pleasant, micro management seemed non-existent. Weekly meetings were in place for every Lucent employee to share in their thoughts and ideas, but most importantly to share in the vision set forth by Lucent Technologies. These meetings not only inspired everyone but the doors were open for communication. When speaking of conflict resolution there seemed to be no better way of resolving problems than to talk about the problems. This always seemed to result in a win-win situation. The organization retains a valuable employee, and the subordinate retains his/her job reaching the same performance objectives.
             (Speaking as an occupational employee for the organization I work for) In light of recent world events and economic downfall, AVAYA Inc. is in desperate need of reorganization. As the availability of funds become less and less available to the organization, the efficiency and leading approach of management is becoming less and less effective. Top-level executives are putting the pressure on middle management who in turn puts the pressure on low-level management who ultimately puts the pressure on the everyday occupational employee which is generally the link between the organization and the customer base. Management is pushing so hard for results that micro management is becoming more apart of everyday life. Management teams are slowly putting the subordinates in a choke. Holding on so tight to what is left that it is literal...