When applying for a new job, a close working relationship is established between the newcomer and the bosses, during which differences between the latter can occur, and possibly even conflict.
Of course, a large proportion of conflicts arise due to insufficient, from the point of view of subordinates, remuneration of their labor, as well as various obstacles to the career growth of individual, especially ambitious members of the team. But there are often cases of manifestation of less trivial interests: when, for example, the main incentive for a young employee to work is the desire to prove himself, increase his self-esteem, to cope well with his task, which is important for the common cause, and thereby contribute to the progress of the team as a whole.
Such an employee usually approaches creatively given the task given to him, tries to find the most optimal ways to solve it. Having, moreover, a pronounced sense of individuality, he often faces the fact that:
1) the site of work provided to him is not at all so important for the organization as a whole;
2) those methods of completing the task that are recommended to him by the authorities are ineffective;
3) despite the fact that he puts all his efforts into the work, the authorities express dissatisfaction and demand more and more returns;
4) the authorities consider themselves entitled to make personal comments, and also try to control the employee’s behavior after hours.
In this situation, the growth of contradictions, which can lead to conflict, stems from both objective and subjective reasons. The inefficiency of the work revealed by the employee may be associated with actual defects in the organization of labor in this team; management's refusal to consider proposals to improve the labor process speaks of its conservatism; the employee’s enthusiasm causes misunderstanding, and even disapproval of colleagues, who see the only incentive to work in high earnings, as well as accustomed to constant monitoring of the leader.
If the team has developed, for example, the “family” nature of the relationship, when the leader, in addition to his direct task of regulating the organization’s work, assumes the functions of a spiritual “mentor”, this will cause rejection on the part of the employee who considers such behavior an encroachment on his personal life.
