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CONFLICT MANAGEMENT
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CONFLICT
A state of incompatibility of ideas between
two or more parties or individuals.
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Conflict is an
--expressed struggle
--between at least two parties
--who perceive incompatible goals, and
--interference from others in achieving their
goals
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Conflict management is the
practice of identifying and
handling conflict in a sensible,fair and efficient manner.
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CAUSES OF CONFLICTS
Scarcity of resources (finance, equipment,facilities, etc)
Different attitudes, values or perceptions.
disagreements about needs, goals, prioritiesand interests
Poor communication
lack of teamworklack of clarity in roles and responsibilities
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Sources of Conflict
Conflicts may originate from a number of
different sources, including:
Differences in information, beliefs, values,
interests, or desires.
A scarcity of some resource.
Rivalries in which one person or group competes
with another.
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Organizational conflict may be classified as
intra-organizationalor inter-organizational,
Intra-organizational conflict may be classifiedas
intrapersonal,
interpersonal,
intra-group, and
Inter-group.
Levels of conflict
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1. Intrapersonal Conflict Also known as intra-individual or intra-psychic conflict.
This type of conflict when an organizationalmember isrequired to perform certain tasks and roles that do notm
atch his or her expertise, interests, goals, and values. 2. Interpersonal Conflict
Also known as dyadic conflict.
It refers to conflict between two or more organizational
members of the same or different hierarchical levels orunits.
superiorsubordinate conflict relate to this type ofconflict.
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3. Intra-group/intra-departmental Conflict
refers to conflict among members of a group inconnection with its goals, tasks, procedures, etc.
4. Intergroup/interdepartmental ConflictIt refers to conflict between two or more units or
groups within an organization.
Conflicts between line and staff,
production and marketing, andheadquarters and field staffs
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FUNCTIONAL VERSUS DYSFUNCTIONAL
CONFLICTFunctional Conflict
Conflict that supports the goalsof the group and improves itsperformance.
Dysfunctional Conflict
Conflict that hindersgroup performance.
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The Conflict Process
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I. POTENTIAL OPPOSITION OR INCOMPATIBILITY
First step in conflict process is the presence of
conditions that create opportunities for conflict
to arise.(causes or sources of conflict)
Communication
Structure
Personal variable
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II. COGNITION AND PERSONALIZATION
When the conditions mentioned in stage I negatively
affects then the potential for opposition become
actualized.
If a conflict is perceived it does not mean that it ispersonalized.
In other words A may be aware that B and A are in
serious disagreement .but it may not make A tense or
anxious. It is at the felt level when individuals become emotionally
involved , that parties experience anxiety and tension.
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III. Intentions
Cooperativeness:
Attempting to satisfy the other partys concerns.
Assertiveness:
Attempting to satisfy ones own concerns.
Cooperativeness:
Attempting to satisfy the other partys concerns.
Assertiveness:
Attempting to satisfy ones own concerns.
Intentions
Decisions to act in a given way.
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Five conflict handling intensions:
Competing
Adesire to satisfy ones interests, regardless of theimpact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
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Accommodating
The willingness of one party in a conflict to place theopponents interests above his or her own.
Compromising
A situation in which each party to a conflict iswilling to give up something.
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IV. Behavior
At this stage conflicts become visible.
Behavior stage includes the statements, actions and
reactions made by the conflicting parties.
Conflict ManagementThe use of resolution and stimulation techniques toachieve the desired level of conflict.
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Stage V: Outcomes
Functional Outcomes from Conflict
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and change
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Stage V: Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group
goals
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Negotiation
Negotiation
Aprocess in which two or more parties exchangegoods or services and attempt to agree on theexchange rate for them.
BATNA
The BestAlternative To a
NegotiatedA
greement; thelowest acceptable value toan individual for anegotiated agreement.
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Bargaining Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amountof resources; a win-lose situation.
Integrative Bargaining
Negotiation that seeks one or more settlements thatcan create a win-win solution.
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1422
The
Negotiation
Process
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How to prevent conflicts
Frequent meeting of your team
Allow your team to express openly
Sharing objectives Having a clear and detailed job
description
Distributing task fairly Never criticize team members publicly
Always be fair and just with your team
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THIRD-PARTY NEGOTIATIONS
Mediator
Aneutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, andsuggestions for alternatives.
Arbitrator
A third party to a negotiation
who has the authority todictate an agreement.
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THIRD-PARTY NEGOTIATIONS
(CONTD)
Consultant
An impartial third party, skilledin conflict management, who
attempts to facilitate creativeproblem solving throughcommunication and analysis.
Conciliator
A trusted third party who provides an informalcommunication link between the negotiator and theopponent.
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ORGANIZATIONAL CULTURE
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ORGANIZATIONAL CULTURE
Culture is the set of important understanding that membersof a community share in common. - Vijay sathe
It consists of patterned ways ofthinking, feeling and reacting
that are acquired by language and symbols that create adistinctiveness among group.
A system of shared value is the building block of culture.
People in organization come from different cultural backgrounds.
They have different beliefs, customs, understanding,preference, etc.
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WHAT DO CULTURES DO?
Cultures Functions:
1. Defines the boundary between one organization
and others.2. Conveys a sense of identity for its members.
3. Facilitates the generation of commitment to
something larger than self-interest.
4. Enhances the stability of the social system.
Cultures Functions:
1. Defines the boundary between one organization
and others.2. Conveys a sense of identity for its members.
3. Facilitates the generation of commitment to
something larger than self-interest.
4. Enhances the stability of the social system.
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HOW EMPLOYEES LEARN CULTURE
Stories
Rituals
Material Symbols
Language
Stories
Rituals
Material Symbols
Language
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ORGANIZATIONAL CHANGE
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ORGANIZATIONAL CHANGE
MANAGEMENT
It is not uncommon for an organization tochoose to conduct a project that will haveimpact on the organization itself. Examples:
New Time and Attendance System
New email system
Transition from paper to electronic
Requisitions
Change from primarily print to primarilyelectronic media
Introduction of a new technology
Distribution of workers in new office space
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ORGANIZATIONAL CHANGE
MANAGEMENT
It is generally considered to be an organization-widechange, as opposed to smaller changes such asadding a new person.
It includes the management of changes to theorganizational culture, business processes, physicalenvironment, job design / responsibilities, staff skills/ knowledge and policies / procedures.
When the change is fundamental and radical, onemight call it organizational transformation
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WORK STRESS AND ITS
MANAGEMENTStress
Adynamic condition in which anindividual is confronted with an
opportunity, constraint, ordemand related to what he or shedesires and for which the outcome
is perceived to be both uncertainand important.
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WORK STRESS AND ITS
MANAGEMENTConstraints
Forces that prevent individualsfrom doing what they desire.
Demands
The loss of somethingdesired.
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POTENTIAL SOURCES OF STRESS
Environmental Factors
Economic uncertainties of the business cycle
Political uncertainties of political systems
Technological uncertainties of technical innovations
Terrorism in threats to physical safety and security
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POTENTIAL SOURCES OF STRESS
Organizational Factors
Task demands related to the job
Role demands of functioning in an organization
Interpersonal demands created by other employees
Organizational structure (rules and regulations)
Organizational leadership (managerial style)
Organizations life stage (growth, stability, or decline)
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POTENTIAL SOURCES OF STRESS
(CONTD)
Individual Factors Family and personal relationships
Economic problems
Personality problems
Individual Differences
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MANAGING STRESS
Individual Approaches
Implementing time management
Increasing physical exercise
Relaxation training
Expanding social support network
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MANAGING STRESS
Organizational Approaches
Improved personnel selection and job placement
Training
Use of realistic goal setting
Redesigning of jobs
Increased employee involvement
Improved organizational communication
Establishment of corporate wellness programs