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Definition
• Conflict is “a process that begins when individuals or groups perceive that others have taken or will soon take actions incompatible with their own major interests.”
Greenberg and Baron
Types of Conflicts
• Intrapersonal Conflict
• Interpersonal Conflict
• Inter-group Conflict
• Inter-organization Conflict
Intrapersonal Conflict
•conflict within oneself •result of competing roles and values •result of contradiction•while finding a balance between personal and professional life
Interpersonal Conflict
• conflict between individuals
• affect the individuals emotionally
• not compatible • failure in
communication • differences in
perception • difference in status
Inter-group Conflict
• conflict between groups • between two departments
of a company • prove them to be superior,
gain power and improve their image
• difference in opinions, group loyalties and competition
• diversion of focus from job priorities
Inter-organization Conflict
• conflicts between to organizations
• out of competition
• turn into a cold war
Sources of ConflictsSources of Conflicts
•Organisational Causes
•Interpersonal Causes
Organisational causes of ConflictsOrganisational causes of ConflictsOrganisational
changesCompetition
over scarce resources
Interdependence
Role ambiguityDifferentiation
within the organisation
Power differentials
Interpersonal causes of ConflictsInterpersonal causes of Conflicts
Personality Clashes
Different valuesThreat to statusContrasting
perceptionsDistrustFaulty
communicationFaulty
attributions
THE TECHNIQUES USED BY MANAGERS TO RESOLVE
CONFLICTS
The overall goal of the different conflict management techniques is not to eliminate conflict but to adopt procedures for maximizing its potential benefits while minimizing its potential costs.
TECHNIQUES TO RESOLVE CONFLICTS
Bargaining Third party intervention:-
Mediation
Arbitration
Active questioning by the managerNo active questioning by the
managerInformal diagnosis of the nature of
the conflict by the manager Induction of super ordinate goalsEscalative interventions
FUNCTIONAL CONFLICTS
• It confrontation between 2 refers to ideas,goals and parties that improve employees and the organisations performance.
POTENTIAL BENEFITS OF CONFLICTS:• INCREASES AWARENESS
• MOTIVATES ORGANISATIONAL MEMBERS
• PROMOTES CHANGE
• ENHANCES MORALE & COHESION
• HIGH QUALITY DECISIONS
• STIMULATES INTEREST & CREATIVITY
DYSFUNCTIONAL CONFLICTS
Can cause tension, anxiety, and stress. It can also reduce trust and result in the withholding of information. It can reduce job performance if parties in conflict are interdependent in doing their jobs.
CONFLICT RESOLUTION
• Compromising
• Forcing
• Avoiding
• Confronting
• Smoothing
CONFLICT OUTCOMES
• LOSE-LOSE
• LOSE-WIN
• WIN-LOSE
• WIN-WIN
Con
flictMana
gement
Tech
niques
5 Steps to Managing Conflicts
• Analyze the conflict• Determine
management strategy• Pre-negotiation• Negotiation• Post-negotiation
Step I- Analyze the conflict
Step II- Determine management strategy
Conflict management strategies
• Collaboration• Compromise• Competition• Accomodation• Avoidance
Step III- Pre-negotiation
• Initiation• Assessment• Ground rules and
agenda• Organization• Joint fact-finding
Step IV- Negotiation
• Interests•Options•Evaluation•Commitme
nt
Step V- Post-negotiation
• Ratification
• Implementation
• Precaution
ConclusionGood Understanding
+Good Strategy
=No Conflicts