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Organizational Conflict
Organizational Conflict The discord that arises
when goals, interests orvalues of differentindividuals or groups areincompatible and thosepeople block or thwarteach others efforts toachieve their objectives.
Conflict is inevitablegiven the wide range ofgoals for the differentstakeholder in theorganization
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The Effect of Conflict on
Organization Performance
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Pondys Stages Latent conflict: There is no actual conflict; however,
the potential for conflict to arise is present because ofthe sources of conflict previously identified.
Perceived conflict: Each party searches for the originsof the conflict, defines why the conflict is emerging,
analyzes the events that led to its occurrence, andconstructs a scenario that accounts for the problems it isexperiencing with other parties.
Felt conflict: The parties in conflict develop negativefeelings about each other.
Manifest conflict: One party decides how to react to ordeal with the party that it sees as the source of theconflict, and both parties try to hurt each other andthwart each others goals.
Conflict aftermath: Every conflict episode leaves aconflict aftermath that affects the way both parties
perceive and respond to a future conflict episode.
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Interpersonal Conflict
Conflict between individuals due to differences in their
goals or values.
Intragroup Conflict Conflict within a group or team.
Inter group Conflict
Conflict between two or more teams or groups.
Managers play a key role in resolution of this conflict Inter organizational Conflict
Conflict that arises across organizations.
Types of Conflict
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Types of Conflict
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Sources of Conflict
Incompatible Goals and Time Horizons
Different groups have differing goals and focus.
Overlapping Authority
Two or more managers claim authority for the same
activities which leads to conflict between the
managers and workers.
Task Interdependencies
One member of a group or a group fails to finish a
task that another member or group depends on,
causing the waiting worker or group to fall behind.
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Sources of Conflict
Incompatible Evaluation or Reward Systems A group is rewarded for achieving a goal, but another
interdependent group is rewarded for achieving a goalthat conflicts with the first group.
Scarce Resources Managers can come into conflict over the allocation of
scare resources.
Status Inconsistencies Some individuals and groups have a higher
organizational status than others, leading to conflictwith lower status groups.
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Sources of Conflict
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Conflict Management Strategies
Functional Conflict Resolution
Handling conflict by compromise or collaboration
between parties.
Compromise: each party is concerned about their goalaccomplishment and is willing to engage in give-and-take
exchange to reach a reasonable solution.
Collaboration: parties try to handle the conflict without
making concessions by coming up with a new way to resolve
their differences that leaves them both better off. Managers also must address individual sources of
conflict.
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Confli t Manage ent
e niq es
Organizational-level techniques
Modifying differentiation and integration
Employing integrating mechanisms
Creating a common vision
Group-level techniques
Physically separating work groups
Revising rules and standard operating procedures
Providing common goals
Employing negotiation
Individual-level techniques
Bringing in outside help to give advice and counsel
Providing education and sensitivity training
Moving people around
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Recognize that conflict is an enduring part of organizationalbehavior, and develop the skills to be able to analyze andmanage it.
When conflict occurs, try to identify its source and move quickly
to intervene to find a solution before the problem escalates.
Whenever you make an important change to role and taskrelationships, always consider whether the change will createconflict. Recognize that good organizational design canprevent conflict from emerging.
Recognize that the appropriateness of a conflict managementstrategy depends on the source of the conflict.
Ad i e to Managers
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Negotiation Strategies for
Integrative Bargaining Negotiation
A method of conflict resolution in which two when
parties of equal power try to find an acceptable
solution by considering various alternatives toallocate resources to each other.
Distributive negotiation
The parties see the conflict as win-or-lose because
they believe the resource base of the conflict is fixed.
Integrative negotiation
Parties can increase total resources by coming up with
a new solution that is a win-win for both.
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DISTRIBUTIVE VS.INTEGRATIVE
BARGAINING
DIS RIB IVE BARGAINING
GE AS M CH PIE AS
P SSIBLE
IN-L SE P SI I NS CUS IS LIMI ED
OPPOSED IN RES S
LOW SHARING OF
INFORMATION
SHORTTERM RELATIONSHIP
INTEGRATIVE BARGAINING
EXPANDTHE PIE AS MUCH
POSSIBLE SOTHAT BOTHTHE
PA
RT
IESA
RE SAT
ISF
IED
WIN-WIN
INTRESTS
CONGRUENT INTRESTS
HIGH SHARING OF
INFORMATION
LONG TERM RELATIONSHIP
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NEGOTIATION PROCESS
PREPARATION AND PLANNING-
(BATNA)-BEST ALTERNATIVE TO ANNEGOTIATED AGREEMENT
DEFINITION AND GROUND RULES
CLARIFICATION AND JUSTIFICATION
BARGAINING AND PROBLEM SOLVING
CLOSURE AND IMPLEMENTATION
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ThirdThird--party negotiatorparty negotiatoris an outsider skilled
in handling bargaining and negotiation.MediatorMediator- a neutral third party who tries
to help parties in conflict reconcile their
differences.
ArbiterArbiter- a third party who has the
authority to impose a solution to a dispute.
THIRD PARTY NEGOTIATION
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THANK U