Chap Conflict Management 1

8/3/2019 Chap Conflict Management 1

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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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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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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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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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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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(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

Chap Conflict Management 1

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