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CONFLICT IN ORGANIZATION

Disagreement Exist 1. Substantive Issues Friction

2. Emotional Antagonism

Substantive - Fundamental disagreement over End/Goals (Matlamat)

Emotional - Interpersonal difficulties over feelings. Ex Anger. Mistrust, Fear

Functional > Constructive Conflicts (Benefits the groups)

Dysfunctional > Destructive Conflict (Disadvantage the groups)

CONFLICT

WHATCreate

TYPES

LEVEL INTERPERSONAL INTRAPERSONAL INTERGROUP INTERORGANIZATIONAL

FUNCTIONAL &

DYSFUNTIONAL

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So it means conflicts can be constructive or destructive in working environment of the group:

High

Performance

Low

Low High

Conflicts

Cultural differences must be considered for their conflict potential By indentifying cultural differences dysfunctional conflicts can be

avoided and functional conflicts can be developed

FUNCTIONAL

Moderate levels of conflict are

constructive

DYSFUNCTIONAL

Too little or too much is destructive

PERFORMANCE VS CONFLICTS:

Functional and Dysfunctional

CULTURE &

CONFLICTS

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Vertical Conflict- Supervisor & Subordinates Horizontal Conflict-Person or group at same hierarchical level Line Staff Conflict-Disagreement between line & staff personnel who have

authority & control over decision matters. Ex Budget, Technology

Role Ambiguity ConflictOccurs when communication of task expectation isunclear and upsetting in some way

VerHor -LiRol

Task & Workflow Interdependencies cause disputes and disagreementthat required to cooperate to meet challenging goals. When

interdependence is high, conflict potential greatly to happen.

Structural Differentiation- When different teams pursue a different goalwith different time horizon

Domain Ambiguities- When individuals or teams lack of adequate taskdirection or goals

Resource Scarcity- When individual or teams try to position themselves togain or retain or maximum shares of limited resources pool

Power Or Value Asymmetries- Exist when interdependency people or teamdiffer one another in statue & influence or values.

TasStru-DoReP

HIERARCHICAL

CAUSES OF

CONFLICT

CONTEXTUAL

CAUSES OF

CONFLICT

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HOW? Managed Interdependence

-Decoupling-Taking Action to eliminate reduce required contact between

conflicting parties

-Buffering Input of one team are the output of another

-Linking Pin Roles- Person that in the line need to understand the operation,

members, need and norms of their host team.

Appeals To Common Goals anAppealsthat can help to focus intention ofconflicting individuals and teams in mutually desirable condition

Upward Referral-Uses chain of command for conflict resolution. Ex refer tohigher manager to settle the problem

Altering Scripts & Myth-Conflict superficially managed by scripts or behaviouralroutines that part of organizational culture

ManApp-UpAl

INDIRECTCONFLICT

MANAGEMENT

STRATEGIES

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Lose-Lose Strategies- Lose-lose conflictoccurs when nobody really what he orshe want in conflict situation.

-Avoidance

-Accommodation or smoothing

- Compromise

Win-Lose Strategies- Win lose conflictis one party achieves it desires at theexpense and to the exclusion to other partys desires.

-Competition

-Authority Command

Win-Win strategies-Win-win conflictis achieved by by blend of both highcooperativeness & assertiveness

-Collaboration and problem solving

DIRECTCONFLICT

MANAGEMENT

STRATEGIES

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Five Direct Conflict Management Strategies

Cooperative

Cooperativeness

(attempting to

satisfy the other

party concern)

Uncooperative

Unassertive Assertive

Assertiveness

Avoidance

Downplaying disagreement;

failing to participate in the

situation and neutral at all

cost

Competitive & Authoritative

Command

Working against wishes of

other party. Fighting to

dominate in lose

competition.

Accommodation or

Smoothing

Letting others wishes rule

and maintain superficialharmony

Collaboration & Problem

Solving

Seeking True satisfaction of

everyone concern by workingthrough differences,

finding & solving

problems so everyone

ain results

Compromise

Working towards

partial satisfaction of

everyone concern.

Seeking acceptable

than optimal solution

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(attempting to satisfy one own concerns)