conflicts in organisation
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UNIT-5
Conflicts in Organisation
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Concept of Conflict
Confict is a psychological state o mind when peopleare in a state o dilemma whether to do or not to do athing , is a state o confict . The domain o work andorganisation constitutes an arena in which diverging
aims and interests provide an inexhaustible source oconfict at local , national and international levels.
Confict may emerge between dierent organisationsor within organisations , or between organisations &their social & political environments . n organisation ,confict may imply dierence o opinion with persons orgroups and sometimes they manage to showdown &slowdown other and plan strategies or that . ! processthat begins when one party perceives that another party
has negatively aected , or is about to negatively aectssomethin that the "rst art cares about.
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Definition
#Confict is the appearance o dierence ,dierence o opinions , o interests $.
%%by
ollett
#Confict is de"ned as opposition or disputebetween persons , groups or ideas $.
%%by 'oe(elly
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Nature of Conflict
)ature o Confict
Conficts are natural
Confict is*ultidimensional
Confict is +niversal
Conficts are not ig
Confict is indingthe balance
Confict is -isruptive
Confict nvolves
-isagreement
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The Process of Conflict
LatentConflict
PerceivedConflict
FeltConflict
ManifestConflict
FunctionalConflict
Dysfunctional
Conflict
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1. Latent Confict (Stage 1) :
hen two or more parties need each other toachieve desired ob/ectives , there is potential or
confict . 0ther antecedents o confict areinterdependence , dierent goals , andambiguity o responsibility . They do notautomatically create confict , when they exist%they make it possible . 1atent confict oten riseswhen a change occurs . Confict is likely to becaused by a budget cutback , a change inorganisation direction , a change in personalgoals or the assignment o a new pro/ect to analready overloaded team .
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2. Perceived Confict (Stage 2) :
This is the stage at which members becomeaware o a problem . ncompatibility o needs
is perceived and tension begins as theparties begins to worry about what willhappen . ut no party eels that it is beingovertly threatened.
3. Fet Confict(Stage 3) :
!t these stages parties become emotionallyinvolved and begin to ocus on dierences o
opinion and opposing interests 2sharpeningerceived confict.
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nternal tensions and rustrations begin tocrystalli3e around speci"c , de"ned issues ,and people begin to build an emotional
commitment to their position.!. "ani#e$t Confict (Stage !):
!t this stage parties engage in actions that helpto achieve their own ob/ectives and ruin
those o others . Confict behaviours varyrom the subtle , indirect and highlycontrolled struggle . !t the organisationallevel , strike or lock%outs are the result .
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5. Confict %&tco'e (Stage 5) :
The confict "nally results in an outcome whichmay be unctional or dysunctional . handledwell , the result is unctional confict . mishandled , the conse4uences aredysunctional confict . !s confict proceedsthrough the stages , resolution becomes moredi5cult .
The parties become more locked into theirpositions and more convinced that the confict iswinning%lose situation . t is usually easier to
achieve win%win outcomes when the confict isrecognised early beore.
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Types of Conflict
Te$ o# Confict
6roup 1evel
Confict
ndividual
1evel Confict
0rganisational
1evel Confict
Intra-PersonalConflict
Inter-PersonalConflict
Intra-GroupConflict
Inter-GroupConflict
Intra-Organisational
Conflict
Inter-Organisational
Conflict
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Fr&$tration "ode
NEED(Deficiency
D!I"E(Deficiency
#it$ Direction
GO%L(!eductionof Drives and
FulfillsDeficiency&%!!IE!'
I OvertII Covert
F!)'*!%*ION
DEFENCE MEC+%NI'M' % %ggression
& #it$dra,alC Fiation
D Co.pro.ise
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Inter-Per$ona*Inter-Individ&a Confict
7ersonal -ierence
normation -e"ciency
8ole ncompatibility
9nvironmental :tress
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Positive Negative
Increased involve.ent
Increased co$esion
Increased innovation / creativity
Personal gro,t$ / c$ange Clarification of 0ey issues
Organisational vi1rancy
Individual / group identities
)nresolved anger
Personality clas$es
Less self-estee.
Inefficiency
Diversion of energy fro. ,or0
Psyc$ological ,ell 1eing t$reatened
#astage of resources
Negative cli.ate
Group co$esion disrupted
Po$itive + Negative Confict
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Leve$ + So&rce$ o# Confict
Intergro& Confict Task interdependence
Task ambiguity6oal incompatibility1imited resources
8eward systems
Intra-gro& Confict-isputes between
amily membersInterer$ona
Confict 'ohari indow
:troking 1ie 7ositionsIntra-Per$ona
Confict romrustration
6oals Confict
C$anges ,it$in eac$
group
C$anges 1et,een
groups
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Inter-Per$ona Confict
nter%individual confict occurs between twoindividuals in an organisation . t arises mainlybecause o dierences in perception ,temperaments , personalities , values systems ,socio%cultural actors , & role ambiguities .
Transactional !nalysis;T!< , 'ohari indow,:troking , & 1ie 7ositions seek to explain thephenomenon o inter%personal confict
=. Transactional !nalysis
>. 9go :tates
a< 7arent 9go :tate
b< !dult 9go :tate
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c< Child 9go :tate
?.:ocial Transactions
@.Complimentary Transactions
A.Crossed TransactionsB.+lterior Transactions
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Intra-ro& Confict
ntra%group confict reers to disputes amongsome or all o a groups members , which otenaect the groups perormance as happened inthe opening case . amily run business can be
especially prone to severe intra group & othertypes o conficts . These conficts typicallybecome more intense when an owner%ounderapproaches retirement , actually retires or dies.
8arely do amily businesses make it to the secondand third generations . The biggest obstacles tosuccession are the relationships among theamily members who own the business and bearresponsibility or keeping it alive or another
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generation . hat determines whether a amilybusiness soars or nosedives D t depends , in alarge part , on the respect that amily membersgive each other in the workplace , their
willingness to take on roles at work dierentrom those that they have at home , & theirability to manage confict .
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Inter-ro& Confict$
Confict between two groups or departments in anorganisation reers to intergroup confict .Confict between employees and managementare also due to inter%group conficts . Confict
between production department and marketingdepartments is an example o this confict .ntergroup confict arises due to E
• 0verlappingF
• !bsence o cooperationF
• 1ack o comprehensive understandingF
• Competition or sharing the same acilitiesF
• 8esource Crunch E when the available resources
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are less than the demand or the same .
1ack o open minded approachF
!bsence o collaboration between Gamong
groups, *ore concern or group goals rather then
organisational goals F and
8esistance either to communicate or receive
communication .
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/ect$ o# Confict
Confict has both positive and negative eects . tcan be positive when it encourages creativity ,new looks at old conditions , the clari"cation opoints o view , & the development o human
capabilities to handle interpersonal dierences .
Po$itive /ect$ o# Confict
!cts as *otivation.
!cts as )eed :atis"er.
7rovide Creative & nnovative deas.
ntroducing Hariety.
Create +nderstandings.
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Cntd,.
Negative /ect$ o# Confict
nsubordination .
-rop in 7roductivity.
1ack o -irection.
ragmentation .
1ack o )ew deas.
!ect Iuality o work.
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Proce$$ #or 0e$o&tion o# Confict
=. 7reliminary :tep
>. -iagnosing the ssue
?. Confict Jandling *odes
. The !void !ppearance o Confict
. )ot 7ermitting Conficts to :urace
. *ediation
. 1etting the 7arties to :ettle their :cores
. *utual 7roblem :olving
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Confict "anage'ent Strategie$
Co.pro.ising
Colla1orating %cco..odating
Co.peting %voiding
Concern for 'elf Lo,()nassert
ive&e$aviour
+ig$
Lo,()ncooperative
&e$aviour
Concernfor
Ot$er
+ig$()nc
ooperativ e&e$aviou
r
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Confict "anage'ent Strategie$
=. !voiding;ithdrawal<
dvantage$:-
. The most important advantage to this strategy
is that no conficts arise between parties , as noone address the problems.
. Can put the other side under pressure.
. orces the other side to take the initiative.
H. Can buy time.
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i$advantage$:-
. The most important disadvantage o thisstrategy
is that the problems persist and can get worseovertime . ndividuals o higher authority maytake over and solve the problem with solutionsthat bene"t no parties.
. Can give the control to the other side .. !s its extreme , it may be unethical .
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>.!ccommodating;:moothing<
dvantage$:-
. t maximi3es empathy and minimi3es
assertiveness.. The advantage to accommodation is that
confict can be 4uickly resolved , which helpswith short% term goals.
. !ccommodating strategy helps to maintain goodrelationships and receive personal acceptance.
H. t also tries to ignore confict in an attempt tokeep everyone happy.
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i$advantage$:-
. !ccommodation can lead to lack o sel%esteemwithin the accommodating party . The winningparty may also begin to take advantage.
. The accommodating party may end upsacri"cing a principle that hampers meeting thelong%term goal.
. !nother disadvantage o accommodating peopleduring negotiation is that one side doesnt gettheir point across , and problems aecting themcontinue.
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?. Competing;-ominance<
dvantage$:-
. Jelpul in Hery :imple Cases
. ntimidating. 9ective
i$advantage$:-
H. )on% Creative
H. :talemate is 7ossible
H. +nrealistic
H. -i5cult to :ustain
H.+nexpected 8eaction
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@.Compromising
dvantage$:-
. The advantage o compromising strategy is that
everybody agrees to do their part to solveconfict.
. The outcome can generally e seen as #air$ toboth parties because each gets something in
return.. This also solve a short%term confict while laying
th oundation to resolving a long%term problem.
H. 7eople who use compromising tend to see
others as worthy and e4ual to them , and hence
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i$advantage$:-. The disadvantage o a compromising is that neither
party leaves the negotiating table completely happy.
. :ince compromises are short%term , they usually
indicate that another confict will occur in the uture.. esides seceding personal ambitions , compromising
may not work at all i the demands are too great orany or all parties to agree.
H. hile the "nal solutions typically has the approval oall concerned , it does not give clear and optimalresults or complex problems . t can be used toachieve a temporary solutions 4uickly while a morepermanent solutions is being considered and
prepared.
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A. Collaboratingdvantage$:-
. :talemate is 1ess 1ikely
. Continued 8elationship is 1ikely
. 1ess :tressuli$advantage$:-
H. )eeds an 0pponent with a Common :trategy
H. eak
H. Jigh 8isk
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Strategie$ #or 0e$oving Confict
!e.ove &arriers
Cognitive dissonance
!efuse to select eit$er approac$
Mini.i2es and priorities roles
Develop co.pati1ility 1et,een personal / organisational goals
Develop sat,ic gunas
Lose-Lose
Lose-,in
#in-#in
Developing co.ple.entary transactions
%ltering 1e$avioral Inputs!eali2ing t$at divided t$ey stand 3 united
t$ey fall
Pro1le.-solving
Organisation redesign
'uper ordinates goals
Epansion of resources
%voidance'.oot$en
Interpersonal Conflict
Interpersonal Conflict
IntergroupConflict
Inter group
Conflict
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!ny IuestionsK.D