intergroup conflict
TRANSCRIPT
INTERGROUP RELATIONS
Intergroup relations between two or more groups and theirrespective members are often necessary to complete the workrequired to operate a business.
CONFLICTS
• Some conflict, called functional conflict, is considered
positive, because it enhances performance and identifies
weaknesses.
• Dysfunctional conflict, however, is confrontation or
interaction between groups that harms the organization or
hinders attainment of goals or objectives.
INTERGROUP CONFLICT
Intergroup conflict refers to the collective incompatibility or disagreement
between two or more divisions, departments, or subsystems in connection
with tasks, resources, information, and so on.
MANAGING INTERGROUP CONFLICT
The management of intergroup conflict involves channeling the
energies, expertise, and resources of the members of conflicting groups
for synergistic solutions to their common problems or attainment of
overall organizational goals.
DIAGNOSIS
The diagnosis of intergroup conflict can be performed by means of interviews,
observation, company records, and the perceptions of the organizational
members.
MEASUREMENT
A comprehensive diagnosis of intergroup conflict should include the
measurement of the following:
1. The amount of conflict that exists between two specific groups.
2. The styles of handling conflict of the ingroup members with the
outgroup members.
3. The sources of intergroup conflict and the style of handling such
conflict.
4. Organizational learning and effectiveness
ORGANISATION STUDIED
State Bank of Pakistan
پاکستاندولتبینک v
State Bank of Pakistan
Headquarters Karachi, Pakistan
Established 1948
Governor Ashraf Mahmood Wathra
Central bank of Pakistan
Currency Pakistani rupee
PKR (ISO 4217)
COMPANY OVERVIEW
The State Bank of Pakistan (SBP; Urdu: is (بینک دولت پاکستان
the central bank of Pakistan. While its constitution, as
originally laid down in the State Bank of Pakistan Order
1948, remained basically unchanged until January 1, 1974,
when the bank was nationalized, the scope of its functions
was considerably enlarged. The State Bank of Pakistan Act
1956, with subsequent amendments, forms the basis of its
operations today. The headquarters are located in the
financial capital of Pakistan, Karachi with its second in the
capital, Islamabad.
DIFFERENT DEPARTMENTS OF SBP
1. AGRICULTURAL CREDIT AND MICRO FINANCE DEPARTEMENT
2. BANKING INSPECTION ON SITE DEPARTEMENT
3. BANKING POLICY AND REGULATIONS DEPARTEMENT
4. CONSUMER PROTECTION DEPARTEMENT
5. EXCHANGE POLICY DEPARTMENT
6. FINANCE DEPARTEMENT
7. LEGAL SERVICES DEPARTEMENT
8. HUMAN RESOURCE DEPARTEMENT
9. INFORMATION SYSTEM AND TECHNOLOGY DEPARTEMENT
10. ISLAMIC BANKING DEPARTEMENT
HUMAN RESOURCE DEPARTEMENT
Mission Statement
To transform the State Bank of Pakistan into an “Employer of Choice”
which nurtures talent through its enabling culture.
VISION STATEMENT
We are committed to excellence at acquiring, developing and retaining the right
talent by:
Aligning our HR policies with market
Serving as a strategic partner to the line Departments
Administering superior and prompt HR services
1. Recruitment & Career Development
2. Employees Benefits
3. General Services & Admin
4. Reward Management & PMIS
5. Employee Relations & Trainings
MANAGING INTERGROUP CONFLICTS
• Management makes cogent decisions because they know that conflict is very
important and it has significant impact on employee’s performance.
• It’s an era of competition in banking sectors, all banks are in pursuit to
improve their services and products by according due importance to the
customers.
• Large number of stakeholders transfers their loyalty from one bank to another.
• It had put the banks on toes to operate with improved performance.
• Conversely, there is no supposition of a “best way” to control conflict.
• Bank management is offering Golden Handshake for reduction of their employees.
Strengths
Brand name
Market Leader
Wide Distribution Network
Government Owned
Diversified Portfolio
Weaknesses
Minor hindrances
Hierarchical management
Lags modernization
Opportunities
Merger of associate banks with SBP
Opportunities for public sector banks
New Branches and ATM's
Expansion on Foreign soil
Threats
CRM customer relationship management
Private banks venturing into the rural
Employee Strike
SWOT ANALYSIS
• Measurement of relationship aspect in the
Banking sector is essential due to the
sensitivity of employees’ job.
• Management strives to reduce the conflict by keeping employees focus towards their objectives and team work.
CONCLUSION
Special strategies may be adopted
to lessen relationship conflict
amongst the employees of an
organization enabling organization to
improve their performance.
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