jk copiers
TRANSCRIPT
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COST-ANALYSIS
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SUPER -PAPER
-By J.K. Copier Papers
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In organizations everywhere, conflict among differentinterest is inevitable and sometime the amount ofconflict is substantial. One survey reported thatmanagers spends an estimated 20% of time dealing withconflict .
Organizational conflict is the discord that arises when the"goals, interests or values of different individuals or groups areincompatible and those individuals or groups block or thwartone another's attempts to achieve their objective," says GarethR. Jones and Jennifer M. George's book, "ContemporaryManagement."
A process that occurs when a person or group believes thatothers have or will take action that is at odds with their owngoals and interests.
Conflict is any situation in which two or more parties feelsthemselves in oppositions
Conflict is an interpersonal process that arises fromdisagreement over the goals to attain or methods to be used to
accomplish the goals .
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SOURCES OF CONFLICT
CONFLICT RESULTS FROM
DIFFERENCE IN GOALS AND METHODS
TASK INTERDEPENDENCE
AMBIGUITY OF ROLES
POLICIES AND RULES
PERSONALITY DEFFERENCES
INEFFECTIVE COMMUNICATION
COMPETETION OVER SCARCE RESOURSE
DIFFERENCES IN ATTIUDE , BELIEFS AND EXPERIENCES
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Interpersonal Causes of Conflict
Conflict
Competitive
Reward
Systems
Faulty
Communication
Personal
Characteristics
Faulty
Attribution
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Organizational Sources of Conflict
Conflict
Competition over
Scarce Resources
Differences in
Power, Status,
Culture
Ambiguity over
Jurisdiction
Group
Identification
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WHAT IS CONFLICT MANAGEMENT
Conflict management is the practice of identifying and handling
conflict in a sensible, fair and efficient manner
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WAYS OF DIFFERENTIATING CONFLICT
1. FUCTIONAL AND DYSFUNCTIONAL
CONFLICT.
Functional conflict: works toward the goals of an organization
or group Dysfunctional conflict: blocks an organization or group fromreaching its goals
Dysfunctional high conflict: what you typically think about
conflict
Dysfunctional low conflict: an atypical view
Levels vary among groups
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WAYS OF DIFFERENTIATING
CONFLICT
Functional conflict
Constructive Conflict--Mary Parker Follett (1925)
Increases information and ideas
Encourages innovative thinking
Unshackles different points of view
Reduces stagnation
Dysfunctional high conflict
Tension, anxiety, stress
Drives out low conflict tolerant people
Reduced trust
Poor decisions because of withheld or distorted informationExcessive management focus on the conflict
Dysfunctional low conflict
Few new ideas
Poor decisions from lack of innovation and information
Stagnation
Business as usual
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WAYS OF DIFFERENTIATING CONFLICT
INTRAIINDIVIDUALCONFLICT
INTERPERSONALCONFLICT
INTERGROUP CONFLICT
INTER ORGANIZATIONAL CONFLICT
LEVELS OF ORGANIZATIONAL CONFLICT
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WAYS OF DIFFERENTIATING CONFLICT
TYPES
APPROACH
APPROACH CONFLICT
APPROACH AVOIDANCE CONFLICT
AVOIDANCE AOIDANCE CONFLICT
INTRAINDIVIDUAL CONFLICT : Occurs within an
individual
Conflict due to Frustration.
Goal conflict.
Role conflict and ambiguity
TYPES
INTERROLE
INTRAROLE
THE PERSON AND THE ROLE
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Conflict due to Frustration
Frustration occurs when amotivated drive is blocked aperson reaches a desired goal.The barrier may be either overtor covert.
Frustration from barrier can
cause aggression , withdrawal,fixation( were employees adoptto the barrier) and compromise(employee live outside the job ,he compromises by doingsomething else)
Frustration can also lead to
positive results for employeeswho have high need of selfachievement and self efficacy.Such employees performs betterby trying harder.
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Goal Conflict
Another common source of intra individual conflict can result from the goal
which has both positive or negative features or when there are two or morecompetitive goals existing.
There are 3 types of goal conflict
Approach approach conflict :The condition arises when an individual is
motivated to approach 2 or more positive but mutually exclusive goals .
Approachavoidance conflict : The condition arises when and individual is
motivated to approach the goal and at the same time he is motivated to avoid
it .
Avoidance- avoidance conflict : This condition arises when an individual
is motivated to avoid two or more negative but mutually exclusive goals .
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Role conflict and Ambiguity .
There are three types of role conflict which an individual face in an organizations .
They are:
The person and the role conflict : It occurs when there is a conflict
between the persons personality and the expectations out of the role he is
playing.
Intrarole Conflict: It occurs when an individual faces contradictory
expectations of about how a given role should be played
Interrole Conflict : Results when the same individual plays different roles at
the same time .
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WAYS OF DIFFERENTIATING CONFLICT
INTERPERSONAL CONFLICT : Also known as intra groupconflict results from personality problems and defect in the otherparty .Some sources of interpersonal conflict are :
Personal differences
Informational deficiency
Role incompatibility
Environmental stress like downsizing, shirking resources,
competitive pressure or high degree of uncertainty
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Interpersonal Conflict Handling Styles
Avoiding Style
Unassertive and uncooperative
Forcing Style
Assertive and uncooperative
Accommodating Style
Unassertive and cooperative
Collaborating Style
Assertive and cooperative
Compromising Style
Intermediate level of assertive and cooperative
behaviors
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WAYS OF DIFFERENTIATING CONFLICT
INTERGROUP BEHAVIOR OR CONFLICT
Such conflict occurs whenever individual belonging to one group interacts
collectively or individually with another group in terms of there reference
group identification. Antecedent conditions for such conflicts are:
Competition for resources : scarcity of resources and services
Task interdependence : 2 groups depends upon one another in mutualways
Jurisdictional ambiguity: May involve turf problems or overlapping
responsibility. Often occurs when one group attempts to assume more
control and take credits of desirable activities
Status struggle : Conflict occurs when one group attempts to improve its
status and another group view it as a threat in the status hierarchy.
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WAYS OF DIFFERENTIATING CONFLICT
ORGANIZATIONAL CONFLICT
Between two or more organizations
- competition
Examples: suppliers and distributors, especially withthe close links now possible
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Pondys Stages of conflict Latent conflict: There is no actual conflict; however, the
potential for conflict to arise is present because of the sources ofconflict previously identified.
Perceived conflict: Each party searches for the origins of theconflict, defines why the conflict is emerging, analyzes the events
that led to its occurrence, and constructs a scenario that accountsfor the problems it is experiencing with other parties.
Felt conflict: The parties in conflict develop negative feelingsabout each other.
Manifest conflict: One party decides how to react to or deal with
the party that it sees as the source of the conflict, and both partiestry to hurt each other and thwart each others goals.
Conflict aftermath: Every conflict episode leaves a conflictaftermath that affects the way both parties perceive and respondto a future conflict episode.
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Costs & Benefits of Conflict
Costs of Conflict
Negative emotions and
stress
Stereotyping
Faulty decision
making
Benefits of Conflict
Discussion of
problems
Basis for change
Increase in motivation
and loyalty
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Methods to deal with conflicts
Competition (win-lose situation)
Accommodation(win-win situation)
Avoidance(lose-lose situation) Compromise(lose-lose situation)
Collaboration(win-win situation)
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THOMAS KILMAN CONFLICT MODE INSTRUMENT
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Advice to Managers
Recognize that conflict is an enduring part oforganizational behavior, and develop the skills to beable to analyze and manage it.
When conflict occurs, try to identify its source and
move quickly to intervene to find a solution beforethe problem escalates.
Whenever you make an important change to role andtask relationships, always consider whether thechange will create conflict. Recognize that good
organizational design can prevent conflict fromemerging.
Recognize that the appropriateness of a conflictmanagement strategy depends on the source of the
conflict.
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Steps to resolve conflicts
Assure privacy Empathize than sympathize
Listen actively
Maintain equity
Focus on issue, not on personality Avoid blame
Identify key theme
Re-state key theme frequently
Encourage feedback Identify alternate solutions
Give your positive feedback
Agree on an action plan
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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
Being a role model
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Conclusion
Poorly managed conflicts
Unfavorable with counter productive results
Problems and negative attitude
Well managed conflicts
Stimulate competitionIdentify legitimate differences
Powerful source of motivation
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Summary
Conflict management is the responsibility of all
employees
Understanding your style can assist in working
with others
All styles have their place, but collaboration is
best for most work situations