organisational confl

8/13/2019 Organisational Confl

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Chetan Bhanushali

Rogil Jacob

Leroy Dsilva Monali Khairnar

Gosbel Pereira

Shagil Sayyed

Janki Swammy


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Conflict Defined

Is a process that begins when one party

perceives that another party has negativelyaffected, or is about to negatively affect,something that the first party cares about.

Is that point in an ongoing activity when an

interaction crosses over to become aninterparty conflict.


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Organizational conflictis a state ofdiscord caused by the actual or

perceived opposition of needs, valuesand interests between people workingtogether


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Causes:

Poorcommunication

Lack of openness

Failure to respond toemployee needs

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.


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Human Relations View of Conflict

The belief that conflict is a natural and inevitableoutcome in any group.

Interactionist View of Conflict

The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.


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Task ConflictConflicts over content andgoals of the work.

Relationship Conflict

Conflict based oninterpersonal relationships.

Process Conflict

Conflict over how work gets done.


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Functional Conflict

Conflict that supports the goalsof the group and improves itsperformance.

Dysfunctional Conflict

Conflict that hindersgroup performance.


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Communication Semantic difficulties, misunderstandings, and noise

Structure

Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose)

Dependence/interdependence of groups Personal Variables

Differing individual value systems Personality types


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Positive FeelingsNegative Emotions

Conflict Definition

Perceived ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict to

arise.

Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.


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Cooperativeness:

Attempting to satisfy the other partysconcerns.

Assertiveness:Attempting to satisfy ones own concerns.

Intentions

Decisions to act in a given way.


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Competing

A desire 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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Conflict ManagementThe use of resolution and stimulation techniques toachieve the desired level of conflict.


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Conflict Resolution Techniques

Problem solving

Expansion of resourcesAvoidance

Compromise

Authoritative command

Altering the human variable


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Conflict Resolution Techniques

Communication

Bringing in outsiders


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Functional Outcomes from Conflict

Increased group performance

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 andchange

Creating Functional Conflict

Reward dissent and punish conflict avoiders.

2005 Prentice Hall Inc. All rights reserved.1420


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Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group membersovercomes group goals

2005 Prentice Hall Inc. All rights reserved.1421


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organisational confl

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