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Conflict management bba

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Danish Shoukat
Danish Shoukat

This document discusses conflict management in organizations. It defines conflict as any situation where incompatible goals or behaviors lead to disagreement between parties. Organizational conflict is dependent on how interdependent tasks are and how much resources are shared. Conflict can have positive or negative outcomes for an organization. Some positive outcomes include new ideas and healthy competition, while negative outcomes increase hostility. The document also describes various forms of conflict and causes of conflict within organizations. Finally, it outlines several techniques for resolving conflicts, such as problem solving, creating shared goals, expanding resources, avoidance, compromise, and altering human or structural variables.

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CONFLICT MANAGEMENT Anuttama Banerjee
Interdependence of group • Pooled dependence : Independent departments contribute together in the organization • Sequential Interdependence : Output of one unit depends on input from another unit • Reciprocal Interdependence : Two groups depend on each others output • Team Interdependence : More than two groups depend on each others output
WHAT IS CONFLICT?  Any situation where incompatible goals, attitudes, emotions or behaviours lead to disagreement or opposition between two or more parties May arise between two parties when: One party (an individual or a group) feels that the actions of the other party will either affect its interests adversely or obstruct the achievement of its goals; The goals of both the parties differ significantly or are interpreted differently; The basic values and philosophies and attitudes of the two parties are different Can range from small disagreement to violent acts. Can range from small disagreement to violent acts. Can range from small disagreement to violent acts.
4 Organizational Conflict Conflict in an organization is dependent on the extent to which resources are shared and tasks are interdependent in the organization Chances of organizational conflict arising are low if the organizational goals are consistent, require employees to perform tasks that are less interdependent and; do not involve much sharing of resources
5 Outcomes Outcomes constitute the last stage of the conflict process. Outcomes are the consequences that result from interaction among conflict parties. An outcome may have a positive or negative impact on the organization. Accordingly, outcomes are classified as functional and dysfunctional Functional conflicts may generate new ideas, might encourage sense of challenge and growth in others Dysfunctional conflicts lead to personal attacks increases hostility
POSITIVE OUTCOMES OF CONFLICT  Helps in analytical thinking  Decreases tension  Might be a precursor of a positive change  Might promote healthy competition  Might lead to group cohesion
FORMS OF CONFLICT Intrapersonal Conflict (cognitive or affective conflict) Interpersonal Conflict Intergroup Conflicts Individual-Group conflict Organizational level conflict
CAUSES OF CONFLICT  Communication related problem  Power related problem (everyone wants to be the boss)  Role related conflict  Structural aspect of conflict (size, policies, line-staff conflict)  Coordination related conflict  Resource allocation related conflict
9 Conflict Resolution Techniques Problem Solving Face-to-face meeting of the conflict parties for the purpose of identifying the problem and resolving it through open discussion. Superodinate goals Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties. Expansion of resources When a conflict is caused by the scarcity of a resource-say, money, promotion opportunities, office space-expansion of the resource can create a win-win solution. Avoidance Withdrawal from, or suppression of, the conflict Conflict Management Techniques
10 Conflict Resolution Techniques Smoothing Playing down differences while emphasizing common interests between the conflicting parties. Compromise Each party to the conflict gives up something of value. Authoritative command(Domina nce) Management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved. Altering the human variable Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict. Altering the structural variables Changing the formal organization structure and the interaction patterns of conflicting parties through job redesigning, transfers, creation of coordinating positions, and the like.

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Conflict management bba

  • 2. Interdependence of group • Pooled dependence : Independent departments contribute together in the organization • Sequential Interdependence : Output of one unit depends on input from another unit • Reciprocal Interdependence : Two groups depend on each others output • Team Interdependence : More than two groups depend on each others output
  • 3. WHAT IS CONFLICT?  Any situation where incompatible goals, attitudes, emotions or behaviours lead to disagreement or opposition between two or more parties May arise between two parties when: One party (an individual or a group) feels that the actions of the other party will either affect its interests adversely or obstruct the achievement of its goals; The goals of both the parties differ significantly or are interpreted differently; The basic values and philosophies and attitudes of the two parties are different Can range from small disagreement to violent acts. Can range from small disagreement to violent acts. Can range from small disagreement to violent acts.
  • 4. 4 Organizational Conflict Conflict in an organization is dependent on the extent to which resources are shared and tasks are interdependent in the organization Chances of organizational conflict arising are low if the organizational goals are consistent, require employees to perform tasks that are less interdependent and; do not involve much sharing of resources
  • 5. 5 Outcomes Outcomes constitute the last stage of the conflict process. Outcomes are the consequences that result from interaction among conflict parties. An outcome may have a positive or negative impact on the organization. Accordingly, outcomes are classified as functional and dysfunctional Functional conflicts may generate new ideas, might encourage sense of challenge and growth in others Dysfunctional conflicts lead to personal attacks increases hostility
  • 6. POSITIVE OUTCOMES OF CONFLICT  Helps in analytical thinking  Decreases tension  Might be a precursor of a positive change  Might promote healthy competition  Might lead to group cohesion
  • 7. FORMS OF CONFLICT Intrapersonal Conflict (cognitive or affective conflict) Interpersonal Conflict Intergroup Conflicts Individual-Group conflict Organizational level conflict
  • 8. CAUSES OF CONFLICT  Communication related problem  Power related problem (everyone wants to be the boss)  Role related conflict  Structural aspect of conflict (size, policies, line-staff conflict)  Coordination related conflict  Resource allocation related conflict
  • 9. 9 Conflict Resolution Techniques Problem Solving Face-to-face meeting of the conflict parties for the purpose of identifying the problem and resolving it through open discussion. Superodinate goals Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties. Expansion of resources When a conflict is caused by the scarcity of a resource-say, money, promotion opportunities, office space-expansion of the resource can create a win-win solution. Avoidance Withdrawal from, or suppression of, the conflict Conflict Management Techniques
  • 10. 10 Conflict Resolution Techniques Smoothing Playing down differences while emphasizing common interests between the conflicting parties. Compromise Each party to the conflict gives up something of value. Authoritative command(Domina nce) Management uses its formal authority to resolve the conflict and then communicates its desires to the parties involved. Altering the human variable Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict. Altering the structural variables Changing the formal organization structure and the interaction patterns of conflicting parties through job redesigning, transfers, creation of coordinating positions, and the like.