Post on 04-Jun-2018
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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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