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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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INTRAIINDIVIDUALCONFLICT

INTERPERSONALCONFLICT

INTERGROUP CONFLICT

INTER ORGANIZATIONAL CONFLICT

LEVELS OF ORGANIZATIONAL CONFLICT


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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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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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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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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

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