Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Save to My Library
Look up keyword
Like this
15Activity
0 of .
Results for:
No results containing your search query
P. 1
MANAGING TYPES OF CONFLICT IN THE ORGANIZATION CAN LEAD TO A BETTER PERFORMANCE

MANAGING TYPES OF CONFLICT IN THE ORGANIZATION CAN LEAD TO A BETTER PERFORMANCE

Ratings:

4.5

(2)
|Views: 2,853 |Likes:
Published by zbirama

More info:

Published by: zbirama on Jan 25, 2010
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as DOC, PDF, TXT or read online from Scribd
See more
See less

01/08/2013

pdf

text

original

 
MANAGERIAL COMMUNICATION1.0 INTRODUCTION
Having competitive advantages, increase productivity, performance and achieving the goal, iswhat every organization nowadays tries to achieve, however different publication, books andarticles have been published the way to achieve the organization needs, and different authorsagreed that satisfying the customer, motivating employee by paying incentives, recognition etccan increase productivity also employee involvement into decision making can also motivateemployee in order to attain the goal of the organization.Having good performance is important for the organization success organization, but there aresome signs which reduces the employee performance, one of these signs is conflict amongemployee in group, employee in different groups, between employee them selves or with their supervisors, as well as conflicts within the employee himself/herself, and the way to reduce theseconflicts is by implementing good conflict management in the organization.Conflict management have been defined by De Dreu C.K (2000), as process of managing theclashes or struggle between parties. However, this research will discuss more about conflictmanagement and how it’s directly affecting the performance. This then leads increase in productivity, and achieving the goals of organization at large.
1.1 Objective of the research:
The objectives of this research are as follows:
Explain the relation between conflict management and having better performance inorganization.
1
 
Filling the gap of literature about conflict management and how its related to better  performance in organization
2.0 LITERATURE REVIEW2.1 Theoretical framework Figure 1:
Independent and dependent and relationship between conflict and good performance, which is the dependent variable for types of conflict.
2.2 Conflict and Performance
Different authors defined and explained the term organizational performance as it comprisesthe actual output or results of anorganizationas measured against its intended outputsMcNamara.C, (2007). Aslam khan (2009) said that different types of conflict have a great impacton organizational Performance, which can significantly reduces it.Conflict may cause members distress and lead them to divert energies away from their  primary tasks, which would result in decreased performance (traditional approach).Alternatively, moderate levels of conflict may invigorate organizational members and promptthem to find creative ways to deal with on-going problems, which results in increased
2 
Highperformance (DV)
Task Conflict(IV)RelationshipConflict (IV)
Conflict
 
 performance (inter-actionist approach). However, the two basic approaches that have beenstudied by Robbins, 1974, 1991 which characterize the study of organizational conflict and,organizational performance are as follows:
Traditional approach
Contemporary inter-actionist viewThe traditional approach, started in the 1930s, views conflict as avoidable and detrimental toorganizational performance, and thus should be eliminated. This is reflected in a body of fiftyyears of sociological research, following structural functionalists such as Merton (1949) andParsons (1951), that is predominantly interested in problems of adjustment and social static’srather than social dynamics. This work focuses on the problems of maintaining existingstructures and ways and means of ensuring their smooth functioning Even today the traditionalview, that conflict and performance are inversely related, is widely held; there is still a"pernicious, lingering tendency to attribute largely dysfunctional effects to conflict" (Lewicki etal., 1992, p. 214).On the other hand, the contemporary inter-actionist view emphasizes that conflict is
necessary
and should be encouraged in order to maximize organizational performance. Too littleconflict lowers performance because it leads to complacency, apathy, and stagnation. Too muchconflict lowers performance because stimulation levels are too high, resulting in chaos and adiversion of energies. Somewhere between these two extremes is a level of conflict thatfacilitates optimal performance because it leads to appropriate levels of self-criticism, learning,and innovation
 
3

Activity (15)

You've already reviewed this. Edit your review.
1 hundred reads
1 thousand reads
Sofia Sharaf liked this
Apeksha Belavale liked this
Padma Kalidas liked this
chloe_yee_2 liked this
edemseshie liked this

You're Reading a Free Preview

Download
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->