Organisational Behaviour I

SECTION-C

Identify the conflict resolution mechanism

of the students

Report by:

AKASH SEN 20PGDM084

ARNAB BHATTACHARYA 20PGDM091
ARKA BISWAS 20PGDM092
INDRAJIT CHAKROBARTI 20PGDM0
NITESH DEY 20PGDM
SHARANAM DUBEY
KUSHAGRA KUMAR

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  OBJECTIVES
It is natural to have conflicts in an organisation. Conflict is a necessary evil but it can be
constructive when handled well. A team that always agrees unanimously is unlikely to bring
creativity or alternative ideas, thus stifling innovation and restricting growth. Unfortunately,
workplace conflicts, whether personal or team conflicts, create barriers and lead to an
unnecessarily prolonged decision-making process. How conflicts are managed and resolved
will have a significant impact on team effectiveness, morale, motivation and ultimately talent
retention as most people find it tiring to have to deal with company politics and may choose
to leave. For the benefits of all involved, it is crucial that we learn how to manage and resolve
conflicts constructively.

 INDTRODUCTION

Conflict Resolution is the process of resolving a dispute by addressing and meeting

at least some of each side’s needs and concerns. It’s an indispensable process to
create a productive work place and effective team dynamics.

Although conflict is an unavoidable reality of everyday life, regardless of professional

and personal situations, a review of the literature fails to provide one universal
definition of conflict. 

Most researchers agree that conflict is a complex process involving two or more
individuals, in which one person perceives the opposition of the other, typically
secondary to variant individual, interpersonal, and organizational factors and
characteristics. Conflict often occurs during interactions between interdependent
individuals who perceive incompatibility and/or interference from others secondary to
the perceived incompatibility.  Typically, conflict is considered an undesirable
phenomenon that is generated when one party perceives that another has negatively
affected, or will negatively affect, something the first party cares about.
Despite the tendency to think of conflict in a negative context, conflict by itself is
neither positive nor negative, as its potential impact is dependent upon how
individuals approach and manage conflict. Conflict by itself is neither good nor bad. It
just is. Competition is conflict, after all and without it, there would be fewer
opportunities for creative thinking, breakthroughs, innovation and professional
growth. Unfortunately, conflict is primarily viewed in a negative lens, often
overlooking the positive functions that conflict can foster, such as a means to surface
important problems, clarifying goals (individual and shared), helping to overcome
resentment, and ultimately reaching a mutual understanding.
In order to limit the negative connotations with the above definitions, conflict may be
less malignantly defined as the internal discord that results from differences in ideas,
values, or feelings between two or more people .
It is important to understand and appreciate that depending upon how each individual
perceives, manages, and resolves conflict, conflict may be experienced as functional
cognitive or dysfunctional.

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 Sources of Conflict
                          
Poor Communication

(i) Misunderstandings-due to language barriers, cultural perceptions, semantics,

misinterpretation of non-verbal cues
(ii) Style and tone of communication (aggressive, loud, within personal space,
bullying, disinterest etc.)
(iii)insufficient exchange of information (which can lead to assumptions and rumours)
over communication (potentially compromising the clarity of the message)

Structure

(i)group size, composition including age of members and turnover rate as well as
degree of specialization can contribute to conflict.
(ii)the greater the ambiguity of tasks and roles typically leads to conflict
(iii) reward system especially if perceived as inequitable
(iii)style and effectiveness of leader especially as it relates to ability to manage
conflict, be trusted and respected
(iv) lack of alignment of goals within and between teams as well as groups can result
in conflict.

Personal Variables

(i)Driving Style-action and results oriented people who focus on outcomes rather than
relationships.  They can be seen as dominating, impersonal yet practical
(ii)Expressive Style-spontaneous and creative people who tend to see the big picture,
are more casual and thus don’t like to deal with details.  They tend to like to receive
personal recognition
(iii) Amiable Style-relationship oriented people focused on personal interactions and
trust and thus tend to make time for socializing, seek consensus and as a result work
more slowly & Analytical Style-logical and information focused people who tend to
be seen by others as reserved and slow-moving.

 Conflict Resolution Education programs use process evaluations to describe in detail

the procedures occurring before and during a program's implementation, to explain
what the program does and how it does it. Outcome evaluations, on the other hand,
are meant to provide specific and measurable evidence of program efficacy by
meeting goals and objectives. Illustrating a program's ability to meet a series of
targeted objectives requires gathering, analysing, and documenting data from a variety
of sources.

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There are two main goals of outcome evaluations. The first goal is to document what
happened and how frequently to show how the program is being used.

The second goal is to document what has changed as a result of the program. To
determine change, you must measure conditions before and after treatment to make a
comparison. Consider including statistics from disciplinary administrators from the
past few years to compare the impact on behavior. Pretests and posttests for student
participants can determine background knowledge and attitude changes from before
and after the program is introduced and implemented.