ORGANIZATIONAL​ ​BEHAVIOR  
HRES7002  

DR.​ ​AMITA​ ​JOSHI​ ​AT​ ​SAMUEL​ ​DRUGS 

LIMITED  
October​ ​03,​ ​2017  

 
 
 

Case​ ​Analysis​ ​by​ ​: 

Amit​ ​Yadav​ ​(R020217011,​ ​500057865)  

Priyanka​ ​Sweta​ ​(R020215051,​ ​500058076)  

Rajdeep​ ​Baruah​ ​(R020217055,​ ​500058089)  

Madhur​ ​Chopra​ ​(R020217039,​ ​500059596)  

Akshay​ ​Rana​ ​(R020217006,​ ​500058417)  

MBA​ ​OG​ ​2017-19  

College​ ​of​ ​Management​ ​and​ ​Economics​ ​Studies  

University​ ​of​ ​Petroleum​ ​and​ ​Energy​ ​Studies,​ ​Dehradun  

 
 
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Key​ ​Strategic​ ​Issues  

 

● Dr.​ ​Amita​ ​Joshi,​ ​CEO​ ​of​ ​Samuel​ ​Drugs​ ​Limited,​ ​seems​ ​to​ ​have​ ​a​ ​“felt​1​​ ​conflict”​ ​with
Rajesh​ ​Mishra,​ ​CEO​ ​of​ ​Eastern​ ​Pharmaceuticals​ ​Limited.​ ​Soon​ ​after​ ​learning​ ​that
Samuel​ ​Drugs​ ​had​ ​lost​ ​the​ ​bid​ ​to​ ​EPL​ ​on​ ​a​ ​major​ ​tender​ ​of​ ​supplying​ ​drugs​ ​to​ ​Ministry​ ​of
Health​ ​of​ ​the​ ​Indian​ ​Government,​ ​her​ ​transition​ ​from​ ​a​ ​perceived​ ​conflict​ ​to​ ​felt​ ​conflict
happened​ ​swiftly​ ​as​ ​she​ ​was​ ​quick​ ​to​ ​realize​ ​that​ ​Rajesh​ ​Mishra,​ ​also​ ​the​ ​head​ ​of
marketing​ ​at​ ​Samuel​ ​Drugs,​ ​was​ ​at​ ​the​ ​epicenter​ ​of​ ​the​ ​issue.

● Although,​ ​the​ ​Houston​ ​Group,​ ​the​ ​parent​ ​company​ ​of​ ​both​ ​Samuel​ ​Drugs​ ​Ltd​ ​&​ ​EPL,
might​ ​do​ ​well​ ​overall​ ​in​ ​short​ ​run,​ ​the​ ​breach​ ​of​ ​trust​ ​displayed​ ​by​ ​Rajesh​ ​Mishra​ ​left​ ​Dr.
Joshi​ ​surprised,​ ​shell​ ​shocked,​ ​betrayed​ ​and​ ​disgusted​ ​as​ ​to​ ​how​ ​a​ ​person​ ​in​ ​whom​ ​she
had​ ​put​ ​a​ ​lot​ ​of​ ​trust​ ​and​ ​faith​ ​could​ ​turn​ ​into​ ​an​ ​opportunist​ ​and​ ​make​ ​unethical​ ​business
decisions;​ ​which,​ ​in​ ​the​ ​long​ ​run,​ ​might​ ​well​ ​create​ ​a​ ​void​ ​between​ ​anticipated​ ​&​ ​future
performance​ ​of​ ​her​ ​company.

● Dr.​ ​Joshi​ ​&​ ​Rajesh​ ​Mishra​ ​clearly​ ​seem​ ​to​ ​be​ ​at​ ​stage​ ​II​ ​of​ ​the​ ​conflict​ ​process​2
(cognition​ ​&​ ​personalization)​ ​where​ ​Dr.​ ​Joshi​ ​appears​ ​to​ ​be​ ​emotionally​ ​involved​ ​in​ ​the
conflict​ ​having​ ​displayed​ ​signs​ ​of​ ​frustration​ ​and​ ​tenseness.​ ​The​ ​root​ ​causes​ ​of​ ​this
dyadic​3​​ ​conflict​ ​between​ ​the​ ​two​ ​chief​ ​executing​ ​officers​ ​can​ ​be​ ​traced​ ​to​ ​the​ ​antecedent​4
conditions​ ​categorized​ ​into​ ​factors​ ​of​ ​communication,​ ​structure​ ​and​ ​personal​ ​variables
which​ ​produced​ ​the​ ​openings​ ​for​ ​the​ ​conflict​ ​to​ ​arise​ ​in​ ​the​ ​first​ ​place.

● Lack​ ​of​ ​communication,​ ​conflict​ ​of​ ​interest​ ​for​ ​Rajesh​ ​Mishra​ ​due​ ​to​ ​the​ ​organizational
structure​ ​of​ ​the​ ​Houston​ ​Group,​ ​and​ ​the​ ​clear​ ​differences​ ​in​ ​personal​ ​characteristics​ ​&
personality​ ​traits​ ​of​ ​both​ ​CEOs​ ​have​ ​lead​ ​to​ ​the​ ​unfortunate​ ​situation​ ​of​ ​conflict,​ ​which
Dr.​ ​Joshi​ ​needs​ ​to​ ​negotiate​ ​by​ ​appropriately​ ​deciding​ ​on​ ​her​ ​intentions​5​​ ​for​ ​a​ ​favorable
outcome​6​​ ​with​ ​respect​ ​to​ ​the​ ​Houston​ ​Group,​ ​Samuel​ ​Drugs​ ​&​ ​EPL,​ ​in​ ​the​ ​long​ ​run.

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Causes​ ​of​ ​the​ ​Issues  

The​ ​pre-existing​ ​elements​ ​which​ ​lead​ ​to​ ​the​ ​rise​ ​in​ ​conflict​ ​between​ ​the​ ​two​ ​heads​ ​could​ ​be
attributed​ ​to​ ​the​ ​differences​ ​in​ ​personalities​ ​and​ ​leadership​ ​styles​ ​of​ ​both​ ​persons​ ​as​ ​well​ ​as​ ​the
responsibility​ ​that​ ​falls​ ​on​ ​shoulders​ ​of​ ​both​ ​for​ ​being​ ​the​ ​CEOs​ ​of​ ​respective​ ​subsidiary
organizations​ ​of​ ​the​ ​Houston​ ​Group.

Structure 

Both​ ​individuals​ ​have​ ​the​ ​desire​ ​to​ ​win​ ​the​ ​government​ ​tender​ ​for​ ​supplying​ ​drugs​ ​which​ ​could
boost​ ​the​ ​operational​ ​profits​ ​of​ ​their​ ​respective​ ​companies.​ ​Since​ ​Rajesh​ ​Mishra​ ​used​ ​his
marketing​ ​resources​ ​from​ ​Samuel​ ​Drugs​ ​for​ ​strengthening​ ​EPL’s​ ​chances​ ​of​ ​winning​ ​the​ ​bid
without​ ​informing​ ​Dr.​ ​Joshi,​ ​the​ ​conflict​ ​of​ ​interest​ ​can​ ​be​ ​said​ ​to​ ​have​ ​played​ ​a​ ​large​ ​role​ ​in​ ​the
conflict​ ​process​ ​as​ ​Rajesh​ ​Mishra​ ​was​ ​actively​ ​serving​ ​two​ ​positions​ ​in​ ​two​ ​companies.

Personal​ ​Variables 

Amita​ ​Joshi
Attributes/Traits Context

Protester​ ​/​ ​Rebellious Non-Conformist​ ​:​ ​She​ ​habitually​ ​defied​ ​irrational​ ​social​ ​norms

Structured​ ​/​ ​Systematic She​ ​assessed​ ​shortcomings​ ​of​ ​culture​ ​in​ ​the​ ​organization​ ​and​ ​addressed​ ​them
constructively

Appreciative Upon​ ​reviving​ ​an​ ​old​ ​plant,​ ​she​ ​expressed​ ​gratitude​ ​and​ ​gave​ ​full​ ​credit​ ​to​ ​the
senior​ ​managers

Ambitious​ ​/​ ​Venturesome Passed​ ​challenging​ ​IAS​ ​examination,​ ​gave​ ​up​ ​security​ ​&​ ​power​ ​of​ ​a​ ​senior​ ​IAS
officer​ ​to​ ​accept​ ​the​ ​challenge​ ​of​ ​reviving​ ​Samuel​ ​Drugs

Unprejudiced​ ​/​ ​Inclusive Encouraged​ ​feedback​ ​from​ ​everyone​ ​via​ ​email

Ethical Circumspect​ ​in​ ​using​ ​company​ ​resources

Intellectual​ ​/​ ​Intelligent Took​ ​little​ ​time​ ​to​ ​guage​ ​that​ ​immediate​ ​problems​ ​of​ ​the​ ​organization​ ​were​ ​huge
employee​ ​cost​ ​bill​ ​&​ ​poor​ ​marketing

Gullible Too​ ​much​ ​faith​ ​or​ ​belief​ ​in​ ​sub-ordinates​ ​&​ ​peers,​ ​gave​ ​full​ ​autonomy​ ​to​ ​Rajesh
Mishra

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Rajesh​ ​Mishra
Attributes/Traits Context

Protester​ ​/​ ​Rebellious At​ ​work,​ ​he​ ​was​ ​more​ ​of​ ​a​ ​maverick​ ​than​ ​a​ ​collaborator

Prejudiced​ ​/​ ​Exclusive Went​ ​alone​ ​to​ ​marketing​ ​negotiations

Extrovert Charismatic,​ ​convinced​ ​everyone​ ​of​ ​his​ ​capability​ ​&​ ​passion​ ​for​ ​job

Rational​ ​/​ ​Logical Regarded​ ​as​ ​a​ ​highly​ ​rational​ ​person​ ​within​ ​organization

Adaptable​ ​/​ ​Intelligent Rose​ ​up​ ​ranks​ ​quickly

Opportunist Took​ ​advantage​ ​of​ ​being​ ​simultaneously​ ​heads​ ​of​ ​marketing​ ​at​ ​Samuel​ ​Drugs​ ​&
CEO​ ​at​ ​EPL​ ​to​ ​promote​ ​his​ ​own​ ​interests

After​ ​comparing​ ​the​ ​traits​ ​of​ ​both​ ​persons,​ ​it​ ​can​ ​be​ ​seen​ ​that​ ​some​ ​characteristics​ ​are​ ​common
(Protester​ ​/​ ​Rebellious,​ ​Intelligent)​ ​and​ ​some​ ​opposites​ ​(Unprejudiced​ ​-​ ​Prejudiced,​ ​Ethical​ ​-
Opportunist).​ ​Since​ ​both​ ​parties​ ​exhibit​ ​rebellious​ ​nature,​ ​they​ ​seem​ ​to​ ​demand​ ​a​ ​high​ ​degree​ ​of
control​ ​over​ ​others,​ ​which​ ​could​ ​be​ ​one​ ​of​ ​the​ ​explanations​ ​for​ ​appearance​ ​of​ ​conflict.

Amita​ ​Joshi​ ​was​ ​very​ ​ethical​ ​in​ ​nature.​ ​Considering​ ​that​ ​she​ ​found​ ​about​ ​Rajesh​ ​Mishra​ ​using
Samuel​ ​Drugs​ ​company​ ​specific​ ​contacts​ ​for​ ​his​ ​personal​ ​benefits​ ​in​ ​EPL,​ ​it​ ​was​ ​likely​ ​to​ ​cause
conflict​ ​between​ ​her​ ​and​ ​Rajesh​ ​Mishra​ ​as​ ​her​ ​values​ ​were​ ​being​ ​opposed.

Rajesh​ ​Mishra​ ​displays​ ​high​ ​personality​ ​traits​ ​of​ ​being​ ​disagreeable​ ​as​ ​a​ ​team​ ​player​ ​due​ ​to​ ​his
tendency​ ​to​ ​indulge​ ​in​ ​hyperbole,​ ​although​ ​he​ ​makes​ ​up​ ​for​ ​it​ ​by​ ​being​ ​an​ ​excellent​ ​performer​ ​in
negotiating​ ​marketing​ ​contracts​ ​through​ ​his​ ​charismatic​ ​nature.

Communication 

There​ ​was​ ​practically​ ​no​ ​communication​ ​between​ ​various​ ​functional​ ​heads​ ​of​ ​Samuel​ ​Drugs
Limited.​ ​Dr.​ ​Joshi​ ​usually​ ​delegated​ ​responsibilities​ ​to​ ​various​ ​executives​ ​and​ ​managers​ ​&
sought​ ​feedbacks​ ​from​ ​everyone​ ​via​ ​emails.​ ​It​ ​appeared​ ​that​ ​there​ ​was​ ​a​ ​lack​ ​of​ ​formal
communication​ ​with​ ​Rajesh​ ​Mishra,​ ​the​ ​head​ ​of​ ​marketing​ ​at​ ​Samuel​ ​Drugs,​ ​which​ ​could​ ​partly
be​ ​attributed​ ​to​ ​his​ ​affiliative​ ​style​ ​of​ ​self​ ​management.​ ​Too​ ​little​ ​flow​ ​of​ ​information​ ​resulted​ ​in
a​ ​barrier​ ​to​ ​communication​ ​which​ ​gave​ ​way​ ​for​ ​the​ ​antecedent​ ​conditions​ ​for​ ​conflict.

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Alternatives​ ​&​ ​Recommendations  

Alternative​ ​1​ ​:​ ​Collaborating​7​​ ​-​ ​Superordinate​ ​Goals,​ ​Smoothing​8 

Superordinate​9​​ ​goals​ ​would​ ​be​ ​such​ ​that​ ​both​ ​Samuel​ ​Drugs​ ​&​ ​EPL​ ​would​ ​be​ ​to​ ​use​ ​each​ ​other's
strengths​ ​for​ ​negating​ ​own​ ​weaknesses.​ ​Samuel​ ​Drugs​ ​is​ ​production​ ​centric​ ​whereas​ ​EPL​ ​is
distribution​ ​centric.​ ​Dr.​ ​Joshi​ ​could​ ​avoid​ ​a​ ​face​ ​to​ ​face​ ​confrontation​ ​with​ ​Rajesh​ ​Mishra​ ​while
requesting​ ​him​ ​to​ ​use​ ​Samuel​ ​Drugs​ ​high​ ​quantity​ ​producing​ ​plants​ ​to​ ​supply​ ​for​ ​EPL’s​ ​large
order​ ​in​ ​the​ ​tender​ ​which​ ​could​ ​easily​ ​be​ ​distributed​ ​via​ ​its​ ​established​ ​channels​ ​in​ ​remote​ ​areas.
Overall,​ ​it​ ​would​ ​be​ ​good​ ​for​ ​the​ ​Samuel​ ​Drugs​ ​brand​ ​and​ ​also​ ​for​ ​the​ ​EPL.
 
Pros Cons

Avoidance​ ​of​ ​direct​ ​confrontation​ ​with​ ​Mishra,​ ​who​ ​is Dr.​ ​Joshi’s​ ​control​ ​&​ ​power​ ​would​ ​take​ ​a​ ​hit​ ​and​ ​it
now​ ​highly​ ​respected​ ​within​ ​organization would​ ​place​ ​a​ ​poor​ ​precedent​ ​in​ ​the​ ​company

Samuel​ ​Drugs​ ​could​ ​still​ ​use​ ​Mishra​ ​as​ ​it's​ ​Head​ ​of Mishra​ ​could​ ​repeat​ ​his​ ​actions​ ​in​ ​future​ ​unless​ ​Dr.
Marketing​ ​and​ ​avail​ ​his​ ​competence Joshi​ ​amends​ ​his​ ​contract

Samuel​ ​Drugs​ ​would​ ​benefit​ ​from​ ​the​ ​margins​ ​it​ ​will

get​ ​from​ ​producing​ ​EPL’s​ ​drugs

Alternative​ ​2​ ​:​ ​Competing​10​​ ​-​ ​Authoritative​ ​Command​11​,​ ​Altering​ ​the​ ​Structural​ ​Variable​12​(Job​ ​Redesign)  

Dr.​ ​Joshi​ ​could​ ​have​ ​a​ ​face​ ​to​ ​face​ ​meeting​ ​with​ ​Mishra​ ​for​ ​the​ ​purpose​ ​of​ ​clarifying​ ​the​ ​present
problem​ ​and​ ​resolving​ ​it​ ​through​ ​proposing​ ​certain​ ​changes​ ​in​ ​organizational​ ​structure​ ​and​ ​his
contract.​ ​Mishra’s​ ​contract​ ​could​ ​be​ ​amended​ ​such​ ​that​ ​he​ ​quits​ ​as​ ​EPL’s​ ​CEO​ ​and​ ​Samuel
Drugs​ ​retains​ ​him​ ​as​ ​Head​ ​of​ ​Marketing​ ​by​ ​offering​ ​him​ ​a​ ​significantly​ ​higher​ ​salary​ ​than
competitors​ ​in​ ​the​ ​market.​ ​Currently,​ ​he​ ​draws​ ​a​ ​very​ ​less​ ​salary​ ​from​ ​Samuel​ ​Drugs.
 
Pros Cons

Dr.​ ​Joshi’s​ ​authority​ ​would​ ​be​ ​fortified​ ​and​ ​a​ ​good Might​ ​dent​ ​parent​ ​company's​ ​image​ ​in​ ​the​ ​public​ ​as
precedent​ ​would​ ​be​ ​set​ ​in​ ​the​ ​company Mishra’s​ ​actions​ ​would​ ​get​ ​disclosed

Samuel​ ​Drugs​ ​retains​ ​Mishra’s​ ​competence Parent​ ​Company​ ​would​ ​quickly​ ​need​ ​to​ ​find​ ​a​ ​suitable
replacement​ ​for​ ​EPL’s​ ​CEO

Similar​ ​situation​ ​in​ ​future​ ​would​ ​be​ ​avoided Samuel​ ​Drugs​ ​would​ ​not​ ​be​ ​able​ ​to​ ​match​ ​anticipated
and​ ​real​ ​expectations​ ​in​ ​future

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Alternative​ ​3​ ​:​ ​Compromise​13​​ ​-​ ​Altering​ ​Human​14​​ ​&​ ​Structural​ ​Variables​ ​(Communication),​ ​Shared​ ​Aims 

Dr.​ ​Joshi​ ​could​ ​try​ ​to​ ​place​ ​aside​ ​her​ ​emotions​ ​and​ ​rather​ ​concentrate​ ​on​ ​the​ ​importance​ ​of
having​ ​Mishra’s​ ​services​ ​in​ ​both​ ​the​ ​companies.​ ​She​ ​could​ ​establish​ ​new​ ​communication​ ​norms
between​ ​various​ ​functional​ ​heads​ ​within​ ​Samuel​ ​Drugs​ ​such​ ​that​ ​nothing​ ​is​ ​left​ ​unnoticed.​ ​Upon
using​ ​this​ ​new​ ​practice,​ ​Mishra’s​ ​behavior​ ​could​ ​have​ ​a​ ​change​ ​and​ ​he​ ​might​ ​not​ ​repeat​ ​his
actions​ ​in​ ​future.​ ​Samuel​ ​Drugs​ ​could​ ​still​ ​use​ ​Mishra​ ​as​ ​it's​ ​Head​ ​of​ ​Marketing​ ​while​ ​he​ ​serves
as​ ​CEO​ ​of​ ​EPL.​ ​Samuel​ ​Drugs​ ​could​ ​reduce​ ​its​ ​void​ ​between​ ​future​ ​anticipated​ ​&​ ​real
performance​ ​by​ ​complementing​ ​EPL’s​ ​distribution​ ​channels​ ​with​ ​its​ ​better​ ​production​ ​capacity.
 
Pros Cons

Samuel​ ​Drugs​ ​could​ ​retain​ ​Mishra​ ​as​ ​head​ ​of Mishra​ ​could​ ​demand​ ​a​ ​higher​ ​salary
Marketing

Chances​ ​of​ ​Mishra​ ​using​ ​Samuel​ ​Drugs​ ​contacts​ ​for Mishra​ ​could​ ​leave​ ​Samuel​ ​Drugs​ ​in​ ​future,​ ​although
EPL​ ​in​ ​future​ ​shrink Samuel​ ​Drugs​ ​would​ ​have​ ​time​ ​to​ ​find​ ​a​ ​suitable
replacement

Samuel​ ​Drugs​ ​would​ ​gain​ ​from​ ​margins​ ​it​ ​would​ ​get It​ ​would​ ​still​ ​set​ ​a​ ​bad​ ​precedent​ ​for​ ​the​ ​company​ ​as
from​ ​supplying​ ​drugs​ ​to​ ​EPL​ ​&​ ​hence​ ​reduce​ ​its Mishra​ ​would​ ​escape​ ​his​ ​unethical​ ​actions
anticipated​ ​and​ ​real​ ​expectations

Implementation​ ​&​ ​Justification  

Alternative​ ​#3​ ​seems​ ​to​ ​be​ ​the​ ​best​ ​possible​ ​scenario​ ​for​ ​Dr.​ ​Joshi​ ​as​ ​she​ ​contemplates​ ​her​ ​stance
of​ ​attributing​ ​the​ ​kind​ ​of​ ​intentions​ ​she​ ​wants​ ​to​ ​display​ ​towards​ ​Rajesh​ ​Mishra.​ ​Compromising
on​ ​her​ ​co-operativenesss​ ​and​ ​assertiveness,​ ​she​ ​could​ ​establish​ ​new​ ​communication​ ​norms
within​ ​Samuel​ ​Drugs​ ​and​ ​also​ ​request​ ​Mishra​ ​to​ ​take​ ​advantage​ ​of​ ​Samuel​ ​Drugs’​ ​superior
production​ ​capabilities​ ​and​ ​brand​ ​name​ ​to​ ​help​ ​EPL​ ​grow​ ​and​ ​establish​ ​its​ ​own​ ​name​ ​in​ ​long
run.​ ​At​ ​the​ ​same​ ​time,​ ​Samuel​ ​Drugs​ ​could​ ​profit​ ​from​ ​the​ ​margins​ ​it​ ​could​ ​take​ ​from​ ​supplying
EPL​ ​with​ ​its​ ​drugs​ ​producing​ ​plant.​ ​This​ ​way,​ ​she​ ​could​ ​avoid​ ​antagonizing​ ​highly​ ​respected
Mishra​ ​without​ ​ever​ ​having​ ​a​ ​real​ ​confrontation​ ​with​ ​him.​ ​Samuel​ ​Drugs​ ​would​ ​still​ ​retain​ ​his
excellent​ ​services​ ​in​ ​marketing​ ​position​ ​which​ ​could​ ​help​ ​the​ ​company​ ​to​ ​still​ ​acquire​ ​better
tenders​ ​in​ ​future,​ ​while​ ​at​ ​the​ ​same​ ​time​ ​strengthening​ ​the​ ​ethical​ ​norms​ ​by​ ​creating​ ​new
communication​ ​rules​ ​within​ ​the​ ​company​ ​structure​ ​which​ ​could​ ​reduce​ ​Mishra’s​ ​chances​ ​of
repeating​ ​the​ ​same​ ​actions​ ​in​ ​future.
 

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References  
● Organizational​ ​Behavior​ ​-​ ​16ed​ ​:​ ​Robbins,​ ​Judge,​ ​Vohra

1. Felt​ ​Conflict​ ​:​ ​Emotional​ ​involvement​ ​in​ ​a​ ​conflict​ ​that​ ​creates​ ​anxiety,​ ​tenseness,
frustration​ ​or​ ​hostility
2. Conflict​ ​Process​ ​:​ ​A​ ​process​ ​that​ ​has​ ​five​ ​stages​ ​:​ ​potential​ ​opposition​ ​or​ ​incompatibility,
cognition​ ​and​ ​personalization,​ ​intentions,​ ​behavior​ ​and​ ​outcomes
3. Dyadic​ ​Conflict​ ​:​ ​Conflict​ ​that​ ​happens​ ​between​ ​two​ ​people
4. Antecedent​ ​Conditions​ ​:Causes​ ​or​ ​Sources​ ​that​ ​create​ ​opportunities​ ​for​ ​the​ ​conflict​ ​to
arise,​ ​categorized​ ​into​ ​factors​ ​of​ ​communication,​ ​structure​ ​and​ ​personal​ ​variables
5. Intentions​ ​:​ ​Decisions​ ​to​ ​act​ ​in​ ​a​ ​given​ ​way
6. Outcome​ ​:​ ​Functional​ ​or​ ​Dysfunctional​ ​consequences​ ​of​ ​the​ ​action-reaction​ ​interplay
between​ ​the​ ​conflicting​ ​parties
7. Collaborating​ ​:​ ​A​ ​situation​ ​in​ ​which​ ​the​ ​parties​ ​to​ ​a​ ​conflict​ ​each​ ​desire​ ​to​ ​satisfy​ ​fully
the​ ​concerns​ ​of​ ​all​ ​parties
8. Smoothing​ ​:​ ​Playing​ ​down​ ​differences​ ​while​ ​emphasizing​ ​common​ ​interests​ ​between​ ​the
conflicting​ ​parties
9. Superordinate​ ​Goals​ ​:​ ​Creating​ ​a​ ​shared​ ​goal​ ​that​ ​cannot​ ​be​ ​attained​ ​without​ ​the
cooperation​ ​of​ ​each​ ​of​ ​the​ ​conflicting​ ​parties
10. Competing​ ​:​ ​A​ ​desire​ ​to​ ​satisfy​ ​one's​ ​interests​ ​regardless​ ​of​ ​the​ ​impact​ ​on​ ​the​ ​other​ ​party
to​ ​the​ ​conflict
11. Authoritative​ ​Command​ ​:​ ​Management​ ​uses​ ​its​ ​formal​ ​authority​ ​to​ ​resolve​ ​the​ ​conflict
and​ ​then​ ​communicates​ ​its​ ​desires​ ​to​ ​the​ ​parties​ ​involved
12. Altering​ ​the​ ​structural​ ​variable​ ​:​ ​Changing​ ​the​ ​formal​ ​organization​ ​structure​ ​and​ ​the
interaction​ ​patterns​ ​of​ ​conflicting​ ​parties​ ​through​ ​job​ ​redesign,​ ​transfers,​ ​creation​ ​of
coordinating​ ​positions,​ ​and​ ​the​ ​like
13. Compromise​ ​:​ ​A​ ​situation​ ​in​ ​which​ ​each​ ​party​ ​to​ ​a​ ​conflict​ ​is​ ​willing​ ​to​ ​give​ ​up
something
14. Altering​ ​human​ ​variable​ ​:​ ​Using​ ​behavioral​ ​change​ ​techniques​ ​such​ ​as​ ​human​ ​relations
training​ ​to​ ​alter​ ​attitudes​ ​and​ ​behaviors​ ​that​ ​cause​ ​conflict

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