Business Research & Report writing

LITERATURE REVIEW

CONFLICT MANAGEMENT

Assigned By: Ma’am Rabail Aisha

6/6/2023

Submitted By: Arslan Ahmed Soomro (20-BBA-11)

 TABLE OF CONTENTS
I. CONFLICT…………………………………………………………………..(02)
 Conflict in workplace
 Causative Factors of Workplace Conflict

II. CONFLICT MANAGEMENT IN AN ORGANIZATION………….……(03)

III. TYPES OF CONFLICT…………………………………………………..….(03)

 Interpersonal Conflict
 Intrapersonal Conflict
 Intra-group Conflict
 Inter-group Conflict

IV. CONFLICT MANAGEMENT STRATEGIES…………………………..…(04)

V. USING THE MODES IN TEAM BUILDING AND INTERVENTION….(05)

VI. POWER IN GROUPS…………………………………………………………(05)

VII. SOURCES OF CONFLICT……………………………………………………(06)

VIII. COOPERATIVE CONFLICT MANAGEMENT STYLES AND

COMPETITIVE CONFLICT MANAGEMENT STYLES……………….…(07)

 Teamwork Setting
 Conflict and emotion regulation in teams
 Science and "Art" – diagnosing Conflict
 Martial Conflict

IX. VIEWS ON CONFLICT…………………………………………………………(08)

X. REFERENCES………………………………………………………………..….(19)

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 I. CONFLICT MANAGMENT
Conflict theory, given by Karl Marx theory, suggests ongoing competition among groups in
society on finite resources, like money, power, and jobs. This competition directs to conflicts,
and social and economic institutions, like the government or corporations, are used as
weapons to maintain the power imbalance of the ruling class. These structures are created
through conflicts among people who have different interests and resources, and this
inequality is supported by unequal access to resources and power in society (Knapp, 1994)
A. Conflict in workplace
According to Hocker and Wilmot, Conflict is a fight between two or three persons who feel
that there are differences in their goals, and people are fighting over scarce resources. Such
kind of competition directs to tension and frustration and leads to Conflict. Conflict happens
when people have a variety of interests and are unable to find a way to complete their goals
peacefully (Hocker & Wilmot, 2013)
Conflict in the workplace has been defined by various Authors’ disappointment & fights that
can be among laborers and workers. Putting pressure on each other to complete their demand
in this regard, there is contention among each other (Obi, 2012).
B. Causative Factors of Workplace Conflict
The research has identified the causative factors of workplace conflict. According to Hotspot,
Asokere, Abdul – Azeez and Ajemunigbohun (2010), it is found that lack of resources,
competition, and lack of good communication there are factors that cause Conflict in the
Nigerian services industry. Related to this, in the banking sector of Nigeria, Obasan (2011)
has identified unbelievable terms of employment and weak relations between management
and workers; there was no discussion with employees before making a decision. A Filipina
study also was conducted in the banking industry by Tsevendorj (2008). It was also observed
that there was a communication misconception and cultural problems. These were the severe
factors of Conflict.

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 II. CONFLICT MANAGEMENT IN AN ORGANIZATION
Conflicts are challenging to avoid. It is suggested to learn correctly in order to manage it
reasonably. Whenever conflicts are not managed properly, it can harm the
relationships .solving the conflicts is one kind of objective of an organization. Conflict is a
philosophy and a skill that helps an individual and group understand the root cause of a
conflict. For that Conflict arises Tschannen-Moran (2001). it is believed that conflict
management creates an environment that can be effectively detected through work; less
priority should be given in relationships for a short time until and unless the Conflict is
solved (Doomenici, Littlejohn (2001).

III. TYPES OF CONFLICT

Axley Stephner R. During work at communication, he classified Conflict into four types.
Because of various definitions of Conflict in management, it is defined into many types.
 Interpersonal Conflict
Interpersonal Conflict is all about the Conflict between two individuals who differ in their
thoughts or perceptions.
 Intrapersonal Conflict
The intra-personal Conflict occurs with an individual. There is involvement in psychological
thoughts and emotions that has human himself. Human has a conflict with thoughts .this
holds within human.
 Intra-group Conflict
This type of Conflict occurs within a team. Adverse and misunderstandings create a type of
Conflict within a team.
 Inter-group Conflict
The inter-group Conflict occurs when there is a misunderstanding among different teams;
thus, it is called Inter-Group Conflict. There are there factors that help to create Inter-group
Conflict. Those factors may include competition for resources or a set of rules for others that
create their own identity as a team(Denohue, and Kott.1992)

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IV. CONFLICT MANAGEMENT STRATEGIES
Thomas and Kilmann both defined five modes of responding to a conflict situation which are
used mainly by managers in decision-making (Mujtaba & McCartney, 2010)
Competing: This mode is defined in terms of insisting and using given Authority or power to
control the situation without seeking the interest of others. The Authorized Act is stringent,
which can be necessary for emergencies. In this mode, many parties thought to find it
challenging to act in a way that helps the organization or others that can be against his
principles (Jones & George, 2014, p. 101)
Accommodating: In this strategy, it is focused on providing accommodation in favor of
others. This technique appears when parties corporate very well. Any one member is a master
to provide the better solution to seek out the situation in order to acquire the desired goal
Yuan, W. (2010).
Avoiding: This type of strategy occurs when one party intends to participate in Conflict and
does not focus on it. The party is not interested in creating any violation and will have hope
that the situation will be passed. (Kilman, 2007).
Collaborating: This strategy implies that all parties work together to solve the problem. This
is called a win-win approach; mutually working will satisfy all parties.
Compromising: finding the solution by meeting halfway and making a compromise
everyone involved can agree on.

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V. USING THE MODES IN TEAM BUILDING AND
INTERVENTION
Most of the organizations have updated themselves in this time. Most decisions are made by
teams, including cross-functional teams and committees. Different team members are
selected to diversify their experience at that place conflict frequently happens. Additionally,
team conflict occurs from the set of challenges within the team. Organizations must set such
norms that can help the team to manage Conflict. Here, three lessons should be kept in mind
to manage the Conflict. Thomas, K. W. (2008).
 Appreciating Different Styles
Team members can get benefit the understanding the conflict style, their positive
norms, and the contribution of each of them. Recognizing these factors will allow
them to learn and listen to each other peacefully. Thomas, K. W. (2008).

 Reducing “Excessive” Behaviors

Each conflict style makes team members more efficient when it is used appropriate ly.
It is essential to help team members be aware of such temptations so that they can
protect against them with their behavior and give feedback when they slip into such
patterns. Thomas, K. W. (2008).
 The challenges would be very difficult for competitors, avoider teams, and
compromiser teams. In comparison, getting more effectiveness in conflict
management. They will have different routes from the starting point. Thomas, K. W.
(2008).

VI. POWER IN GROUPS Power actives with the help of Conflict to give access
to social, material, and informational resources. According to political science,
Conflict is a way to redistribute resources snatching from an individual and granting
to others .in. In exchange, researchers observed that power is the ability to get
favorable outcomes at another's expense. Wilson, R. K. (2004).

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VII. SOURCES OF CONFLICT
There are many causes of Conflict in any workplace. Here are some primary causes of that.
 Poor Communication: The variety of communication styles can create
misunderstanding among staff/faculty members. Lack of communication can lead to
Conflict in this regard. It is one kind that creates Conflict in the workplace. Swetha,
K. (2021)

 Different Values: The workplace is made up of individuals. Each of them has a

different perception of seeing things. Differences in individuals' identification of
Conflict can also be the source of Conflict. Swetha, K. (2021)

 Poor Performance: When there is no performance in the given task, the Conflict will
be found at that time at that place. Swetha, K. (2021)

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VIII. COOPERATIVE CONFLICT MANAGEMENT STYLES AND
COMPETITIVE CONFLICT MANAGEMENT STYLES
Cooperative Conflict Management Styles and Competitive Conflict Management Styles help
build strong team. It also helps to accomplish an individual's goals in the team
(Law&Tjosvold, 2000). Cooperative conflict management style contributes the controlling
self-engagement. It also takes care of the set of values or norms of others and gains the truth
to get desired results (Zhang et al., 2009).

 Teamwork Setting
When a team spends much more together at that time, the Conflict increases rapidly. Teams
that are getakingonger time with various objectives, such as organizational course-based
teams, always have a circle of Conflict (see Peterson & Behfar, 2003).
Intra-group vs. interpersonal Conflict: It is noticed that Conflict can be interpersonal or
intragroup, with the interpersonal Conflict happening between a supervisor and his
subordinates or between two individuals at the same level in the hierarchy of an organization.
An intergroup conflict can happen between two businesses or two trade unions. It can happen
between a department and its workers while implementing the policies in the organization
that can be against the workers. Rahim (2001)

 Conflict and emotion regulation in teams

Conflict is a reality of life. It has different shapes and forms. A difference is made between
task conflict(variance in the content of the task due to different thoughts and different
opinions ) and relationship conflict (interpersonal unconformity difference among the group
members and results in intention and dislike) (Jehn, 1995).
 Science and "Art" – diagnosing Conflict
Everyone has been managing the Conflict every time. It has been seen that Conflict is just a
science; it cannot be managed based on theoretical backgrounds. It is an “Art.” A common
assumption is that for solving the Conflict, first, its reasons should be found based on reasons
the Conflict can be managed better. There is no any kind of specific formula to resolve all
conflicts.The motive of every conflict resolution practice (same as the practice of medicine,
law, engineering, etc.)is first to find the reason for Conflict and then solve the problem it
creates Schulenburg, James(1996).

 Martial Conflict
Martial Conflict is widely referred to as contention among the martial that is known as
martial conflict .disharmony and disagreement or lack of parent’s agreement between married
parents of the children (Reid & Crisafulli, 1990). Martial Conflict may range from verbal to
physical abuse (Shrout et al., 2019)

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  Patterns of Work-Family Balance, Spousal, and Employer Support
The current studies have broadly focused on the direct effects of the work-family balance,
spousal, and employer support on home results. They have either summed the predictor’s
results statically to control the influence of one or other predicators to know the significant
effect of another (e.g., Aycan & Eskin, 2005; Clark et al., 2017).

IX. Views on Conflict

There are different Views about the Conflict that many Authors give. According to the
traditional view, it is said that Conflict should be avoided as well as discouraged (Robbins,
2005).gi ven human relations, it is said that Conflict comes naturally. It cannot be avoided in
any place or group, which means that Conflict will remain in any organization. The third
view, which is known as interactionist, suggests there must be Conflict in order to be
effective (Townsend, 1987). In another thought of school, it is suggested that Conflict should
not be seen as good or bad it is essential for a group to perform effectively (De & Van, 2010.
Functional or Constructive Conflict: Kinicki and Kreithner (2008) suggest that the
interactionist view is not mean that all conflicts are destructive. Some conflicts are essential
because they can improve performance as well as helps to acquire organizational stated goals.
This is supported by Robbin's ( 2001) definition about functional Conflict.it Increases the
corresponding goals and accelerates the group's performance. The point is that Conflict
encourages effective competition within a group.
Dysfunctional/Destructive Conflict: Destructive Conflict cannot be managed and can
disrupt the organization's goal to acquire it (Kinicki & Kreithner, 2008). Dysfunctional
Conflict is not allowing the organization's goals to be archived. It also leads to a reduction in
productivity (Kilmann & Thomas, 2010).

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X. REFERENCES

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