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Amity School of Business

Conflict Management

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Amity School of Business

• In simple words, conflict may be understood as disagreement. • Conflict can be defined as “the struggle between incompatible or opposing needs, wishes, ideas, interests, or people. Conflict arises when individuals or groups encounter goals that both parties cannot obtain satisfactorily.” • Conflict exists in situations where goals, interests, needs or values of people are incompatible and they block other’s efforts to achieve their goals.
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– 3 . Some conflict is good for group performance. – Too much causes people to spend much time responding to conflict.Amity School of Business • Some level of conflict is inevitable given the wide range of goals in a group.

inefficiencies. 4 . FUNCTIONAL : • Conflict that support the goals of the group and improve its performance. and see the need to correct them. Persons are more aware of injustices.Functional and Dysfunctional Conflict Amity School of Business 1. feel confident. and frustrations. and be committed to the group. • Conflict promotes change. • Well-managed conflict helps workers anticipate and solve problems. strengthen their relationships.

Dysfunctional : • Conflicts hinder and prevent group goals from being achieved and also hinder group performance. What differentiate functional or dysfunctional ? a. Task conflict: relates to the content and goals of the work.Contd… Amity School of Business 2. (dysfunctional) c. Process conflict : relates to how the works get done. • Low to moderate level of Process and Task conflict is functional as it stimulates discussion of ideas that help to perform better. 5 . b. Relationship conflict: focuses on interpersonal conflict.

Effects of conflict in organizations • • • • • Stress Absenteeism Staff turnover De-motivation Non-productivity Amity School of Business 6 .

The Effect of Conflict on Organization Amity School of Business Performance 7 .

Three types of goal conflict are generally identified. goal conflict. one another. Goal conflict occurs when a goal has both positive and negative features or when an individual has two or more competing goals thus blocking. Role conflict and ambiguity arises as individual is expected to play various roles and a clash there from.TYPES OF CONFLICT 1. and role conflict and ambiguity. 8 . Intra-individual Conflict: • Amity School of Business • It involves frustration.

3. Intergroup Conflict: • It occurs between 2 or more teams or groups. 9 . information deficiency. Interorganizational Conflict: • It occurs across organizations. role incompatibility and environmental stress.Amity School of Business 2. Interpersonal Conflict: • It arises from personal differences. Managers play a key role in resolution of this conflict 4. • Managers in one firm may feel another is not behaving ethically.

different interpretations • Conflict of attitudes .Amity School of Business Causes of personal conflict • Conflict of aims.different behaviors are unacceptable 10 .different goals • Conflict of ideas.different opinions • Conflict of behavior.

Causes of organizational conflict Amity School of Business Different goals & time horizons Status inconsistency Overlapping Authority Conflict Scarce Resources Incompatible evaluation & Reward Task Interdependency 11 .

 This makes the worker that is waiting fall behind. Overlapping authority: two or more managers claim authority for the same activities. Production focuses on efficiency. Task Interdependencies: one member of a group fails to finish a task that another depends on.  Amity School of Business Different goals and time horizons: different groups have differing goals. Marketing on sales.  Leads to conflict between the managers and workers. 12 .Sources of Conflict 1. 3. 2.

Scarce Resources: managers can conflict over allocation of resources. Incompatible Evaluation or reward system: workers are evaluated for one thing. but are told to do something different. 6. 13 . Status inconsistencies: some groups have higher status than others.  Groups rewarded for low cost but firm needs higher service.  Leads to managers feeling others are favored. 5.  When all resources are scarce. managers can fight over allocations.Amity School of Business 4.

CONFLICT PROCESS MODEL Amity School of Business Sources of Conflict • Goals Conflict Perceptions Conflict Outcomes Manifest Conflict Positive • Decisions • Cohesiveness • Values • Tasks • Resources • Rules • Communication Conflict emotions • Conflict style • Decisions • Overt Behaviour Negative • Turnover • Politics • Stress 14 .

15 .Amity School of Business Conflict Management • Conflict management is the practice of identifying and handling conflict in a sensible. fair and efficient manner • It refers to interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences.

Contd… Amity School of Business • Two intentions determining the type of conflict-handling behaviour are “assertiveness” and “cooperation”. • Assertiveness (concern for self) refers to an attempt to confront the other party. and Cooperation (concern for others) refers to an attempt to find an agreeable solution. 16 .

Conflict Management Strategies High Assertiveness (Motivation to satisfy one’s own interest) Amity School of Business Low Assertiveness Concern for Self Concern for Others (motivation to satisfy High Low Other party’s Cooperation Cooperation 17 Interest) .

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Amity School of Business Conflict Handling/Resolution Styles  Avoiding Style (Lose-Lose)  Unassertive and uncooperative  Competing Style (win-lose)  Assertive and uncooperative  Accommodating Style (Lose-Win)  Unassertive and cooperative  Collaborating Style (win-win)  Assertive and cooperative  Compromising Style (no win-no lose)  Intermediate level of assertive and cooperative behaviors 19 .

• When more information is needed. – Drawbacks: • Important decisions may be made by default. no losers – Fundamental premise: This isn't the right time or place to address this issue – Strategic philosophy: Avoids conflict by withdrawing. or postponing – When to use: • When the conflict is small and relationships are at stake • When you're counting to ten to cool off • When more important issues are pressing and you feel you don't have time to deal with this particular one • When you have no power and you see no chance of getting your concerns met. 20 . • When you are too emotionally involved and others around you can solve the conflict more successfully. sidestepping. • Postponing may make matters worse.Amity School of Business • Avoiding – No winners.

Amity School of Business • Competing – I win. one must sometimes use power to win – When to use: • When you know you are right • When time is short and a quick decision is needed • When a strong personality is trying to steamroller you and you don't want to be taken advantage of • When you need to stand up for your rights – Drawbacks: • Can escalate conflict • Losers may retaliate 21 . you lose – Fundamental premise: Associates "winning" a conflict with competition – Strategic philosophy: When goals are extremely important.

thus protecting the relationship – When to use: • When an issue is not as important to you as it is to the other person • When you realize you are wrong • When you are willing to let others learn by mistake • When you know you cannot win • When it is not the right time and you would prefer to simply build credit for the future • When harmony is extremely important • When what the parties have in common is a good deal more important than their differences – Drawbacks: • One's own ideas don't get attention • Credibility and influence can be lost 22 . you win – Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns. the trauma of confronting differences may damage fragile relationships – Strategic philosophy: Appease others by downplaying conflict.»Accommodating Amity School of Business – I lose.

– Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns. • When you don't want to have full responsibility • When you want others to also have "ownership" of solutions. – When to use: • When there is a high level of trust. – Drawbacks: • The process takes lots of time and energy. • When the people involved are willing to change their thinking as more information is found and new options are suggested. 23 . • Some may take advantage of other people's trust and openness.Amity School of Business • Collaborating – I win. you win – Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships.

24 . – Drawbacks: • Important values and long-term objectives can be derailed in the process. I bend – Fundamental premise: Winning something while losing a little is OK.Amity School of Business • Compromising – You bend. • When goals are moderately important. – Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position. • When time can be saved by reaching intermediate settlements on individual parts of complex issues. – When to use: • When people of equal status are equally committed to goals.