You are on page 1of 21

ORGANIZATIONAL BEHAVIOR ‘CONFLICTS’

Points to be covered:

1. Definition of conflict.
2. Differentiate between the traditional, human relations, and interactionist views of conflict. 3. Understanding types of conflicts. 4. Outline the conflict process. 5. Describe the five conflict-handling intentions.

© 2003 Prentice Hall Inc. All rights reserved.

14–2

All rights reserved. 14–3 .How do you view a Conflict? Causes: • Poor communication • Lack of openness • Failure to respond to employee needs © 2003 Prentice Hall Inc.

All rights reserved. 14–4 .Transitions in Conflict Thought (cont’d) © 2003 Prentice Hall Inc.

Functional versus Dysfunctional Conflict © 2003 Prentice Hall Inc. All rights reserved. 14–5 .

All rights reserved. 14–6 .Types of Conflict © 2003 Prentice Hall Inc.

14-1 14–7 . All rights reserved.The Conflict Process EXHIBIT © 2003 Prentice Hall Inc.

All rights reserved. 14–8 . and “noise”  Structure – – – – – – Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups  Personal Variables – Differing individual value systems – Personality types © 2003 Prentice Hall Inc.Stage I: Potential Opposition or Incompatibility  Communication – Semantic difficulties. misunderstandings.

Positive Feelings 14–9 . All rights reserved.Stage II: Cognition and Personalization Conflict Definition Negative Emotions © 2003 Prentice Hall Inc.

14–10 . © 2003 Prentice Hall Inc.Stage III: Intentions Cooperativeness: • Attempting to satisfy the other party’s concerns. Assertiveness: • Attempting to satisfy one’s own concerns. All rights reserved.

Stage III: Intentions (cont’d) © 2003 Prentice Hall Inc. All rights reserved. 14–11 .

All rights reserved. 14–12 .Stage III: Intentions (cont’d) © 2003 Prentice Hall Inc.

14-2 14–13 .Dimensions of Conflict-Handling Intentions EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.

Stage IV: Behavior © 2003 Prentice Hall Inc. All rights reserved. 14–14 .

All rights reserved.Stage IV: Conflict Resolution Techniques • Problem solving • Superordinate goals • Expansion of resources • Avoidance • Smoothing • Compromise • Authoritative command • Altering the human variable • Altering the structural variables © 2003 Prentice Hall Inc. 14–15 .

All rights reserved.Stage IV: Conflict Stimulation Techniques • Communication • Bringing in outsiders • Restructuring the organization • Appointing a devil’s advocate © 2003 Prentice Hall Inc. 14–16 .

14-3 14–17 . All rights reserved.Conflict-Intensity Continuum EXHIBIT © 2003 Prentice Hall Inc.

All rights reserved. 14–18 .Stage V: Outcomes  Functional Outcomes from Conflict – – – – – – Increased group performance Improved quality of decisions Stimulation of creativity and innovation Encouragement of interest and curiosity Provision of a medium for problem-solving Creation of an environment for self-evaluation and change  Creating Functional Conflict – Reward dissent and punish conflict avoiders © 2003 Prentice Hall Inc.

14–19 .Stage V: Outcomes (cont’d)  Dysfunctional Outcomes from Conflict – – – – – Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals © 2003 Prentice Hall Inc. All rights reserved.

14-9a 14–20 .Conflict and Unit Performance EXHIBIT © 2003 Prentice Hall Inc. All rights reserved.

EXHIBIT 14-9b 14–21 . All rights reserved.Conflict and Unit Performance (cont’d) © 2003 Prentice Hall Inc.