Organizational Conflict

16-1

Bikram kumar, Roll no-09 MPMIR, 4th sem.

Some level of conflict is inevitable given the wide range of goals in a firm.16-2 Organizational Conflict Conflict exists in situations where goals. interests or values of people are mismatched and they block other’s efforts to achieve their goals. .

1 Conflict and Organizational Performance High Level of Organizational Performance B Low Low A Level of Conflict C High .16-3 Figure 16.

.16-4 Types of Conflict x x Interpersonal Conflict: between individuals based on differing goals or values.  Managers in one firm may feel another is not behaving ethically. Intragroup Conflict: occurs within a group or team.  Managers play a key role in resolution of this conflict x Inter organizational Conflict: occurs across organizations. x Intergroup Conflict: occurs between 2 or more teams or groups.

16-5 Figure 16.3 Sources of Conflict Different goals Different goals & time horizons & time horizons Overlapping Overlapping Authority Authority Status Status inconsistency inconsistency Conflict Conflict Scarce Scarce Resources Resources Task Task Interdependency Interdependency Incompatible Incompatible evaluation & evaluation & Reward Reward .

 Task Interdependencies: one member of a group fails to finish a task that another depends on.  Leads to conflict between the managers and workers.  Overlapping authority: two or more managers claim authority for the same activities. Marketing on sales.  .  This makes the worker that is waiting fall behind.  Production focuses on efficiency.16-6 Sources of Conflict Different goals and time horizons: different groups have differing goals.

 Status inconsistencies: some groups have higher status than others.  Groups rewarded for low cost but firm needs higher service.  .  Scarce Resources: managers can conflict over allocation of resources.  When all resources are scarce.  Leads to managers feeling others are favored. managers can fight over allocations.16-7 Sources of Conflict Incompatible Evaluation or reward system: workers are evaluated for one thing. but are told to do something different.

16-8 Resolving Conflicts  Functional Conflict Resolution: handle conflict by compromise or collaboration between parties. .  Compromise: each party concerned about their goal accomplishment and is willing to engage in give and take to reach a reasonable solution.  Collaboration:  Managers also need to address individual sources of conflict. parties try to handle conflict without making concessions by coming up with a new way to resolve differences.

 Use permanent transfers & dismissal if needed  Avoids problem interaction.16-9 Managing Individual Conflict Increase awareness of the source of conflict  Can conflict source can be found and corrected?  Increase diversity awareness and skills  Older workers may resent younger workers.  . or experience cultural differences.  Practice Job Rotation & Temporary assignments  Provides a good view of what others face.  Change organization’s structure  Conflict can signal the need to adjust the structure.

16-10 Conflict Solutions Alter the source of conflict:  If due to overlapping authority. managers fix the problem to change the source. .  Distributive negotiation: parties see there is a fixed resource base.  Parties try and find a common ground by considering various alternatives.  Information sharing. the other must lose.   For them to gain. trust are common here.  Integrative negotiation: parties can increase total resources by coming up with a new solution.  Negotiation: use when parties have equal power.

Conflict results in improvement in group’s performance. Or . .Hinders group’s performance.Dysfunctional.16-11 Outcome..Functional outcome. The action-reaction interplay between the conflicting parties results in .

16-12 Conflict can improve. It is an antidote for groupthink.  The quality of decision making by allowing all points particularly that are unusual or held by the minority..  It challenges the status quo and increases the probability that the group will respond to change. . to be weighed in important decisions.

16-13 Thank you. .

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