You are on page 1of 27

m 

   

  

 

   


   
V    
   
   

V   


      
  !

V
  
    
"  
V O  
"
   "  
   
 "  

V O  


   
 #     
   
  "
V ˜  
 
 
    
  
 
V ˜ ˜  

 "    

       "
 
    "  
 
        
  
V ë"  
    
    
   

V ˜ "
    $  
 m  ˜ #
V A common use source of conflict
for an individual is a goal that has
both positive and negative features,
or two or more competing goals.
Whereas in frustration motives are
blocked before the goal is reached,in
goal conflict two or more motives
block one another.
V A Situation in which an individual is confronted by
divergent role expectations.

V A normative status that includes


the behavior, attitude, and values
attributed by society to a person
occupying a position.

V When Role Conflict Occurs an individual is required


to perform two or more incompatible roles. .
V ˜ntrapersonal Conflict occurs
when there is incompatibility
or inconsistency among an
individual¶s cognitive elements.
˜t implies that a new cognitive
element is at variance with a
prior explanation or
expectation.
V APPROACH-APPROACH CONFLICT Ê

ë When a person has to choose between two


attractive alternative. Boss has to recommend X¶s and Y¶s
name for promotion who are equally competent for a position.

V APPROACH-AVOIDANCE CONFLICT Ê

ë When a person has to deal with a situation that possesses both


positive as well as negative aspects.
V When each of the competing alternatives
possesses a negative consequences i.e., they
are equally repulsive.
 mersonal differences

 ˜nformation deficiency

V Role incompatibility

 nvironmental stress
V PERSONAL DIFFERENCES A common
source of interpersonal conflict is personal
differences, because every person brings a unique
(and often incompatible) set of values,
perceptions and expectations to the table.
V INFORMATION DEFICIENCY Another
source of interpersonal conflict is informational
deficiencies. Communications are not always
received, may be misinterpreted or different
conclusions may be drawn based on past
experiences.
 ROLE INCOMPATIBILITY Role
incompatibility may be a cause of interpersonal
conflict because of differences between the goals and
responsibilities assigned to an individual and what
the individual would rather be doing.

 ENVIRONMENTAL STREES A stressful


environment is another source of interpersonal
conflict. Uncertainty of future events and scarcity of
resources, such as food or money, can lead to
disputes among otherwise friendly individuals.
V ë    
        
V Conflict resolution is a must for everyone. ˜nterpersonal
conflict arises as certain as death and taxes, and it is just
as pervasive. There¶s interpersonal conflict between team
members, workplace conflict, conflict within marriages,
and conflict within communities. very person is unique
so opportunities for disagreement abound
V ˜nterpersonal conflict can either weaken or fortify social
relationships. ˜t all depends on the involved parties¶
conflict resolution perspective and conflict management
strategies.
V ffectively deal with destructive workplace disputes
V Model attitudes and behaviors
V ˜dentify the courses of conflict a, structural or interpersonal
V Focus on the task not personalities
V Address conflict in timely way
V Learn from conflict
V Resolving conflict
V Allow time to cool off
V Analyze the situation
V State The problem to the other person'
V Leave the person an out.
V Loose-loose Ê ˜t is î -w  Ê Approach is a
exemplified by concious and systematic
smoothing over conflict attempt to maximize the
or by reaching the goals of both parties
simplest of through collaborative
compromises. problem solving.

V î -loose Ê ˜t is all too


common.Competition,D
o minance is there.˜f
any party gains the
other looses.
V ˜nteracting and overlapping role sets

V Antecedents to inter group conflict

 Competition for resources


 Task independence
 Jurisdiction ambiguity
 Status struggles
ë Distinction between we and they
ë May increase cohesiveness but at times these do not
effect the out group
ë Threaten group member feel superior
ë Communication between the conflicting group
deceases
ë The group loosing conflict the cohesion decreases and
tension is experienced
ë ˜nter group conflict and resulting hostility are no
individual but due to group interaction.
Orga at oal col ct is a state of discord caused by the actual or
perceived opposition of needs, values and interests between people
working together.
V Three types of conflict Ê
ë Task Ê ˜t reflect to the content and goal
of the work.
ë Process ʘt is related to how the work
gets done. This form of conflict
centers around, the process,
procedures, steps or methods used to
reach goal.
ë Relat osh  Ê Relationship conflicts
focus on interpersonal relationship
V Oegotiating is the process of
communicating back and forth, for
the purpose of reaching a joint
agreement about differing needs or
ideas. ˜t is a collection of behaviors
that involves communication, sales,
marketing, psychology, sociology,
assertiveness and conflict resolution.

V˜t is a decision making process


among interdependent parties who do
not share identical preferences.
V Although some organizational
behaviour scholars note that
there are similarities between
negotiation strategies and
conflict management,
negotiation can go beyond just
resolving conflict and become a
managerial skill for personal and
organizational success.
V When negotiating,people in general
and managers in particular tend to have
certain biases and make certain
errors,which prevents them from
negotiating rationally and getting the
most they can out of a situation.

V For this reason,the negotiators have


traditionally taken a distributive or a
positional bargaining approach.
V Distributive Bargaining Approach Ê
˜t assumes a ³fixed pie´ and focuses on
how to get the biggest share,or ³slice of t
he pie´.

V mositional Bargaining Approach Ê


This approach to negotiation involves
successively taking,and then giving up,a sequence
of positions.This is what happens when one haggles in an
open market.However, positional bargaining also happens in
international market.
V $  ˜     
     %    
& 'm  O˜$ë "  (  
      
  

V ˜        


   )    
    "