PRESENTATION

Presented by: SADIA HASSAN

Batch : BS Economics and Finance (F19)

Registration No. 683-FE/BSEF(4)/F19

Presented to: Prof Rashid Rauf

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 CONFLICT MANAGEMENT
Definition of Conflict: A process that begins when one party perceives

that another party has negatively affected, or is about to negatively affect,

something that the first party cares about.

Encompasses a wide range of conflict that people experience in organizations.

 Incompatibility of goals

 Difference over interpreations of facts

 Over expectations.

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 THREE VIEW OF CONFLICT
TRADITIONAL VIEW OF CONFLICT
The belief that all conflict is harmful and must be

avoided.
HUMAN RELATION VIEW OF CONFLICT
The belief that conflict is a natural and invitable

outcome in any group.

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INTERACTIONIST VIEW OF CONFLICT

The belief that conflict is not only a positive force in a

group but that it is absolutely necessary for a group to

perform effectively.

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 FUNCTIONAL VERSUS
DYSFUNCTIONAL CONFLICT
FUNCTIONAL CONFLICT

Conflict that supports the goals of the group and

improves it performance.

(Positive)

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 DYSFUNCTION CONFLICT
Conflict that hinders group performance

(Negative)

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FUNCTIONAL CONFLICT OUTCOMES
Increased group performance

Improved equality of decisions

Stimulation of creativity and innovation

e.g mobile phone.

Encouragement of interest and curiosity.

Creation of an environment for self-evaluation and

change.
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DYSFUNCTIONAL CONFLICT OUTCOME
Development of discontent.

Reduced group effectiveness

Retarded communication.

Reduced group cohesiveness.

Infighting among group members overcomes group

goals.

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CONFLICT RESOLUTION TECHNIQUES
Communication

Bringing in outsiders

Restructuring the organization

Expansion of resources.

Avoidance

Compromise

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Thank You

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