2. Definition Disagreement between individuals or groupswithin
an organization, that may have an impact on the overall functioning
of the organization. E.G. :- Workers advocate for higher pay and
thebusiness owner or management wants pay levels to remain the
same.2Organizational Conflict Presentation11/13/2013 3. Nature of
Conflict Conflict arises out of mutually exclusive goals Conflict
is different from Competition3Organizational Conflict
Presentation11/13/2013 4. Types of Conflict Organizational conflict
can be classified into two distinct categories : 4Internal
ExternalOrganizational Conflict Presentation11/13/2013 5. Internal
Conflict Internal conflict is personal to the personinvolved. This
type of conflict takes place within the person. It can surface when
a persons values or moralsare tested or otherwise compromised.
Internal conflict can greatly impact the personsperformance
level.5Organizational Conflict Presentation11/13/2013 6. External
Conflict External conflict is observed in outside forces thatcause
struggle for the person, such as an unhappy customer or an unruly
supplier. External conflict can also be caused when themanagement
style of the business owner does not set well with the employees of
the organization.6Organizational Conflict Presentation11/13/2013 7.
Outcomes - Positive In a different view, organizational conflict
representsan opportunity for productive change. The use of
effective communication lies at the heart of this view. The simple
act of acknowledging and seekingsolutions to organizational
conflicts can defuse them and draw employees into a stronger
relationship with the business. It can also encourage an adaptable
organization that 7Organizational Conflict Presentation 11/13/2013
copes efficiently with the rapid changes faced by 8. Outcomes -
Negative Conflicts cause stress, which reduces workersatisfaction.
This diminished satisfaction can lead toincreases in absenteeism
and turnover. Conflict can also diminish trust in supervisorsand
fellow employees, which can slow or stop progress on
projects.8Organizational Conflict Presentation11/13/2013 9.
9Organizational Conflict Presentation11/13/2013 10. Causes for
Conflicts10Managerial Expectations It is the job of an employee to
meet the expectations of his manager, but if those expectations are
misunderstood, conflict can arise. Managers need to spend time
clearly communicating their goals to employees and then confirming
those goals in writing. A manager should also encourage his/her
employees to ask questions about their goals, and hold regular
meetings to discuss the goals Organizational Conflict Presentation
11/13/2013 and how best to reach them. 11. Causes for
Conflicts11Breakdown in Communication If a department requires
information from another department in order to do its job, and the
second department does not respond to the request for information,
a conflict can arise. Some interdepartmental disagreements might
trigger a nonresponsive attitude that can quickly become an
internal conflict. When people or departments are late in
responding to information requests, or they are withholding
information on purpose, it is best to Organizational Conflict
Presentation 11/13/2013 address the situation immediately with a
personal 12. Causes for Conflicts12Misunderstanding the Information
One person may misunderstand information, and that can trigger a
series of conflicts. In order to deal with this kind of situation,
it is best to have the person admit her misunderstanding and work
with the affected parties to remedy the situation. For example, if
the production manager misunderstands the product manufacturing
goals, then the sales manager may not have enough product to sell.
Organizational Conflict Presentation 11/13/2013 Taking
responsibility for a mistake can quickly 13. Causes for
Conflicts13Lack of Accountability Organizational conflict might
arise from frustration. One source of frustration is a lack of
accountability. If something has gone wrong, and no one is willing
to take responsibility for the problem, this lack of accountability
can start to permeate throughout the entire company until the issue
is resolved. One way to combat a lack of accountability is to have
anyone who comes into contact with a Organizational Conflict sign
his name to it and include the 11/13/2013 document Presentation 14.
Ways to handle Conflicts Conflict is inevitable in small
businesses. Conflictcan arise from a variety of sources, and
between supervisors and subordinates, between co-workers, and
between employees and customers. Managers and organizations can
choose to see14conflict as inherently negative, acting to suppress
it at every Organizational Conflict Presentation 11/13/2013 15.
Ways to handle Conflicts Positive Perspective Accept conflict as a
natural growth process and influence your company culture to view
constructive conflict positively. Conflict can be an asset to your
small business if it is handled properly. It can help your
organization to learn from its mistakes and identify areas of
needed improvement. Innovation can be inspired from creative
solutions to internal or external conflicts, and new ways of
thinking can emerge. 15Organizational Conflict
Presentation11/13/2013 16. Ways to handle Conflicts16Grievance
Procedure Create a formal grievance procedure for all employees.
Let employees at all levels of your organization know that their
voices will always be heard, and respond promptly and reasonably to
employees issues. This can prevent bad feelings from festering and
growing into resentment and bitterness. Conflict is best handled
quickly and openly. If your company culture is sufficiently
friendly Organizational Conflict Presentation 11/13/2013 toward
constructive conflict, your staff should see 17. Ways to handle
Conflicts17Get to the Cause Focus on deep-rooted causes rather than
superficial effects when assessing conflicts. Parties to a conflict
often claim to have issues with the behavior of co-workers or the
outcome of company policies and work procedures, but these issues
are likely being caused by something deeper. Attempting to resolve
the conflict by addressing surface issues will rarely create
meaningful change or lasting solutions. Look deeper to address the
reasons that Organizational Conflict Presentation 11/13/2013
incidents occur. 18. Ways to handle Conflicts As an example, if a
supervisor finds himself18constantly in conflict with a loyal
employee due to falling productivity levels, the supervisor may
naturally want to address the employees behavior head-on. Upon
closer analysis, however, the supervisor may realize that the
employee has been increasingly dissatisfied with his job
Organizational Conflict Presentation 11/13/2013 ever since last
years disappointing performance 19. Ways to handle Conflicts19Equal
Voices Give all parties of a conflict an equal voice, regardless of
their position, length of service or political influence. Conflict
participants can become defensive if they feel they are being
marginalized or are going through a process leading to a
predetermined outcome. It can be tempting to take the word of
managers over front-line employees, or to take the word of a loyal
employee over a new employee, but Organizational Conflict
Presentation remember that your most trusted associates11/13/2013
are 20. Ways to handle Conflicts20Resolution Participation Involve
all parties, if possible, when drafting conflict resolutions. The
theory of Management By Objectives (MBO) states that employees are
generally more committed to goals that they have helped to create.
The same holds true for conflict resolutions. There is more than
one side to every conflict, and all sides should benefit from
conflict resolution. Seek resolutions that will prevent the
conflict from Organizational Conflict Presentation occurring again,
rather than simply delaying11/13/2013 a 21. Conflict Resolution The
ideal method for resolving problems and making difficult decisions
involves two steps, a magic formula that is guaranteed to work. In
fact, its never failed when applied correctly. Here it is: Define
the problem21Decide how to solve it Organizational Conflict
Presentation11/13/2013 22. Conflict Resolution Step 1: Defining the
problem: Exchange I messages Verbalize other persons position if he
cannot do22so himself Actively listen as feelings come Take time It
may be necessary to send more accurate I messages if motivation
lags. Be sure the other person understands your commitment to
finding a solution acceptable11/13/2013 to Organizational Conflict
Presentation both. 23. Conflict Resolution Step 2: Generating
possible solutions (brainstorming) Think divergently Ask the other
person to suggest solutions first Avoid all evaluation for
now23Organizational Conflict Presentation11/13/2013 24. Conflict
Resolution Step 3: Evaluating the various solutions Honestly and
reality are now important Actively listen and genuinely consider
the otherpersons preferences One solution to make sure you both
understand24Organizational Conflict Presentation11/13/2013 25.
Conflict Resolution Step 4: Deciding on a mutually acceptable
solution Be careful not to push your solution When close to
agreement, state the tentativeSolution to make sure you both
understands25Organizational Conflict Presentation11/13/2013 26.
Conflict Resolution Step 5: Implementing the solution Decide who
will do what and when Trust the other person to do his part rather
thantalk about failure contingencies26Organizational Conflict
Presentation11/13/2013 27. Conflict Resolution Step 6: Evaluating
the solution All decisions are open to modification or repeal,but
not unilaterally27Organizational Conflict Presentation11/13/2013
28. THANK YOU!Organizational Conflict Presentation11/13/2013
