Organisational Conflict

7/29/2019 Organisational Conflict

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ORGANISATIONAL

CONFLICT

Presented byRESHMA HASDA

ASHISH DAS


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Conflict is a process in which aneffort is purposefully made by one

person or unit to block anotherthat results in frustrating theattainment of others goals or the

furthering of his or her interests.

DEFINATION


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In simple it may be understood ascollision or disagreement

It may be with in an individualin between two or in between twogroups

It may be cognitive or affective It is different from competition

Nature of conflict:-


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Cause of conflict

1-Power

2-Politics


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Power

Power is the ability to influencepeople and events.

The term power may be applied toindividuals,groups,teams,departments,organisation and countries.


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Politics Politics relates to the ways peoplegain and use power in organisation.

In theory,politics has no place inorganisation.

But practically politics is the medium

of exchange in organisation.


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Suppression

& attentionfocusmechanism

Perceivedconflict

Felt

conflict

Organisational &

extra-organisational

tension

Strategicconditions

Manifestconflict

Conflict resolutionmechanism

Latentconflict

Aftermath of precedingconflict episode

Environmentaleffects

STAGES


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o

Presence of antecedent conditionso Need not necessarily lead to conflicto Prepare the ground for onset of second

stageo Some antecedent conditions are

i. Competition for limited resourcesii. Inadequate communication

iii. Organisational complexityiv. Unreasonable or unclear policies,standards or rules

Potential Antagonism


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Cognition and

PersonalisationFelt conflicto Parties become

emotionally involved &begin to focus on

difference of opinion &opposing interest.o Sharpening perceived

conflicto Internal tension,

frustration begin tocrystalise

Perceived conflicto This is a stage at

which membersbecome aware of theproblem

o Incompatibility ofneeds is perceived

o Tension beginso

No party feels that itis being overlythreatened.


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Conflictive & conflict-

management behavioro Parties engage in actions that help achieve

own objective & thwart those of others.

o

Behaviors vary from subtle , indirect &highly controlled form of interference todirect aggressive violent & uncontrollablestruggle.

o At this level, strikes & lock outs are theresult.


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Aftermatho Outcome may be functional or

dysfunctional

o If handled well-functional, if

mishandled-dysfunctionalo Easier to achieve win-win outcomes

when conflict is recognised early

before frustration & negativefeelings set in.


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Views about Conflict

Traditional Viewo Prevalent in 1930s & 1940s.

o Regarded all conflicts as harmful & evil.

o Conflict was viewed negatively & wasassociated with violence, troublence,agitation, destruction & irrationality.

o Indication of malfunctioning with in theorganisation.


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Cont

F.Taylor, was of the opinion that ifhis principles were properly applied

then the conflict between labour &organisation would disappear.

All conflicts are bad & it is to be

avoided.


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Behavioural viewo

School of thought argues that conflict isthe logical & inevitable outcome in anyorganisation.

o Came into force from late 1940s to mid1970s.

o Conflict was unavoidable outcome, but atthe same time they believed that conflictneed not always be determined.

o It could lead to more creativity in

problem-solving yet they perceived asharmful something to be resolved once itarose.


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Cont

o Their view human are essentiallygood; trust, co-operation and

goodness are given in nature.o The manager role in resolving conflict

is to restore understanding, trust,

and openness between parties.


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The Interactionist viewo Interactionist not only accept conflictbut also encourages it.

o Conflict must be regulated that it does

not get out of control producingdysfunctional consequences.o If harmony, peace, cooperativeness

prevail in a situation for a long time,

that group is prone to become non-responsive to innovation and change.


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Conti

o To make it viable, self critical, andcreative, an ongoing minimum level of

conflict should be maintained.o Mission of management is goal

attainment, not creation of harmony

and cooperation.


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Traditional view Conflict is avoidable Conflict is caused by

management error indesigning organization or

by trouble makers Conflict disrupts the

organization and preventsoptimal performance

The task of management isto eliminate conflict

Optimal organizationalperformance requires theremoval of conflict

Current view Conflict is inevitable It arises from many causes

including organization alstructure, unavoidabledifferences in goals etc

Conflict contributes anddetracts from organisationalperformances in varyingdegrees

The task of mangement is tomanages the level of conflictand its resolution foroptimal organisationalperformance

Optimal organisationalperformance requires amoderate level of conflict.

Difference


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TYPES OF CONFLICT


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GOAL CONFLICT

APPROACH-APPROACHCONFLICT

APPROACH-AVOIDANCECONFLICT

AVOIDANCE-AVOIDANCECONFLICT


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ROLE CONFLICT

ROLE AMBIGUITY

ORGANIZATIONAL POSITION

PERSONAL CHARACTERSTICS


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Conflict from frustrationIt occurs when a motivated drive is blocked before a personReaches a desired goal.

Blocked by barriers individual becomes frustrated as heunable to reachhis goalFrustration normally triggers defence mechanism in person.

Defence mechanism is the unconscious process that protectan individualfrom anxiety


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FORMS

o HORIZONTAL

Arises between persons at the same

hierarchical level in the same function orin different function.

o VERTICAL

It arises between superior andsubordinate


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FACTORS DETERMINING

INTERGROUP CONFLICTINCOMPATIBLE GOALS

RESOURES SHARING

TASK INTER DEPENDENCE

TASK AMBIGUTY

JOINT DECISSION MAKING

PROCESS


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The impact of conflict

Impact within groups

I. Group cohesiveness increase

II.The group become task orientedIII.Leadership becomes more directive

IV.Organisational structure becomes

more rigidV. Group unity is stressed


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Impact between groups

I. Group become antagonistic towardeach other.

II.Perception are distorted.III.Communication ceases to exist

IV.Groups apply a double standard


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Potential benefit of

group benefitI. Conflict clarifies the real issueII.Conflict increases innovation

III.Intergroup conflict solidify thegroup

IV.Conflict serves as a catharsis

V. Conflict resolution solidifiesintergroup relationships.


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Functional conflict

Conflict that result in increase in

organizations performance and help anorganization to attain its goal may betermed as functional.

Dysfunctional function

Conflict that hinder an organization

growth and prevents it from achieving itsgoal can be termed as dysfunctional.


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SOURCES OF CONFLICT


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Documents

Organisational Conflict