Organizational Behavior and Conflict

8/2/2019 Organizational Behavior and Conflict

http://slidepdf.com/reader/full/organizational-behavior-and-conflict 1/32

Four Goals of Organizational Behavior?

1. To describe systematically how people behave as

they interact with one anotherIndividual differences concept _ a person is a distinct individual

Concept on Communication _ emotional reactions like anger, love, hate, jealousy, fear – influence how we understand others’ messages and how we influence

others with our messages

2. To understand why people behave differently fromone another

Culture & Multiculturalism

Individual differences, Perception concepts



Four Goals of Organizational Behavior?

3. To predict future worker behavior so that anappropriate course of action may be employed

Organizational behavior theories such as theory X & Y,McClelland's Theory

Concept on Motivation_ Intrinsic & Extrinsic Motivators

4. To control and develop human activity at work

Concept of Organizational Models : collegial, supportive models

Training and performance appraisal



ORGANIZATIONAL BEHAVIOR AND CONFLICT

What is a Conflict?

A disagreement orclashes regarding

goals, values it canoccur to theinterpersonal ororganizational

level



ORGANIZATIONAL BEHAVIOR AND CONFLICT

What is a Conflict? The disagreement over goals to

attain the methods to be used toaccomplished them

An overt behaviorthat results whena person or group

of persons havebeen frustrated



The Nature of Conflict in Organization According to Renato Taguiri managers spend a

great deal of time balancing the conflict betweencollaboration and competition among subordinates,and they help them understand that conflict “ inherent

in social life.”

-Conflict results because ofincompatibility or influence inactivities in the organization.



-It is an interpersonal process that arises fromopposition over the goals and objectives of theorganization to attain the desired results.

- is any situation in which two or more parties feel

themselves in disagreement.



Assumptions on Managing Conflicts

1. Conflicts can be avoided

2. Conflict is the result of personality problems of individualswithin the organization

3. Conflict produces

inappropriate reactionsby the individualsinvolved

4. Conflict creates a

polarization(division/split) – manifestation ofcontrasting tendencies

with the organization



Conflict is natural in any organization. Conflict is

assumed to be unproductive and undesirable. Itmay lead to hardness in the organizationalenvironment.

Much of the conflict arises from communication ofour wants, needs and values to others.

Therefore, conflicts should be manageappropriately.



The progressive stages of development of conflict are:

1.Latent conflict –at the initial stage of conflict , thebasic conditions exist but not yet been recognized.

2. Perceived conflict –the cause of the conflict isrecognized by one or both of the participants.

3.Felt conflict – tension began to build between theparticipants, although seemingly, there is no struggleyet.



4.Manifest conflict – the struggle is underway; and thebehavior of the participants makes the existence the

conflict apparent to others in the organization whomay not be directly involved.

5.Conflict aftermath – the conflict is ended byresolution or by suppression. This may establish newconditions that might lead to either better cooperationor to a new conflict that maybe more disastrous orviolent in nature.



There are three types of conflicting goals.

1.Mutually exclusive positive goals.2. Positive –negative goals.

3. Negative –negative goals



When people join an organization, they make a psychologicalcontract that defines personal relationships with other workersin the system. Levels of Conflict:

1. Intrapersonal conflict

Internal to the individual and perhaps the most difficulttype of conflict to analyze. Ex. Jacky is both an officer ofan employees association and an officer of a changemanagement team.

2. Interpersonal conflict

Deeply affects individuals feelingsand emotions. Self-integrity isthreatened, the individual is affected.Ex. Jacky was hurt because of aconflict with Kim.



When people join an organization, they make a psychologicalcontract that defines personal relationships with other workersin the system. Levels of Conflict:

3. Intergroup structural conflict

Conflict (usually Constructive conflict)that arises between two departments.

Each group is all out to gain power toimprove its image. Ex. ProductionDepartment wants new equipment toimprove production of materials and

Finance Department wants to expandits sales force and they also need newequipment however, the resources islimited.



Causes of Conflicts

1. Organizational Change

Changes in people’s

perception, resourcesneeded, political and

economic is unavoidable.These changes affectsglobal economy andstructures of the society



Causes of Conflicts

2. Personality Clashes

Individual differences, interests,purposes in life causes conflicts.Workers should accept and respectone’s personality



Causes of Conflicts

3. Different set of values

People have differentbeliefs, orientation andethical values. Diversephilosophy and value

orientation is difficult toresolve because they arenot objective like indisagreements over

products and services



Causes of Conflicts

4. Threats to status

Status or social rank of anindividual is important to alot of people. When statusare threatened, conflict

between the defensiveperson and the one whocreated the threat to status



Causes of Conflicts

Status or social rank of anindividual is important to alot of people. When statusare threatened, conflict

between the defensiveperson and the one whocreated the threat to status

5. Contrasting Perceptions



Causes of Conflicts

6. Lack of trust

Every relationship requiressome degree of trust. Trustbuilds confidence, it maytake sometime to buildtrust. When a person has areason not to trust anotherperson, the potential of conflict is assured



7. Role Dissatisfaction

Employees in an organization with satisfactoryperformance who receive a little recognition and have

limited opportunities for advancement may start a conflict.

Ex. Kate works satisfactorily but receives a little

appreciation from the manager, it will be the start of thetension25



8. Role Ambiguity (Doubt)

Doubts or uncertainties in the job description leadto structural conflict. Credit or blame for successand failure of a particular assignment cannot bedetermined.

Ex. Problems or good work done by the AccountingDepartment & Finance Department is hard to knowbecause of unclear work assignments of the twodepartments



Advantages and Disadvantages of Conflict

Advantages:

1. People become more creative and would like to experimentwith new plans and ideas. 2. Hidden problems are brought to the surface where they are

confronted and eventually solve.

3. Conflicts are energize workers tobe more involved to the issue , evenif not all of the resulting activitymaybe constructive .4. As a process, it often provides anoutlet for pent-up tensions resultingin catharsis.5. Conflicts can result in aneducational experience.



Disadvantages 1. If the conflict last for a long period of time, it may become so

intense that it maybe allowed to focus on personal issues. 2. The interpersonal level, cooperation and team effort among

workers maybe subsequently deteriorate. 3. Distrust start to grow among workers who need to coordinate

their efforts and as a result the organization‘s desired objectivesare prejudiced .



Managing Conflict

1. Avoiding

2. Smoothing 3. Compromising 4. Forcing

5. Confronting



The conflict interface

1. Review past actions and clarify issues before theconfrontation begins.2. Communicate freely and do not hold backgrievances.3. Do not surprise the opponent with the

confrontational attitude for which the individual is notprepared.



4. Do not attack the opponent’s sensitive spots that havenothing to do with the issues of the conflict.

5. Do not touch on personal issues, to specific issues.6. do not argue aimlessly.7. Maintain the intensity of the confrontation and ensurethat all participants say all they want to say. If the basicissues have been resolved at this point , agree on whatsteps are to be taken toward resolving the conflict.



Conflict is a process which involves struggleagainst workers for a particular gaol or value.

Society Conflict and change



Transactional Analysis of Human Behavior

Whenever the individuals interact in an

assertive or non assertive manner, there is a

social transaction in which one individual

responds to another .



Ego Status

The id-is the biological component of the

self which is the source of number

drives and urges. It is unconscious

illogical and unintegrated. It isinstinctive and centers around the

satisfaction of basic needs- food and

sex, and is dominated by thepleasure principle.



The EgoA component of the self that represent

reason and sanity, mediates betweenthe needs of the individual and the

world reality and strives to delay

tensions by way of waiting for a

suitable environment to exist.

Super Ego

Is the carrier of ideals, customs,traditions and more of society . Its

principal function is to criticize the

ego.



Power and Organizational Politics

Organizational politics is the use of thevarious behaviors that enhance a persons

influence and self-interest. Political

behaviors are necessary for success and

important at higher level.



Classification of Power

1. Personal power – refer to asreferent power, charismatic

power and personality power. 2. Legitimate power – refer to a

position power. 3. Expert power – refer to the

authority of knowledge and

expertise that comes from

specialize training. 4. Reward power – the capacity

to control and administer items

that are valued by another

Documents

Organizational Behavior and Conflict