Organizational Conflict Sm

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    Organizational Conflict

    Organizational Conflict The discord that arises

    when goals, interests orvalues of differentindividuals or groups areincompatible and thosepeople block or thwarteach others efforts toachieve their objectives.

    Conflict is inevitablegiven the wide range ofgoals for the differentstakeholder in theorganization

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    The Effect of Conflict on

    Organization Performance

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    Pondys Stages Latent conflict: There is no actual conflict; however,

    the potential for conflict to arise is present because ofthe sources of conflict previously identified.

    Perceived conflict: Each party searches for the originsof the conflict, defines why the conflict is emerging,

    analyzes the events that led to its occurrence, andconstructs a scenario that accounts for the problems it isexperiencing with other parties.

    Felt conflict: The parties in conflict develop negativefeelings about each other.

    Manifest conflict: One party decides how to react to ordeal with the party that it sees as the source of theconflict, and both parties try to hurt each other andthwart each others goals.

    Conflict aftermath: Every conflict episode leaves aconflict aftermath that affects the way both parties

    perceive and respond to a future conflict episode.

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    Interpersonal Conflict

    Conflict between individuals due to differences in their

    goals or values.

    Intragroup Conflict Conflict within a group or team.

    Inter group Conflict

    Conflict between two or more teams or groups.

    Managers play a key role in resolution of this conflict Inter organizational Conflict

    Conflict that arises across organizations.

    Types of Conflict

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    Types of Conflict

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    Sources of Conflict

    Incompatible Goals and Time Horizons

    Different groups have differing goals and focus.

    Overlapping Authority

    Two or more managers claim authority for the same

    activities which leads to conflict between the

    managers and workers.

    Task Interdependencies

    One member of a group or a group fails to finish a

    task that another member or group depends on,

    causing the waiting worker or group to fall behind.

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    Sources of Conflict

    Incompatible Evaluation or Reward Systems A group is rewarded for achieving a goal, but another

    interdependent group is rewarded for achieving a goalthat conflicts with the first group.

    Scarce Resources Managers can come into conflict over the allocation of

    scare resources.

    Status Inconsistencies Some individuals and groups have a higher

    organizational status than others, leading to conflictwith lower status groups.

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    Sources of Conflict

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    Conflict Management Strategies

    Functional Conflict Resolution

    Handling conflict by compromise or collaboration

    between parties.

    Compromise: each party is concerned about their goalaccomplishment and is willing to engage in give-and-take

    exchange to reach a reasonable solution.

    Collaboration: parties try to handle the conflict without

    making concessions by coming up with a new way to resolve

    their differences that leaves them both better off. Managers also must address individual sources of

    conflict.

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    Confli t Manage ent

    e niq es

    Organizational-level techniques

    Modifying differentiation and integration

    Employing integrating mechanisms

    Creating a common vision

    Group-level techniques

    Physically separating work groups

    Revising rules and standard operating procedures

    Providing common goals

    Employing negotiation

    Individual-level techniques

    Bringing in outside help to give advice and counsel

    Providing education and sensitivity training

    Moving people around

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    Recognize that conflict is an enduring part of organizationalbehavior, and develop the skills to be able to analyze andmanage it.

    When conflict occurs, try to identify its source and move quickly

    to intervene to find a solution before the problem escalates.

    Whenever you make an important change to role and taskrelationships, always consider whether the change will createconflict. Recognize that good organizational design canprevent conflict from emerging.

    Recognize that the appropriateness of a conflict managementstrategy depends on the source of the conflict.

    Ad i e to Managers

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    Negotiation Strategies for

    Integrative Bargaining Negotiation

    A method of conflict resolution in which two when

    parties of equal power try to find an acceptable

    solution by considering various alternatives toallocate resources to each other.

    Distributive negotiation

    The parties see the conflict as win-or-lose because

    they believe the resource base of the conflict is fixed.

    Integrative negotiation

    Parties can increase total resources by coming up with

    a new solution that is a win-win for both.

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    DISTRIBUTIVE VS.INTEGRATIVE

    BARGAINING

    DIS RIB IVE BARGAINING

    GE AS M CH PIE AS

    P SSIBLE

    IN-L SE P SI I NS CUS IS LIMI ED

    OPPOSED IN RES S

    LOW SHARING OF

    INFORMATION

    SHORTTERM RELATIONSHIP

    INTEGRATIVE BARGAINING

    EXPANDTHE PIE AS MUCH

    POSSIBLE SOTHAT BOTHTHE

    PA

    RT

    IESA

    RE SAT

    ISF

    IED

    WIN-WIN

    INTRESTS

    CONGRUENT INTRESTS

    HIGH SHARING OF

    INFORMATION

    LONG TERM RELATIONSHIP

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    NEGOTIATION PROCESS

    PREPARATION AND PLANNING-

    (BATNA)-BEST ALTERNATIVE TO ANNEGOTIATED AGREEMENT

    DEFINITION AND GROUND RULES

    CLARIFICATION AND JUSTIFICATION

    BARGAINING AND PROBLEM SOLVING

    CLOSURE AND IMPLEMENTATION

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    ThirdThird--party negotiatorparty negotiatoris an outsider skilled

    in handling bargaining and negotiation.MediatorMediator- a neutral third party who tries

    to help parties in conflict reconcile their

    differences.

    ArbiterArbiter- a third party who has the

    authority to impose a solution to a dispute.

    THIRD PARTY NEGOTIATION

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    THANK U