Conflict Management MGT412 Chapter7 Conflict In organization 2007

Conflict Management MGT-412 Chapter-7 Conflict In organization © 2007 Lynn Van Der Wagen & Anne Goonetilleke 1 Dr. M Abdur Rahman

Conflict Management. Learning Outline n n n n Organizational conflict Issue and reason of Organizational Conflict Cause of Organizational conflict Types of Organizational Conflict Stage of Organizational Conflict: 6 Factors Organizational Conflict: Behavioral and structural factors © 2007 Lynn Van Der Wagen & Anne Goonetilleke 2

Conflict Management Conflict In Organization © 2007 Lynn Van Der Wagen & Anne Goonetilleke 3

Conflict Management Conflict in Organizational conflict is the discord that arises when the goals, interests or values of different individuals or groups are incompatible and those individuals or groups block or thwart one another's attempts to achieve their objective Organizational Conflict or otherwise known as workplace conflict, is described as the state of disagreement or misunderstanding, resulting from the actual or perceived dissent of needs, beliefs, resources and relationship between the members of the organization. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 4

Conflict Management Cause of conflict in an Organization Conflict is a state of mind in which you find it impossible to make a decision. Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly, and efficiently. Since conflicts in a business are a natural part of the workplace, it is important that there are people who understand conflicts and know how to resolve them. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 5

Hospitality Management Cause of Conflict The following sections discuss five of the most common factors that lead to conflict situations within organisations. n Misunderstandings. n Poor communication. n Lack of planning. n Poor staff selection. n Frustration, stress and burnout. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 6

Conflict Management © 2007 Lynn Van Der Wagen & Anne Goonetilleke 7

Conflict Management Types of Organizational Conflict 1. Task Conflict: Task conflict relates to the content and goal of the work. According to Graves, task conflict arises among members of team and affects the goals and tasks they are striving to achieve. It can be based on differences in vision, intention, and quality expectation. It is essential to focus and channel any task conflict so that these differences. become collaborative and lead to improvements in the way and go about accomplishing current and future task. Converting conflict to friendly competition might be one way of taking the best from both sides. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 8

Conflict Management Types of Organizational Conflict 2. Role Conflict: Conflict surrounding roles and responsibilities are especially common during or immediately following organisational change, particularly restructurings. People may be unclear on who is responsible for which decisions and outputs. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 9

Conflict Management Types of Organizational Conflict 3. Process Conflict: This is related to how the work gets done. This form of conflict centers around, the process, procedures, steps or methods used to reach goal. One person might like to plan many steps ahead while others might like to dive in headfirst. These differences in approaches or processes can lead to communication break downs and ultimately conflict. Healthy differences in approaches to process will often lead to improved way of doing job. Process conflict commonly arises when two departments, teams, or groups interact on a process. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 10

Conflict Management Types of Organizational Conflict 4. Directional Conflict: Directional conflict arises when organisations are forced to rethink their strategies and focus on shorter-term activities, as many did during the economic downturn. Employees may not know how to prioritise long-term versus short-term needs, or one department may work tactically while another remains strategic. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 11

Conflict Management Types of Organizational Conflict 5. External Conflict: External conflict arises when pressures from customers or other stakeholders impact internal decisions. Recent economic challenges compelled organizations to adjust and adapt, for example, by lowering prices while providing enhanced customer service. Sales or customer service personnel advocating for customers’ needs may have come into conflict with operations trying to meet internal goals. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 12

Conflict Management Types of Organizational Conflict 6. Relationship Conflict: It focuses on interpersonal relationship. They are directly between people and may be over roles style, resources or even personalities. This conflict can penetrate and damage all aspect of an organisation. Relationship conflict can quickly demand all the attention and energy. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 13

conflict Management Louis R. Pondy 5 stage of organizational Conflict 1. Latent conflict 2. Perceived conflict 3. Felt conflict 4. Manifest conflict and 5. Conflict Aftermath. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 14

Hospitality Management Organizational Conflict – 6 Major Factors: 1. Heterogeneity amongst members 2. Incongruence in status hierarchy 3. Role dissatisfaction 4. Defective formalisation 5. System of decision making, and 6. Merging conflicting units. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 15

Organizational Conflict – 6 Major Factors: Conflict Management 1. Heterogeneity amongst Members: In large organizations heterogeneity amongst members is distinctly seen due to cultural and religious background, values and beliefs, educational level, age factor etc. In due course of time, heterogeneity is likely to be replaced by homogeneity. 2. Incongruence in Status Hierarchy: Conflict also occurs due to work place or ignored feelings of different departments and units and not being given the requisite status in the organizational structure. Thus, it becomes a status and ego problem of the personnel © 2007 Lynn Van Der Wagen & Anne Goonetilleke 16

Organizational Conflict – 6 Major Factors: Conflict Management 4. Defective Formalisation: Formalisation means the form of rules and regulations, standardising the behavioural pattern of individuals in an organisation. If the roles of individuals and the units are well-defined in a manner reducing the chance of conflict. In any case, if formalisation is defective, the chances of conflict over roles, function and jurisdiction are likely to increas 5. 5. System of Decision Making: In an organisation, decision making is an important aspect of management. This system needs to be streamlined in a department. Those who are authorised to take important decisions on administrative, financial and discipline matters, etc. , be specified and let known to the departments, sub-sections and units. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 17

Organizational Conflict – 6 Major Factors: Conflict Management 6. Merging Conflicting Units: In an organization, where one or more units are in the habit of conflicting on various issues and which they care not to resolve, is not a healthy situation. In such cases, role conflicts, ego problems, inadequate performance data, etc. , ought be evaluated by the management and if necessary, merger of such units be recommended in the appropriate manner keeping in view the best interests of the organization to avoid conflict. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 18

Organizational Conflict: Behavioral and Structural Conflict Management 1. Behavioral Pattern: In most of the organisations, it has been noticed that the problems are mainly related to human beings I. Frustration: This takes place in an individual’s behavioural pattern, when his motivational drives are prevented prior to reaching the desired goal. Frustration leads to many other psychological problems like decision making and subjective uncertainty to find proper alternatives. The remedy for such situations is appropriate motivation of the individual to accept the alternatives to avoid conflicts. II. Goal Conflict: Wherever a state of competing goals exists, it creates conflict between individuals, for one is not in a position to select from appropriate agenda to strike collaboration acceptable to all. © 2007 Lynn Van Der Wagen & Anne Goonetilleke n 19

Organizational Conflict: Behavioral and Structural Conflict Management 2. Structural Conflict: i. Hierarchical conflict – It is that conflict, which exists among different levels of management of an organisation. For example, the top management may conflict with the middle management. ii. Functional conflict – This surface between various functional departments of the organisation. For instance production department having conflict with the marketing department. iii. Line and staff conflict – This may be stated as the conflict between members of line and members of the staff. This normally takes place, for the staff members have no authority over the line management. iv. Formal and informal conflict – This, as a matter of course, occurs between formal organisation and informal organisation existing in an establishment. © 2007 Lynn Van Der Wagen & Anne Goonetilleke 20

Conflict Management Where there is problem, resolution always present !!! © 2007 Lynn Van Der Wagen & Anne Goonetilleke 21

Conflict Management Thank you Stay Safe !!! © 2007 Lynn Van Der Wagen & Anne Goonetilleke 22