Organisationalconflict

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  • Inadvertant bloopers
    Viren (a colleague) smsd me askin me for a another person’s telephone no. I messaged it.
    After a few minutes I received the following message from viren.
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  • Organisationalconflict

    1. 1. Conflict and Conflict Management Happens when I feel (perceive) You have Something I care about You will negatively affect something I care about Conflict in organisations… 1
    2. 2. Conflict in Organisations • Inevitable • Has many causes • Is not always bad • Therefore must be ‘managed’ • May be ‘perceived’ or ‘felt’ Potential conflict in organisations 2
    3. 3. Potential Conflicts in Organisations • Regional affiliations • Erosion of status • Differences in personal views • Basis for grant of pay increase – allocation of pay increase budget • Autonomy to a position / level / individual • Diversification plans • Own manufacture or outsourcing • HQ versus Branch Office • Product Pricing • … Levels of conflict… 3
    4. 4. Conflict may be… 1. Intrapersonal – frustration, goal conflict, cognitive dissonance, role conflict etc 2. Interpersonal 3. Intergroup 4. Organisational - structural Sources of Interpersonal Conflict… 4
    5. 5. Sources of Interpersonal Conflict 1. Personal differences Personality - clashing needs  threat, suspicion, incompatibility, Interactive and communication styles, TA Preferences, How you like to spend time 2. Information deficiency - About the other person’s needs, motives, preferences, ambitions , Circumstances, Intentions Johari Window 3. Role incompatibility - organisational 4. Environmental stress How do you tend to manage conflict 5
    6. 6. Individual Strategies for ‘managing’ conflict - suitable response • Collaborate • Avoid • Forcing • Accommodate Compromise 2 dimensions - assertiveness and cooperativeness Conflict management team - organisation 6
    7. 7. The Thomas Kilman Conflict Model A s s e r t i v e n e s s Fighter – collaborator competitive Compromiser Avoider Co-operation Accomodator Do I usually follow one strategy ??? 7 Conflict management techniques in organisations
    8. 8. Scoring – Conflict Style Inventory- ASCI Compromise Collaboration Question Competition Avoidance Submission 1 A B 2 B A 3 A B 4 B A 5 B A 6 B A 7 B A 8 A B 9 B A 10 B A 11 A B 12 B A 13 A B 14 B A 15 A 8 B
    9. 9. Conflict Style Inventory - ASCI Question Competition Compromise Collaboration Avoidance Submission 16 A B 17 B A 18 A B 19 B A 20 A B 21 B A 22 A B 23 B A 24 A B 25 B A 26 B A 27 B A 28 B A 29 A B 30 B A Inter group conflict 9
    10. 10. Inter Group Conflict •Task Interdependence •Task ambiguity •Goal incompatibility •Competition for Limited Resources •Competitive Reward System •Line and Staff •Intrapersonal and Interpersonal Conflict Conflict management 10
    11. 11. Conflict Management Techniques Organisation • Problem solving • Shared goal • Expansion of resources • Authoritative command • Using behavioural change techniques 11 What does it really mean to be ‘good with people’ ? 4 Dimensions of Relational work
    12. 12. Personal Differences • Differences in Personality - clashing needs  threat, suspicion, incompatibility • Interactive and communication styles • Preferences • How you like to spend time • etc 12
    13. 13. New view of conflict • Is inevitable • Has many different causes • May aid or hinder organisational performance • Task of management - manage conflict • Best performance requires moderate 13
    14. 14. Positive aspects of conflict • Energising - focuses members on existence of problems • Promotes change • Stimulates interest and creativity • Can be fun 14
    15. 15. Is conflict always bad? Differentiate between • Personalised conflict • Issue based conflict Between • Task conflict – content and goals of work • Relationship conflict • Process conflict – how work is done 15
    16. 16. ‘perceived’ and ‘felt’ conflict Perceived - Awareness by one or more parties that there is a situation where conflict may arise Felt - emotional involvement in a conflict creating stress, anxiety, tenseness, frustration, hostility 16
    17. 17. ‘Two dimensions of conflict handling intentions • Co-operativeness - how much you want to satisfy the other party’s concerns • Assertiveness - how much you want to satisfy your own concerns 17
    18. 18. ANTECEDENTS TO INTERGROUP CONFLICTS • Competition for resources • Task Interdependence • Jurisdictional Ambiguity • Status Struggles 18
    19. 19. STRATEGIES TO REDUCE INTERGROUP CONFLICT • Avoidance - ignore or impose solution Utility - trivial conflict/ quick action required • Defusion - deactivate / cool off / underplay conflict Utility - Need for stop – gap solution - groups have mutually important goal • Containment - conflict allowed to surface, but issues for discussion spelled out Utility - discussions fail and groups are of equal power • Confrontation - all issues brought out in open, in attempt to reach mutually acceptable solution. Utility - when there is minimum level of trust - time is not critical - when groups need to co-operate to get the job done 19
    20. 20. STRUCTURAL CONFLICT - TYPES • HIERARCHICAL CONFLICT – unifying goals -importance of equity • FUNCTIONAL CONFLICT – co-ordination • LINE – STAFF CONFLICT - tell and sell - hold staff accountable • FORMAL – INFORMAL CONFLICT Basic incongruence between needs and characteristics of adult and requirements of formal organisation 20

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