Organizational Conflict
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Organizational Conflict

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Organizational Conflict Organizational Conflict Presentation Transcript

  • Organizational Conflict Presentation -By Shagun Lidhoo Kanksha Raina Pooja Mokashi Richa
  • Definition  Disagreement between individuals or groups within an organization, that may have an impact on the overall functioning of the organization.  E.G. :- Workers advocate for higher pay and the business owner or management wants pay levels to remain the same. 2 Organizational Conflict Presentation 11/13/2013
  • Nature of Conflict  Conflict arises out of mutually exclusive goals  Conflict is different from Competition 3 Organizational Conflict Presentation 11/13/2013
  • Types of Conflict Organizational conflict can be classified into two distinct categories :   4 Internal External Organizational Conflict Presentation 11/13/2013
  • Internal Conflict  Internal conflict is personal to the person involved. This type of conflict takes place within the person.  It can surface when a person’s values or morals are tested or otherwise compromised.  Internal conflict can greatly impact the person’s performance level. 5 Organizational Conflict Presentation 11/13/2013
  • External Conflict  External conflict is observed in outside forces that cause struggle for the person, such as an unhappy customer or an unruly supplier.  External conflict can also be caused when the management style of the business owner does not set well with the employees of the organization. 6 Organizational Conflict Presentation 11/13/2013
  • Outcomes - Positive  In a different view, organizational conflict represents an opportunity for productive change. The use of effective communication lies at the heart of this view.  The simple act of acknowledging and seeking solutions to organizational conflicts can defuse them and draw employees into a stronger relationship with the business.  It can also encourage an adaptable organization that 7 Organizational Conflict Presentation 11/13/2013 copes efficiently with the rapid changes faced by
  • Outcomes - Negative  Conflicts cause stress, which reduces worker satisfaction.  This diminished satisfaction can lead to increases in absenteeism and turnover.  Conflict can also diminish trust in supervisors and fellow employees, which can slow or stop progress on projects. 8 Organizational Conflict Presentation 11/13/2013
  • 9 Organizational Conflict Presentation 11/13/2013
  • Causes for Conflicts 10 Managerial Expectations  It is the job of an employee to meet the expectations of his manager, but if those expectations are misunderstood, conflict can arise.  Managers need to spend time clearly communicating their goals to employees and then confirming those goals in writing.  A manager should also encourage his/her employees to ask questions about their goals, and hold regular meetings to discuss the goals Organizational Conflict Presentation 11/13/2013 and how best to reach them.
  • Causes for Conflicts 11 Breakdown in Communication  If a department requires information from another department in order to do its job, and the second department does not respond to the request for information, a conflict can arise.  Some interdepartmental disagreements might trigger a nonresponsive attitude that can quickly become an internal conflict.  When people or departments are late in responding to information requests, or they are withholding information on purpose, it is best to Organizational Conflict Presentation 11/13/2013 address the situation immediately with a personal
  • Causes for Conflicts 12 Misunderstanding the Information  One person may misunderstand information, and that can trigger a series of conflicts.  In order to deal with this kind of situation, it is best to have the person admit her misunderstanding and work with the affected parties to remedy the situation.  For example, if the production manager misunderstands the product manufacturing goals, then the sales manager may not have enough product to sell. Organizational Conflict Presentation 11/13/2013  Taking responsibility for a mistake can quickly
  • Causes for Conflicts 13 Lack of Accountability  Organizational conflict might arise from frustration. One source of frustration is a lack of accountability.  If something has gone wrong, and no one is willing to take responsibility for the problem, this lack of accountability can start to permeate throughout the entire company until the issue is resolved.  One way to combat a lack of accountability is to have anyone who comes into contact with a Organizational Conflict sign his name to it and include the 11/13/2013 document Presentation
  • Ways to handle Conflicts  Conflict is inevitable in small businesses. Conflict can arise from a variety of sources, and between supervisors and subordinates, between co-workers, and between employees and customers.  Managers and organizations can choose to see 14 conflict as inherently negative, acting to suppress it at every Organizational Conflict Presentation 11/13/2013
  • Ways to handle Conflicts Positive Perspective  Accept conflict as a natural growth process and influence your company culture to view constructive conflict positively.  Conflict can be an asset to your small business if it is handled properly. It can help your organization to learn from its mistakes and identify areas of needed improvement.  Innovation can be inspired from creative solutions to internal or external conflicts, and new ways of thinking can emerge. 15 Organizational Conflict Presentation 11/13/2013
  • Ways to handle Conflicts 16 Grievance Procedure  Create a formal grievance procedure for all employees.  Let employees at all levels of your organization know that their voices will always be heard, and respond promptly and reasonably to employees issues.  This can prevent bad feelings from festering and growing into resentment and bitterness. Conflict is best handled quickly and openly.  If your company culture is sufficiently friendly Organizational Conflict Presentation 11/13/2013 toward constructive conflict, your staff should see
  • Ways to handle Conflicts 17 Get to the Cause  Focus on deep-rooted causes rather than superficial effects when assessing conflicts.  Parties to a conflict often claim to have issues with the behavior of co-workers or the outcome of company policies and work procedures, but these issues are likely being caused by something deeper.  Attempting to resolve the conflict by addressing surface issues will rarely create meaningful change or lasting solutions.  Look deeper to address the reasons that Organizational Conflict Presentation 11/13/2013 incidents occur.
  • Ways to handle Conflicts  As an example, if a supervisor finds himself 18 constantly in conflict with a loyal employee due to falling productivity levels, the supervisor may naturally want to address the employees’ behavior head-on.  Upon closer analysis, however, the supervisor may realize that the employee has been increasingly dissatisfied with his job Organizational Conflict Presentation 11/13/2013 ever since last year’s disappointing performance
  • Ways to handle Conflicts 19 Equal Voices  Give all parties of a conflict an equal voice, regardless of their position, length of service or political influence.  Conflict participants can become defensive if they feel they are being marginalized or are going through a process leading to a predetermined outcome.  It can be tempting to take the word of managers over front-line employees, or to take the word of a loyal employee over a new employee, but Organizational Conflict Presentation remember that your most trusted associates11/13/2013 are
  • Ways to handle Conflicts 20 Resolution Participation  Involve all parties, if possible, when drafting conflict resolutions.  The theory of Management By Objectives (MBO) states that employees are generally more committed to goals that they have helped to create.  The same holds true for conflict resolutions. There is more than one side to every conflict, and all sides should benefit from conflict resolution.  Seek resolutions that will prevent the conflict from Organizational Conflict Presentation occurring again, rather than simply delaying11/13/2013 a
  • Conflict Resolution The ideal method for resolving problems and making difficult decisions involves two steps, a magic formula that is guaranteed to work. In fact, it’s never failed when applied correctly. Here it is:  Define the problem 21 Decide how to solve it  Organizational Conflict Presentation 11/13/2013
  • Conflict Resolution Step 1: Defining the problem: Exchange “I” messages”  Verbalize other person’s position if he cannot do 22 so himself  Actively listen as feelings come  Take time  It may be necessary to send more accurate “I messages” if motivation lags.  Be sure the other person understands your commitment to finding a solution acceptable11/13/2013 to Organizational Conflict Presentation both.
  • Conflict Resolution Step 2: Generating possible solutions (brainstorming)  Think divergently  Ask the other person to suggest solutions first  Avoid all evaluation for now 23 Organizational Conflict Presentation 11/13/2013
  • Conflict Resolution Step 3: Evaluating the various solutions  Honestly and reality are now important  Actively listen and genuinely consider the other person’s preferences  One solution to make sure you both understand 24 Organizational Conflict Presentation 11/13/2013
  • Conflict Resolution Step 4: Deciding on a mutually acceptable solution  Be careful not to push your solution  When close to agreement, state the tentative Solution to make sure you both understands 25 Organizational Conflict Presentation 11/13/2013
  • Conflict Resolution Step 5: Implementing the solution  Decide who will do what and when  Trust the other person to do his part rather than talk about failure contingencies 26 Organizational Conflict Presentation 11/13/2013
  • Conflict Resolution Step 6: Evaluating the solution  All decisions are open to modification or repeal, but not unilaterally 27 Organizational Conflict Presentation 11/13/2013
  • THANK YOU! Organizational Conflict Presentation 11/13/2013