Conflict Mangment At Field 1

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  • Conflict can be defined as a process in which an effort is purposely made by “A” to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his or her goals or furthering his or her interests. This definition is comprised of five elements. Conflict must be perceived by the parties to it. If there is no awareness , then no conflict exists. Additional elements are opposition, scarcity, and blockage and the assumption that there are two or more parties whose interests or goals appear to be incompatible . Resources are limited, and scarcity encourages blocking behavior. The parties, therefore, are in opposition . And when one party blocks another’s means to a goal, conflict exists. There is debate over whether conflict is limited to only overt acts. The above definition assumes that conflict is a determined action , which can exist at either the latent or overt level.
  • Conflict can be defined as a process in which an effort is purposely made by “A” to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his or her goals or furthering his or her interests. This definition is comprised of five elements. Conflict must be perceived by the parties to it. If there is no awareness , then no conflict exists. Additional elements are opposition, scarcity, and blockage and the assumption that there are two or more parties whose interests or goals appear to be incompatible . Resources are limited, and scarcity encourages blocking behavior. The parties, therefore, are in opposition . And when one party blocks another’s means to a goal, conflict exists. There is debate over whether conflict is limited to only overt acts. The above definition assumes that conflict is a determined action , which can exist at either the latent or overt level.
  • Conflict can be defined as a process in which an effort is purposely made by “A” to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his or her goals or furthering his or her interests. This definition is comprised of five elements. Conflict must be perceived by the parties to it. If there is no awareness , then no conflict exists. Additional elements are opposition, scarcity, and blockage and the assumption that there are two or more parties whose interests or goals appear to be incompatible . Resources are limited, and scarcity encourages blocking behavior. The parties, therefore, are in opposition . And when one party blocks another’s means to a goal, conflict exists. There is debate over whether conflict is limited to only overt acts. The above definition assumes that conflict is a determined action , which can exist at either the latent or overt level.
  • Conflict Mangment At Field 1

    1. 1. Conflict Resolution at Office & Field Level
    2. 2. Conflict <ul><li>Conflict is a state of tension arising b/w two or more individual or groups because they desire outcomes, which are mutually incompatible. </li></ul><ul><li>Conflict is the reciprocal exchange of harm behavior between parties. </li></ul><ul><li>Conflict is a seeming incompatibility of action, goals and ideas </li></ul>
    3. 3. Conflict at Field Level Field Unit Incharge FC/J/SO/FE/Acct CO CO RPs/RO Outsiders
    4. 4. <ul><li>Conflict at Office level </li></ul><ul><li>a. Conflict at diferent levels of office </li></ul><ul><li>b. Conflict with in team </li></ul><ul><li>Conflict at Field level </li></ul><ul><li>i. Conflict with COs </li></ul><ul><li>ii. Conflict with in COs </li></ul><ul><li>iii. Conflict among one or more COs </li></ul><ul><li>iv. Conflict with unorganized community </li></ul>Conflict at Office and Field Level
    5. 5. <ul><li>Conflict at Office level </li></ul><ul><li>Wherever choices exist there is potential for disagreement. When, disagreement is poorly dealt with, the outcome can be contention. Contention creates a sense of psychological distance between people, such as feelings of dislike, competition, alienation and disregard </li></ul>Conflict at Office and Field Level
    6. 6. <ul><li>Our 1 st enemy is our desire to explain our point of view first </li></ul><ul><li>Our 2nd enemy is our ineffectiveness as listeners </li></ul><ul><li>Our 3rd enemy is fear. Fear that we will not get our way. Fear of losing something, Fear of truth…that may be wrong </li></ul><ul><li>Our 4 th enemy is the assumption that one of us has to lose if the other is going to win </li></ul>Conflict – Human Behavior
    7. 7. Paradigms of Human Interaction <ul><li>Win/Lose </li></ul><ul><li>Lose/Win </li></ul><ul><li>Lose/Lose </li></ul><ul><li>Win </li></ul><ul><li>Win/Win </li></ul>
    8. 8. Reasons of Conflict at Office level <ul><li>Communication Gap (Surprises, non-involvement in decision making, lack of trust) </li></ul><ul><li>Favoritism </li></ul><ul><li>Organizational Culture (lack of resources) </li></ul><ul><li>Difference of opinion </li></ul><ul><li>Personal Chemistry </li></ul><ul><li>Role Model (Leadership problem) </li></ul><ul><li>Level of person involved (i.e. training, experience etc) </li></ul>
    9. 9. <ul><li>Conflict in RO and FU level </li></ul><ul><li>i. Improve Communication (Verbal Written) </li></ul><ul><li>ii. Seek first to understand, then to be understood (Good Listener) </li></ul><ul><li>iii. Impartial & Fair role by Supervisor </li></ul><ul><li>iv. Role Model & regular follow up </li></ul><ul><li>v. Capacity building of new comers </li></ul>Ways of Conflict Resolution at Office level
    10. 10. <ul><li>Conflict with COs (SO Vs CO) </li></ul><ul><li>Communication Gap </li></ul><ul><li>Wrong Commitments </li></ul><ul><li>Non professional attitude </li></ul><ul><li>Favoritism or biasness </li></ul><ul><li>Dishonesty </li></ul>Conflict at Field Level
    11. 11. <ul><li>Conflict with in COs (Members Vs President/ Manager/ Members) </li></ul><ul><li>Hijacked COs/(CO Formation process is not properly followed) </li></ul><ul><li>Wrong Commitments </li></ul><ul><li>Favoritism or biasness </li></ul><ul><li>Dishonesty </li></ul>Conflict at Field Level
    12. 12. <ul><li>Conflict among COs (CO Vs CO) </li></ul><ul><li>Jealously/Rivalry </li></ul><ul><li>Competition </li></ul><ul><li>Personality clash </li></ul><ul><li>Immature dealing by SO </li></ul><ul><li>Dishonesty </li></ul>Conflict at Field Level
    13. 13. <ul><li>Conflict with other Offices </li></ul><ul><li>Banks </li></ul><ul><li>OFWM </li></ul><ul><li>Revenue Staff </li></ul>Conflict at Office and Field Level
    14. 14. How to R esolve C o n f l i ct ? <ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul>
    15. 15. How to R esolve C o n f l i ct ? <ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul>Discuss differences in values openly Continually stress on the importance of following policy & procedures Communicate honestly – avoid using negative practices Always provide correct data & information Develop sound management systems
    16. 16. How to R esolve C o n f l i ct ? <ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul><ul><li>. </li></ul>Meet conflict head on Set realistic goals Participatory planning involving all stakeholders. Be honest about concerns Agree to disagree - understand healthy disagreement would build better decisions Get individual ego out of management style Let your team create - people will support what they help create

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