Your SlideShare is downloading. ×
Conflicts
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Conflicts

2,404
views

Published on

this presentaion is about Conflicts in organisation working invironment.

this presentaion is about Conflicts in organisation working invironment.

Published in: News & Politics

1 Comment
0 Likes
Statistics
Notes
  • Be the first to like this

No Downloads
Views
Total Views
2,404
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
87
Comments
1
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. CONFLICTS
  • 2. OUTLINE • What is conflict? II. Traditional view of conflict III. Human relations view of conflict IV. Interactionist view of conflict • Causes of Conflict
  • 3. OUTLINE • An Article on conflict resolution I. Benefits of resolving conflicts II. How to reslove conflicts
  • 4. What is conflict? • A state of opposition • Clash of opposed interest • Be incompatible • Struggle • fight
  • 5. Causes of Conflicts • Authority Relationships (The boss and employees beneath them) • Common Resources (Sharing the same secretary) • Goal Differences (One person wants production to rise and others want communication to rise)
  • 6. Causes of conflict(contd) • Jurisdictional Ambiguities (Who can discipline whom) • Specialization (The experts in fields) • status inconsistencies • Need of resources (distribution of rewards)
  • 7. Traditional view of Conflict • All conflict are bad and harmful • It is used with the term voilence, distruction, irrationality • Cause negative effects • Conflict should be avoided
  • 8. The human relations view • It is natural • It cannot be illiminated • Dominated conflict theory(1940-1970)
  • 9. Interactionist view • It is a possitive fource and is absolute requirement of a group • All conflicts are not good • Some conflicts support the goals of the group  Functional conflict  Dysfunctional conflict
  • 10. Workplaces conflict • Conflict arises because of  Harasshment  Discrimination  Personality clashes • Between employees , managers and employees, recently hired managers
  • 11. Consequences of conflict • Performance problem • Voilation of company rules • Need of discipline • Sometimes leads to voilance
  • 12. Benefits of implementing dispute resolution process • Reduce conflict increse prductivity • You are less likely to have wrongful dismissal claims or human rights or other complaints • Your conflict-related absenteeism rate decreases • It will increase trust, motivation and commitment
  • 13. • You hold your staff accountable for their actions
  • 14. How do u deal with workplace conflict? • Managers may unilaterally resolve conflicts • Employees may be required to work differences out for themselves • The Human Resources Manager may attempt to mediate the dispute • The President may phone the organization's lawyer the minute a conflict develops
  • 15. Alternative Methods of Dispute Resolution Facilitation :- Formal process in which third party is involved Conciliation :- a formal process in which an impartial third party, with no decision-making power
  • 16. AMD(Contd..) Arbitration: A formal process in which a third party who has been chosen by the disputing parties
  • 17. How Does Your Organization Stack Up? • Are our employees aware of our dispute resolution system and do they use it? If not, why not? • Does our system seek to find blame as its primary goal? • Is our system confidential? • Is it committed to timely and fair resolution?
  • 18. How Does Your Organization Stack Up? • Do we encourage communication when differences arise? • Does our system foster trust and facilitate growth in relationships? • Does it take into account inherent power imbalances between managers and employees?
  • 19. A complete system should have these points • An investigation process • An opportunity to explore internal dispute resolution options through dialogue between the parties; • A formal internal complaints process; • An opportunity for internal or external interest-based dispute resolution e.G., Mediation or arbitration;
  • 20. A complete system should have these points • Access to formal rights-based dispute resolution; • Ongoing training to reach and reinforce the process; And • Feedback mechanisms to allow for revisions to the process as needs change.
  • 21. Tips for sloving conflicts • Be proactive not reactive • Listen to all sides - get the whole story! • Make a preliminary diagnosis as to the cause(s) of conflict - but, exercise humility, it's their dispute! • Explore interest-based options for resolution
  • 22. TIPS(contd) • Explore rights-based options for resolution as a last resort • Communicate, communicate, communicate • Model good practice
  • 23. What if You're the Problem • Change your management style • Emloyees want flexibility • They want their work valued • Employees want Work life balance
  • 24. Questions?