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CONFLICTS
OUTLINE




•   What is conflict?
II. Traditional view of conflict
III. Human relations view of conflict
IV. Interactionis...
OUTLINE




•     An Article on conflict resolution

I.    Benefits of resolving conflicts
II.   How to reslove conflicts
What is conflict?




•   A state of opposition
•   Clash of opposed interest
•   Be incompatible
•   Struggle
•   fight
Causes of Conflicts

• Authority Relationships (The boss and
  employees beneath them)
• Common Resources (Sharing the sam...
Causes of conflict(contd)

• Jurisdictional Ambiguities (Who can
  discipline whom)
• Specialization (The experts in field...
Traditional view of Conflict


• All conflict are bad and harmful
• It is used with the term voilence,
  distruction, irra...
The human relations view
• It is natural
• It cannot be illiminated
• Dominated conflict
  theory(1940-1970)
Interactionist view
• It is a possitive fource and is absolute
  requirement of a group
• All conflicts are not good
• Som...
Workplaces conflict


•   Conflict arises because of
   Harasshment
   Discrimination
   Personality clashes
•   Betwee...
Consequences of conflict



•   Performance problem
•   Voilation of company rules
•   Need of discipline
•   Sometimes le...
Benefits of implementing
 dispute resolution process
• Reduce conflict increse prductivity
• You are less likely to have w...
• You hold your staff accountable for their
  actions
How do u deal with workplace
          conflict?
• Managers may unilaterally resolve conflicts
• Employees may be required...
Alternative Methods of
    Dispute Resolution
Facilitation :-
Formal process in which third party is
involved
Conciliation...
AMD(Contd..)
Arbitration:
A formal process in which a third party who
has been chosen by the disputing parties
How Does Your Organization
        Stack Up?
• Are our employees aware of our dispute
  resolution system and do they use ...
How Does Your Organization
         Stack Up?

• Do we encourage communication when
  differences arise?
• Does our system...
A complete system should have
         these points
• An investigation process
• An opportunity to explore internal disput...
A complete system should have
         these points
• Access to formal rights-based dispute
  resolution;
• Ongoing traini...
Tips for sloving conflicts
• Be proactive not reactive
• Listen to all sides - get the whole story!
• Make a preliminary d...
TIPS(contd)

• Explore rights-based options for resolution
  as a last resort
• Communicate, communicate, communicate
• Mo...
What if You're the Problem




•   Change your management style
•   Emloyees want flexibility
•   They want their work val...
Questions?
Conflicts
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Conflicts

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Transcript of "Conflicts"

  1. 1. CONFLICTS
  2. 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. 3. OUTLINE • An Article on conflict resolution I. Benefits of resolving conflicts II. How to reslove conflicts
  4. 4. What is conflict? • A state of opposition • Clash of opposed interest • Be incompatible • Struggle • fight
  5. 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. 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. 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. 8. The human relations view • It is natural • It cannot be illiminated • Dominated conflict theory(1940-1970)
  9. 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. 10. Workplaces conflict • Conflict arises because of  Harasshment  Discrimination  Personality clashes • Between employees , managers and employees, recently hired managers
  11. 11. Consequences of conflict • Performance problem • Voilation of company rules • Need of discipline • Sometimes leads to voilance
  12. 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. 13. • You hold your staff accountable for their actions
  14. 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. 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. 16. AMD(Contd..) Arbitration: A formal process in which a third party who has been chosen by the disputing parties
  17. 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. 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. 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. 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. 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. 22. TIPS(contd) • Explore rights-based options for resolution as a last resort • Communicate, communicate, communicate • Model good practice
  23. 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. 24. Questions?
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