A team is nothing but referred as the association of people working for some common goal. While working together it is common of disagreement about something. Such kind of disagreements brings misunderstandings and ultimately affects the performance of entire team. Conflict, on the other hand is the struggle among 2 or more people because of disparity between their values, beliefs or ideas. Itself conflict is neither good or bad it is the understanding of an individual to respond to it (Slaikeu and Hasson, 1998). In some cases only a single individual can be involved in conflict with himself is called interpersonal conflict. In most of the cases conflicts drives negative impacts rather than positive and so most of the organizations focus on managing such satiations instantly. Hoeker and Wimot defined conflict as the interaction of interdependent people who perceive incompatible goals and interference from each other in achieving those goals (Amason, 1996). The key reason behind conflict is the presence of two or more competing responses to a single event. So, basically conflict is the process that starts due to different views of two or more people about single event and ultimately affects the final outcomes.

1. Conflict Management

2. A team is nothing but referred as the association of people working for some common
goal. While working together it is common of disagreement about something. Such kind of
disagreements brings misunderstandings and ultimately affects the performance of entire team.
Conflict, on the other hand is the struggle among 2 or more people because of disparity between
their values, beliefs or ideas. Itself conflict is neither good or bad it is the understanding of an
individual to respond to it (Slaikeu and Hasson, 1998). In some cases only a single individual can
be involved in conflict with himself is called interpersonal conflict. In most of the cases conflicts
drives negative impacts rather than positive and so most of the organizations focus on managing
such satiations instantly. Hoeker and Wimot defined conflict as the interaction of interdependent
people who perceive incompatible goals and interference from each other in achieving those
goals (Amason, 1996). The key reason behind conflict is the presence of two or more competing
responses to a single event. So, basically conflict is the process that starts due to different views
of two or more people about single event and ultimately affects the final outcomes.
In order to maintain the effectiveness of team it is must for the leader to manage the
conflict. Conflict management can be defined as the tool to resolve conflicts by using a set of
skills so that effectiveness of the team can be maintained. Aschenbrenner defined conflict
management as a tool that facilitates the effective use of tactics and strategies to move parties
towards a decision, which avoids disagreements and protect the relationship of the parties
(Watson and Algert, 2002). Basically, conflict management is a practice that facilitates such
decision making that avoids additional amplifies and relationship damages due to conflict. It is
the practice by which leader recognize and deal with disputes in an effective manner to maintain
the effectiveness of their group. A leader requires a set of skills to manage conflict and keep the
spirit of team alive. It is believed by several scholars that the performance of a group can be
improved by managing the conflict properly (Booker and James, 2001). Along with leader’s
skills conflict management requires self-awareness about conflict models, proper structure of
management and conflict communication skills.
Physiologically there are two ways in which people respond to conflict; one they get
away from the conflict and in other case they take on anyone who comes to their way. The odds
of non-productive escalation can be decreased by learning conflict management. Deliberately a
conflict mode can be selected by people whether they feel like they want to fight or escape when
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3. a conflict arises. People are more expected to effectively contribute to solving the problem at
hand by intentionally choosing a conflict mode rather than to conflict (Tjosvold, 2008). The
effect of conflict can either be positive or negative based on the reason of people.
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Another way is forcing where participants give more importance to their goals rather than
relationship. In smoothing parties give more importance to their relationship rather than personal
goals (Fisher, 2010). In compromising both parties give up a part of their own goals and try to
secure the relationship. The last is owl where importance is given to both goals and relationships.
While working in an organization a manager has to face several cases of conflict and
manage them. The problem was faced by HR club ltd. due to conflict when two of its key
employees gave their resignation to leave the job immediately. Both were the key players of their
marketing team and their decision about leaving the organization could vastly affect the business.
Manager identified that the reason behind this decision was conflict due to area of working. They
both were claiming that the specific area of working is under their control but actually it was not
allotted to any of them. Initially the conflict was on very small level but with increasing
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4. opportunities of business in that area, both the parties were quite interested to get that. Finally,
manager restricted both of them to work in that area and allot it to a third person. The allocation
of area to third person became more significant topic rather than their disagreement and they
both gave their resignation at the same time. In the last, the manager had a meeting with both of
them and allocated the area in ration of 1:1.
In this case it can be identified that manager used the meditation strategy to manage the
conflict as both the parties were very much important for their marketing team. On the other
hand, both parties decided to solve the issue in compromising way by accepting the area in ratio
of 1:1.
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5. REFERENCES
Amason, A.C. (1996). Distinguishing the Effects of Functional and Dysfunctional Conflict on
Strategic Decision making: Resolving a Paradox for Top Management Teams. Academy
of Management Journal. 39, pp. 123-148.
Booker, A.M., and James, J.K. (2001). Emotion in conflict formation and its transformation:
Application to organizational conflict management. The International Journal of Conflict
Management. 3, pp. 259-275.
Fisher, N. (2010). A better way to manage conflict. Political Quarterly. 81(3), pp. 428-430.
Folger, J.P., Poole, M.S., and Stutman, R.K. (2005). Working Through Conflict: Strategies for
Relationships, Groups, and Organizations. NY: Pearson.
Molina, L.E., Huo, Y.J., Deang, J.M. and Sawahata, R. (2005). Leadership and the management
of conflicts in diverse groups: Why acknowledging versus neglecting subgroup identity
matters. European Journal Of Social Psychology. 35(2), pp. 237-254.
Schaller-Demers, D. (2008). Conflict: A Catalyst for Institutional Change. Journal Of Research
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Administration. 39(2), pp. 81-90.
Slaikeu, K.A., and Hasson, R.H. (1998). Controlling The Cost of Conflict: How to Design A
System for Your Organization. CA: Jossey-Bass.
Tjosvold, D. (2008). The Conflict-positive Organization: it Depends Upon us. Journal of
Organizational Behavior. 29, pp. 19-28.
Watson, K. and Algert, N.E. (2002). Conflict management: introductions for individuals and
organizations. TX: Bryan.
Wilson, J. (2004). Make conflict management successful: if not cheerful. Accounting Today.
18(19), pp. 22-27.