Organizational conflicts presentation

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  • 1. ORGANIZATIONAL CONFLICTS By HARSHA VARDHAN
  • 2. What Is CONFLICT
  • 3. CONFLICT AND COMPETITION
  • 4. TRADITIONAL AND CURRENT VIEW Traditional View Current View  Conflict is caused by management error in designing organizations or by trouble makers  Conflict prevent optimal performance  Optimal organizational performance requires removal of conflict  Conflict arises from diff in goals, perceptions and values  Conflict contributes and detracts from organizational performance  Optimal organizational performance requires a moderate level of conflict
  • 5. TYPES OF CONFLICTS Functional and Dysfunctional conflict Intra-individual conflict Inter-individual conflict Intra-group conflict Inter-group conflict
  • 6. Functional Conflict:  Constructive and improve. Dysfunctional Conflict:  Destructive and hinder.
  • 7. INTRA-INDIVIDUAL CONFLICT Causes:  Conflict from frustration  Goal conflicts  Role conflicts and ambiguity
  • 8. 1.CONFLICT FROM FRUSTRATION NEED GOAL DRIVE FRUSTRATION DEFENCE MECHANISMS BARRIER 1. 2. 3. 4. Aggression Withdrawal Fixation compromise
  • 9. 2.GOAL CONFLICT Attainment of one goal excludes the possibility of attaining the other. Types: 1. 2. 3. 4. Approach –approach conflict Turned down-approach conflict Avoidance-avoidance conflict Multiple approach-avoidance conflict
  • 10. 3.ROLE CONFLICT AND AMBIGUITY Several roles and also finds time and resources inadequate to do.
  • 11. INTER-INDIVIDUAL CONFLICT Transactional analysis Johari Window
  • 12. JOHARI WINDOW
  • 13. INTRA-GROUP CONFLICT Conflicts that occur with in groups.  It can act like both functional as well as dysfunctional conflict.
  • 14. INTER-GROUP CONFLICTS Task inter-dependence Task ambiguity Goal incompatibility Competition for limited resources (tangible and intangible)
  • 15. PONDY CONFLICT PROCESS Contd…
  • 16. Latent Conflict: conflict-promoting situations appear on the scene between individuals and groups. Ex: Conflict between financial manager and sales manager. Contd…
  • 17. Perceived Conflict: When one party frustrate the other party, people perceive that a confluctual conditions exist. Sales manager may need additional budget for promotional activities which financial manager may not release. Contd…
  • 18. Felt Conflict: At this stage, the conflict is actually felt. As stated earlier, the funds are not released by the finance manager and the problem is being surfaced sales manager may need additional budget for promotional activities which financial manager may not release. Contd…
  • 19. Manifest Conflict: It is a stage of open dispute. Both parties devise their strategies to face each other. Finance manager may openly turn down the request since he might have allotted additional funds for procurement of better raw material for production department. Sales manager may argue that better raw material has no meaning unless the facts are brought to the notice of customers, which can only be done through promotional campaign. Contd…
  • 20. Conflict resolution: At this stage, the conflict will be resolved by conflict resolution techniques. Conflict Aftermath: At this stage, the conflict will be resolved by conflict resolution techniques.
  • 21. CONFLICT STIMULATION TECHNIQUES Communication Bringing in outsiders Restructuring the organization Devil’s advocacy method GM
  • 22. RESOLVING INTER-PERSONAL CONFLICTS Lose-lose approach Win-lose approach Win-Win approach
  • 23. CONFLICT MANAGEMENT STYLES