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Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
Conflict n coordination
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Conflict n coordination

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  • 1. A PRESENTATION ON CONFLICT AND COORDINATION
  • 2. WHAT IS CONFLICT???? INCOMPATIBILITY BETWEEN THE ACTUAL AND THE DESIRED OUTCOMES PRECEIVED DISAGREEMENT INCOMPATIBLE ATTITUDES, MOTIVES,VALUES ,EXPECTATIONS OR ACTIVITIES Range of conflict behavior Doubt or questioning Annihilation of opponent
  • 3. <ul><li>People get involved in conflicts because their interests or their values are challenged, or because their needs are not met. </li></ul><ul><li>There are several basic human needs that are especially pertinent to conflict and conflict resolution: </li></ul><ul><ul><li>Recognition </li></ul></ul><ul><ul><li>Development </li></ul></ul><ul><ul><li>Security </li></ul></ul><ul><ul><li>Identity </li></ul></ul><ul><ul><li>Bonding </li></ul></ul>Conflict is a natural and typical phenomenon found in every type of human relationships, at every level Intra-personal, local, intra-state, inter-state, global
  • 4. <ul><li>Conflict is not always bad for an organization </li></ul><ul><li>An inevitable part of organization life </li></ul><ul><li>Needed for growth and survival </li></ul><ul><li>Conflict management includes increasing and decreasing conflict </li></ul><ul><li>Major management responsibility </li></ul>
  • 5. There are two types of conflict as shown in the diagram below: <ul><li>FUNCTIONAL DYSFUNCTIONAL </li></ul><ul><li>CONFLICT CONFLICT </li></ul><ul><li>CONFLICT </li></ul>
  • 6. Functional and Dysfunctional Conflict <ul><li>Functional conflict : works toward the goals of an organization or group </li></ul><ul><li>Dysfunctional conflict : blocks an organization or group from reaching its goals </li></ul><ul><ul><li>Dysfunctionally high conflict </li></ul></ul><ul><ul><li>Dysfunctionally low conflict </li></ul></ul>
  • 7. <ul><li>Functional conflict </li></ul><ul><ul><li>Encourages innovative thinking </li></ul></ul><ul><ul><li>Unshackles different points of view </li></ul></ul><ul><ul><li>Reduces stagnation </li></ul></ul><ul><ul><li>Increases information and ideas </li></ul></ul>
  • 8. <ul><li>Dysfunctionally high conflict </li></ul><ul><li>Tension, anxiety, stress </li></ul><ul><ul><li>Reduced trust </li></ul></ul><ul><ul><li>Excessive management focus on the conflict </li></ul></ul><ul><ul><li>Poor decisions because of withheld or distorted information </li></ul></ul><ul><li>Dysfunctionally low conflict </li></ul><ul><ul><li>Few new ideas </li></ul></ul><ul><ul><li>Poor decisions from lack of innovation and </li></ul></ul><ul><ul><li>Information </li></ul></ul><ul><ul><li>Stagnation </li></ul></ul>
  • 9. Levels and Types of Conflict Individual Group Organization Type of conflict Level of conflict Within and between organizations Within and between groups Within and between individuals
  • 10. <ul><li>Interorganization conflict </li></ul><ul><ul><li>Between two or more organization </li></ul></ul><ul><ul><li>Examples: suppliers and distributors, especially with the close links </li></ul></ul><ul><li>Intraorganization conflict </li></ul><ul><ul><li>Conflict that occurs within an organization </li></ul></ul><ul><ul><li>Can occur along the vertical and horizontal dimensions of the organization </li></ul></ul><ul><ul><ul><li>Vertical conflict: between managers and subordinates </li></ul></ul></ul><ul><ul><ul><li>Horizontal conflict: between departments and work groups </li></ul></ul></ul>
  • 11. <ul><li>Intergroup conflict </li></ul><ul><ul><li>Between two or more groups </li></ul></ul><ul><li>Intragroup conflict </li></ul><ul><ul><li>Conflict among members of a group </li></ul></ul><ul><ul><li>Early stages of group development </li></ul></ul><ul><ul><li>Ways of doing tasks or reaching group&apos;s goals </li></ul></ul>
  • 12. <ul><li>Interpersonal conflict </li></ul><ul><ul><li>Between two or more people </li></ul></ul><ul><ul><li>Differences in views about what should be done </li></ul></ul><ul><ul><li>Efforts to get more resources </li></ul></ul><ul><ul><li>Differences in orientation to work and time in different parts of an organization </li></ul></ul><ul><li>Intrapersonal conflict </li></ul><ul><ul><li>Occurs within an individual </li></ul></ul><ul><ul><li>Threat to a person’s values </li></ul></ul><ul><ul><li>Feeling of unfair treatment </li></ul></ul>
  • 13. Reducing Conflict <ul><li>Overview </li></ul><ul><ul><li>Lose-lose methods : parties to the conflict episode do not get what they want </li></ul></ul><ul><ul><li>Win-lose methods : one party a clear winner; other party a clear loser </li></ul></ul><ul><ul><li>Win-win methods : each party to the conflict episode gets what he or she wants </li></ul></ul><ul><li>Summary </li></ul><ul><ul><li>Lose-lose methods : COMPROMISE </li></ul></ul><ul><ul><li>Win-lose methods : DOMINANCE </li></ul></ul><ul><ul><li>Win-win methods : PROBLEM SOLVING </li></ul></ul>
  • 14. MOONEY AND REELAY ‘‘ COORDINATION IS ORDERLY ARRANGEMENT OF GROUP EFFORTS TO PROVIDE UNITY OF ACTION IN THE PURSUIT OF COMMON GOALS ” CHARLES WORTH ‘‘ COORDINATION IS THE INTEGRATION OF SEVERAL PARTS INTO AN ORDERLY HOLE TO ACHIEVE THE PURPOSE OF UNDERSATANDING ” COORDINATION
  • 15. <ul><li>IN SIMPLE WORDS,,, </li></ul><ul><li>COORDINATION IS THE UNIFICATION, </li></ul><ul><li>INTEGRATION, SYNCHRONIZATION OF THE </li></ul><ul><li>EFFORTS OF GROUP MEMBERS SO AS TO </li></ul><ul><li>PROVIDE UNITY OF ACTION IN THE PURSUIT </li></ul><ul><li>OF COMMON GOALS </li></ul><ul><li>COORDINATION IS THE ESSENCE OF MANAGEMENT AND IS IMPLICIT AND INHERENT IN ALL FUNCTIONS OF MANAGEMENT </li></ul>
  • 16. <ul><li>IMPORTANCE OF COORDINATION </li></ul><ul><li>ENCOURAGES TEAM SPIRIT </li></ul><ul><li>GIVES PROPER DIRECTION </li></ul><ul><li>FACILITATES MOTIVATION </li></ul><ul><li>MAKES OPTIMUM UTILIZATION OF RESOURCES </li></ul><ul><li>HELPS TO ACHIEVE OBJECTIVE QUICKLY </li></ul><ul><li>IMPROVES RELATIONS IN THE ORGANISATION </li></ul><ul><li>LEADS TO HIGHER EFFICIENCY </li></ul><ul><li>IMPROVES GOODWILL OF THE ORGANISATION . </li></ul>
  • 17. BY SHWETA SINGH PRASOON SHUKLA AND PANKHI JAISWAL

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