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Conflict management

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  • 1. By Ramkumar
  • 2. It is simply defined asdisagreement, be it violent orsubtle form between twopersons or parties.
  • 3. Conflict management is theprocess of planning to avoidconflict wherever possible andorganising to resolve conflictwhere it does happen, as rapidlyand smoothly as possible.
  • 4. •Both occurs when 2 or more parties engage.•Differ in degree of self interest displayed•In conflict one party prevents the success ofother.E.g.: Hockey, football.•In competition no direct interference of oneparty with other.E.g.: track events.
  • 5. STRUCTURAL(EXTERNAL): Conflicts which stem from nature oforganisation & the way in which work isorganised.PERSONAL(INTERNAL): Conflicts which arises fromdifference among individual.
  • 6. ---scarcity of resources(finance, equipment, facilities, etc)---different attitudes, values or perceptions---disagreements about needs, goals, priorities andinterests---poor communication---poor or inadequate organisational structure---lack of teamwork---lack of clarity in roles and responsibilities
  • 7. Positive Outcomes of ConflictsConflicts can have constructive outcomes whenthey are properly handled. They can: (1) Provide greater interest in the topic ofdiscussion, (2) Cause attention to be drawn to the existingproblems, (3) Cause diffusion of ideas for the solution forother problems, (4) Promote understanding,(5) Motivate one to work more efficiently.
  • 8. INTRAPERSONALINTER PERSONALINTER GROUPINTER ORGANISATIONAL
  • 9. INTRA-within…….INTER-betweenIntrapersonal: Sick child at schoolInter personal: Personalities,values,attitudes…Inter group: Different views, resources.Inter organisational: Similar objectives,govtagency&org,head office&manufacturingunit.
  • 10. Conflict resolution techniquesimplies that conflicts can beresolved--finished, completed, overcome, or permanently settled throughthesetechniques.
  • 11. VIDEO
  • 12. AVOIDINGAVOIDING
  • 13. COLLABORATING
  • 14. Advice to Managers@Recognize that conflict is an long-lasting partof organizational behavior, and develop theskills to be able to analyze and manage it.@When conflict occurs, try to identify its sourceand move quickly to intervene to find a solutionbefore the problem escalates.
  • 15. • @Whenever you make an important change to role and task relationships, always consider whether the change will create conflict. Recognize that good organizational design can prevent conflict from emerging.• @Recognize that the appropriateness of a conflict management strategy depends on the source of the conflict.
  • 16. Not listeningA hostile reactionInsultsYellingJudgments or assumptionsSelf-interest
  • 17. Unrealistic expectationsBlameSarcasmHarsh wordsInsincerityA "How is that my problem?"attitudeMinimizing a problemJudging a reaction
  • 18. Three methods of resolving situationsthat have reached the stage of openconflict areNEGOTIATIONMEDIATIONARBITRATION
  • 19. THANK YOU

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