Conflict management

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Conflict management

  1. 1. Organizational Behavior Assignment Vyom Kesar PM/2013/420 M.B.A. (Pharm) NIPER, Hyderabad
  2. 2. Defination  The practice of recognizing and dealing with disputes in a rational, balanced and effective way.  Conflict management implemented within a business environment usually involves effective communication, problem resolving abilities and good negotiating skills to restore the focus to the company's overall goals. (Source : businessdictionary.com) Conflict Management
  3. 3. Conflict creates a sense of psychological distance between people, such as feelings of : Dislike Competition Bitter Alienation  A conflict is a situation when the interests, needs, goals or values of involved parties interfere with one another.  A conflict is a common phenomenon in the workplace. Antagonism, Disregard.
  4. 4. Dealing with Conflict !!!
  5. 5. Competing  An individual firmly pursues his or her own concerns despite the resistance of the other person.  When a quick resolution is required and using force is justified (e.g. in a life-threatening situation, to stop an aggression)
  6. 6. Collaborating  Also known as problem confronting or problem solving.  The win-win approach sees conflict resolution as an opportunity to come to a mutually beneficial result.  When you don't want to have full responsibility  When you need to work through hard feelings, animosity, etc
  7. 7. Compromising  Compromising looks for an expedient and mutually acceptable solution which partially satisfies both parties.  To reach temporary settlement on complex issues  To reach expedient solutions on important issues
  8. 8. Avoiding  This is when a person does not pursue her/his own concerns or those of the opponent.  He/she does not address the conflict, sidesteps, postpones or simply withdraws.  When more important issues are pressing, and you don't have time to deal with it
  9. 9. Accommodating  Accommodating the concerns of other people first of all, rather than one's own concerns.  When it is important to provide a temporary relief from the conflict or buy time until you are in a better position to respond/push back  When you accept that you are wrong
  10. 10. Common causes of conflict  Scarcity of resources (finance, equipment, facilities,       etc) Different attitudes, values or perceptions Disagreements about needs, goals, priorities and interests Poor communication Poor or inadequate organisational structure Lack of teamwork Lack of clarity in roles and responsibilities
  11. 11. Key Managerial Actions  1. Regularly review job descriptions. Get your     employee's input to them. 2. Intentionally build relationships with all subordinates. 3. Get regular, written status reports 4. Regularly hold management meetings 5. Consider an anonymous suggestion box in which employees can provide suggestions.
  12. 12. References  http://www.personalityexplorer.com  http://www.etu.org.za/toolbox/docs/building/confli ct.html#what  http://www.edu.gov.mb.ca/k12/cur/socstud/founda tion_gr3/blms/3-1-5c.pdf  www.hr-club.ro/ro/fisiere/pdf/3.proiectserviciic.pdf

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