2. Introduction
• Power plays a role in most conflicts. Conflict is
likely to ensure from the fact that power
consists of the ability of one person or group
to get others to do what they would not
otherwise wish to do.
• A great deal of behaviors within industrial
organizations, consists of struggles by
functional departments and economic interest
groups for resources, prestige and rewards.
3. Power
• Power is the rate at which work is or energy is
converted…!!
• possession of controlling influence OR
• possession of the qualities (especially mental
qualities) required to do something or get
something done
• The capacity to exert influence over others
• Control over the behavior of others
4. Bases of Power
• Informal Power refers to the power that
comes from an individual’s unique
characteristics. These are the most effective
because personal skills, traits and knowledge
influence personal power.
• Formal Power refers to the power that
establishes because of the individual’s
position in an organization.
5. Distinction between Power and
Authority
• Nature
• Association with Position
• Relationship
• Flow
• Pervasiveness
• Responsibility
• Formal/Informal
6. Sources of Power
• Reward power
• Legitimate power
• Coercive power
• Expert power
• Referent power
• Charismatic power
7. Power Tactics
• Bargaining
• Competition
• Co-optation
• Coalition
• Pressure
• Control over Information
• Control over Communication Channels
8. Conflict
• Conflict is the appearance of difference of
opinions, of Interests
• The presence of friction between opposing
parties, which lends energy and investment to
the interaction; once differences are
experienced as friction-producing, they are
transformed into an experience of conflict.
9. • Occurs when individuals are not able to
choose among the available alternatives
• Occurs when two or more individual have
difference in their perception, values and
goals.
• It is a dynamic process
Nature of Conflict
12. • Intraindividual conflict arises because of
incongruency between individual goals and
organizational goals and other situations
where there is widespread uncertainty and
scarcity of acceptable alternatives.
• Role Conflict
• Goal Conflict
Intra Individual Conflict
13. • Interpersonal conflict arises from differences
between the choices made by different
individuals in the organization.
Interpersonal Conflict
14. Causes of Interpersonal Conflict
• Informational Factors
• Difference in Perceptions
• Difference in Value Systems
• Scarcity of Resources
• Difference in Status
• Divergent Roles
16. Causes of Intergroup Conflict
• Joint Decision Making
– Sharing of Resources
– Interdependency
– Need for Coodination
• Difference in Goals
• Difference in Perceptions
• Task Ambiguity
• Difference in Work Orientation
• Organisational Reward System
17. Strategies for Managing Conflict
• Conflict Simulation
– Reorganisation
– Use of Informal Communication
– Encouraging Competition
– Bringing in Outsiders
18. Strategies for Managing Conflict
• Conflict Prevention
– Reducing Interdependence
– Rotation of Personnel
– Establishing Superordinate Goals
– Creation of Mutual Trust and Communication
– Creation of Liaison Groups
19. Strategies for Managing Conflict
• Conflict Resolution
– Compromise
– Smoothing
– Problem Solving
– Dominance or Confrontation
20. • The conflicts which support the goals of the group and
improve its performance are known as functional
conflicts.
• Release of Tension
• Creative Thinking
• Creation of Challenge
• Stimulation for Change
• Group Cohesiveness
• Awareness
• Identification of weaknesses
• Better Decisions
Functional Conflicts
21. • The conflicts which hinder the group
performance are are known as dysfunctional or
destructive conflicts.
• Higher Tension
• Low Productivity
• Creation of Distrust
• Goal Conflict
• Loss of Dynamic Staff
• Weaking of Organisation
Dysfunctional Conflicts
