Presentation on Conflict Management

2. CONFLICT MANAGEMENT
• CONFLICT
• NATURE OF CONFLICT
• TYPES OF CONFLICT SITUATIONS
• LEVELS OF CONFLICT

3. Conflict
• Conflict means a serious disagreement or
argument, typically a protracted one.
• It is a situation in which someone believes
his/her own needs have been denied.

4. Nature of Conflict
• Conflict occur when individuals are not
able to choose among the available
alternative courses of action.
• Conflict between two individuals implies
that they have conflicting perceptions,
values and goals
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6. Nature of Conflict
• Conflict is a dynamic process as it
indicates a series of events. Each
conflict is made up of a series of
interlocking conflict episodes.
• Conflict must be perceived by the parts
to it. If no one is aware of a conflict ,then
it is generally agreed that no conflict
exists

7. Types of Conflict Situations
• Vertical Conflict : It occurs between levels in
an organisation’s hierarchy of authority . A
common example is conflict between a
supervisor and a subordinate over such things
as task goals, deadlines and performance
accomplishments.
• Horizontal Conflict : It takes place between
persons or groups operating at the same level
in the hierarchy. It may relate to such things as
goal incompatibilities , resource scarcities, or
purely interpersonal factors.

8. Types of Conflict Situations
• Line-Staff Conflict : It occurs when line and
staff representative disagree over issues of
substance in their working relationships.
• Role Conflict : The situation arises when the
communication of task operations from role-
set members prove inadequate for the role
holder. There can be four types of role
conflicts : Intrasender , Intersender , Interrole
and Person-role

9. Levels of Conflict
• March and Simon classified conflict as :
• Individual Conflict
• Organisational Conflict
• Inter Organisational Conflict

10. Individual Conflict
In this case, the individual is not in a
position to take a decision about certain
matter. He faces difficulty to choose out
of the alternative courses of action,
which are either unacceptable or
uncertain or uncomparable . The
management can help the individual in
such a situation by providing him
counselling service.

11. Causes of Individual Conflict
• Goal Conflict :It includes actual or
perceived pressures from incompatible
goals or expectations of the following
types :
Approach-approach conflict
Avoidance-avoidance conflict
Approach-avoidance conflict
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12. Causes of Individual Conflict
• Role Conflict : Role conflicts occur when
an individual is forced to take on separate
and incompatible roles. Role conflicts can
occur when one person is torn between
roles for different organizations or when an
individual is asked to perform multiple roles
within one organization. For instance, an
employee with both worker and
management roles in the same department
assumes the conflicting roles of supervisor
and co-worker.

14. Organizational Conflict
• Organizational Conflict
– The discord that arises when goals,
interests or values of different individuals or
groups are
incompatible
and those people
block or thwart
each other’s efforts
to achieve their
objectives.

15. Organizational Conflict
• Organizational Conflict
– Conflict is inevitable given the wide range of
goals for the different stakeholder in the
organization.

16. The Effect of Conflict on Organization
Performance

17. Types of Organisational Conflict
Figure 17.2

18. Types of Organisational Conflict
• Interpersonal Conflict
– Conflict between individuals due to
differences in their goals or values.
• Intragroup Conflict
– Conflict within a
group or team.

19. Types of Organisational Conflict
• Intergroup Conflict
– Conflict between two or more teams, groups
or departments.
– Managers play a key role in resolution of
this conflict
• Interorganizational Conflict
– Conflict that arises across organizations.

20. Sources of Organisational Conflict
Figure 17.3

21. Sources of Organisational Conflict
• Different Goals and Time Horizons
– Different groups have differing goals and
focus.
• Overlapping Authority
– Two or more managers claim authority for
the same activities which leads to conflict
between the managers and workers.

22. Sources of Organisational Conflict
• Task Interdependencies
– One member of a group or a group fails to
finish a task that another member or group
depends on, causing the waiting worker or
group to fall behind.
• Different Evaluation or Reward
Systems
– A group is rewarded for achieving a goal, but
another interdependent group is rewarded
for achieving a goal that conflicts with the
first group.

23. Sources of Organisational Conflict
• Scarce Resources
– Managers can come into conflict over the
allocation of scare resources.
• Status Inconsistencies
–Some individuals and groups have a
higher organizational status than
others, leading to conflict with lower
status groups.

25. Aman Kumar -1113240
Neelaksh Bhan -1113246
Mohd Faiz -1113250
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