The document discusses conflict management and provides a case study on Maruti Suzuki Ltd. It outlines the 5 stages of conflict management: potential opposition, cognition and personalization, intention, behavior, and outcomes. It then analyzes the 2012 conflict at Maruti Suzuki's Manesar plant in India that resulted in the death of a senior HR executive and property damage. Possible causes of the labor unrest included wage disparities, lack of trust between workers and HR, poor communication between management and workers, and dissatisfaction among both permanent and contracted employees. The conclusion stresses the importance of HR increasing involvement at the floor level with workers to improve communication and prevent such conflicts.

1. Managing Conflicts in Organization: A
Case Study on Maruti Suzuki Ltd
Presented by: Chaitrali Gijare , Namita Raul
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2. Content
• Introduction
• Stages of Conflict Management
• A case study on Maruti Suzuki Ltd
• Conclusion
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3. Introduction
Conflict management is the process in
which the negative aspect needs to be
limited and on other side positive aspects
needs to be increased.
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4. Aim of conflict management
To enhance the group outcomes and their
learning together with effectiveness in
performance of organization.
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5. Why Conflict Management ?
Strengthens the bond among the employees
Plays an important role in our personal lives.
Finds an alternative to any problem and successful
implementation of the idea
It is always wise to prevent a fight at the first place rather than
facing its negative consequences
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6. Stages of Conflict Management
5 stages of conflict management are:
Potential
Opposition or
Incompatibility.
Cognition and
Personalization
Intention
Behavior
Outcomes
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7. Stages of Conflict Management
Stage 1:Potential Opposition or Incompatibility
1. Communication
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8. Stages of Conflict Management
Stage 1:Potential Opposition or Incompatibility
2. Structure
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9. Stages of Conflict Management
Stage 1:Potential Opposition or Incompatibility
3. Size and specialization of occupations
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10. Stages of Conflict Management
Stage 1:Potential Opposition or Incompatibility
4. Dependence or interdependence of groups
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11. Stages of Conflict Management
Stage 1:Potential Opposition or Incompatibility
5. Personal variable
Vertical conflict Horizontal conflict
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12. Stages of Conflict Management
Stage 2: Cognition and Personalization
Perceived conflict
Felt conflict
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13. Stages of Conflict Management
Stage 3: Intention
1. Competition
2. Collaboration
3. Compromise
4. Accommodate
5. Avoiding
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14. Stages of Conflict Management
Stage 3:Intention
1. Competition
“Might Makes Right” 14

15. Stages of Conflict Management
Stage 3:Intention
2. Collaboration
“Split the difference” 15

16. Stages of Conflict Management
Stage 3:Intention
3. Avoiding
“Leave Well Enough Alone” 16

17. Stages of Conflict Management
Stage 3: Intention
4. Compromise
“Two Heads Are Better Than One”” 17

18. Stages of Conflict Management
Stage 3: Intention
5. Accommodate
“Kill Your Enemies With Kindness” 18

19. Stage 3: Intention
Smoothing or
Accommodation
The goal is to “yield”
Collaboration and problem
solving
The goal is to find “Win-Win
solution”
Avoidance
The goal is to “Delay”
Competition and Authoritative
command
The goal is to “Win”
Compromise
The goal is to find a “middle
ground”
UnassertiveAssertive
CooperativeUncooperative
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20. Stages of Conflict Management
Stage 4: Behavior
Overt conflict
• Party’s behavior
• Other’s reaction
This is a phase where conflict gets to be
distinctly obvious. The behavior stage
incorporates the announcements, activities, and
responses made by the conflict parties. These
conflict practices are typically obvious endeavor
to execute every party’s goal. 20

21. Stages of Conflict Management
Stage 5: Outcomes
Decreased group
performance
Increased group
performance performance
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22. Case Study on
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23. Objective
To give business, social and historical
perspective of the reasons behind the
series of incidents that took place due to the
conflict at the Manesar plant of Maruti
Udyog Limited in 2012 which lead to the
murder of a senior HR executive and
extensive damage to property.
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24. 24
Possible Causes of Labour Unrest
at Maruti Udyog Manesar Plant

25. Wage disparities between the regular and contracted
workers.
Lack of trust between the HR staff and the workers
Lack of connectivity and active communication
between the management and workers
Lack of intelligence and information
Possible collusion of local police, retrenched workers
and politicians
Both permanent and contracted workers were
unsatisfied
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26. Conclusion
• The entire case study presents a strong
case for HR executives to increase their
involvement at the floor level with
the workers.
• The conflict occurred due to lack of
communication between the HR and the
ground level workers.
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27. THANK YOU
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