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By Njeri E. G
 Conflict is a process of social interaction and a social
situation, where interests and activities of participants
(indi...
Hener 2010 groups them as
 Vertical conflicts- ‘Micromanaged’
 Horizontal Conflicts-between department
 Line staff conf...
 1. Personal causes come from personal
characters when people interact (Petković et
al, 2008)
 Bad estimation of a perso...
 These are consequences of the characteristics
of organizational design, limited resources
and characteristics of organiz...
 Dependence in work activities.
 Differentiation of organizational units and
incompatibility of operating goals.
 Shari...
 Positive- initiate necessary social
changes, developing of creative ideas and
innovations, presenting important
problems...
 Motivation drops:
 Behaviour changes:
 Productivity falls:
 Sickness absence increases:
 Responses to staff attitude...
 The Traditional View on Organizational
Conflict
 The Human Relations View on Organizational
Conflict
 The Interactioni...
 Conflict is a dynamic process that does not
appear suddenly, but takes some time to
develop and passes through several
s...
 Conflict management suggests solving
conflicts, instead of reducing, eliminating or
limiting their duration. This means ...
 Diagnosis.
 Intervention- process and structural .
 Conflict
 Learning and effectiveness
 Strategy of negotiation- face t
face, persuading, deceitfulness and
threat, promise and concession
 Strategy for superi...
 Thank you.
Conflict and conflict management
Conflict and conflict management
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Conflict and conflict management

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Conflict and conflict management

  1. 1. By Njeri E. G
  2. 2.  Conflict is a process of social interaction and a social situation, where interests and activities of participants (individuals or groups) actually, or apparently, confront, block and disable the realization of one party’s objectives (Jambrek, Penić, 2008, 1199).  person A deliberately makes an effort to prevent efforts of person B with an opposing action, which will result in frustrating Person B to achieve his goals or satisfy his interests (Robbins, 1995).  Organizational conflict occurs, as actors engage in activities that are incompatible with those of colleagues within their network, members of other organizations, or unaffiliated individuals who utilize the services or products of the organization (Rahim, 2002).
  3. 3. Hener 2010 groups them as  Vertical conflicts- ‘Micromanaged’  Horizontal Conflicts-between department  Line staff conflict  Role conflict
  4. 4.  1. Personal causes come from personal characters when people interact (Petković et al, 2008)  Bad estimation of a person.  Errors in communication.  Distrust among people in the organization.  Personal characteristics
  5. 5.  These are consequences of the characteristics of organizational design, limited resources and characteristics of organizational systems, such as: compensations, decision- making, planning and budgeting (Petković et al, 2008).
  6. 6.  Dependence in work activities.  Differentiation of organizational units and incompatibility of operating goals.  Sharing limited resources.  Compensation system.  Organizational indistinctness and neglect.
  7. 7.  Positive- initiate necessary social changes, developing of creative ideas and innovations, presenting important problems, making quality decisions and solving problems, organization re- engineering, developing solidarity and group cohesion.  Negative effects are similar to bad cooperation, as they waste time that can be used in a more productive manner
  8. 8.  Motivation drops:  Behaviour changes:  Productivity falls:  Sickness absence increases:  Responses to staff attitude surveys or questionnaires indicate underlying dissatisfaction.
  9. 9.  The Traditional View on Organizational Conflict  The Human Relations View on Organizational Conflict  The Interactionist View on Organizational Conflict
  10. 10.  Conflict is a dynamic process that does not appear suddenly, but takes some time to develop and passes through several stages.(pandy’s model)
  11. 11.  Conflict management suggests solving conflicts, instead of reducing, eliminating or limiting their duration. This means that each organization should have a macro strategy, reducing the negative consequences of conflicts (Gonan Božac et al, 2008).
  12. 12.  Diagnosis.  Intervention- process and structural .  Conflict  Learning and effectiveness
  13. 13.  Strategy of negotiation- face t face, persuading, deceitfulness and threat, promise and concession  Strategy for superior goal  Strategy for third party intervention
  14. 14.  Thank you.

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