Conflict management

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Conflict management

  1. 1. CONFLICTMANAGEMENT
  2. 2. OPENING CASEDouble standards by Maruti Suzuki led to the recent violent conflict at Manesarplant
  3. 3. DEFINITION•  Conflict is an expressed struggle between at least two interdependent parties who perceive incompatible goals, scare resources, and interference from others in achieving their goals.”
  4. 4. •  Conflict: A battle, contest of opposing forces, discord, antagonism existing between primitive desires and instincts and moral, religious, or ethical ideals.•  Conflict occurs when two or more people oppose one another because their needs, wants, goals, or values are different. Conflict is almost always accompanied by feelings of anger, frustration, hurt, anxiety, or fear.
  5. 5. TRADITIONAL VS MODERN VIEWS OF CONFLICTTraditional View Current View1) Conflict is avoidable. 1)Conflict is inevitable.2)Conflict is caused by management 2)Conflict arises from many causes,error including org, structure, unavoidableIn designing organization or by trouble differences in goals, in perceptions &makers. values of specialized personnel & so on.3)Conflict disturbs the organization & 3)Conflict contributes & detracts fromprevents optimal performance. org. performance in varying degrees.4)The task of the management is to 4)The task of the management is toeliminate conflict. manage the level of conflict & its resolution for optimal org. performance.5)Optimal org. performance requires the 5)Optimal organizational performanceremoval of conflict. requires a moderate level of conflict.
  6. 6. TYPES OF CONFLICTq  Intrapersonal Conflictq  Interpersonal Conflictq  Organizational Conflictq  Constructive Conflictq  Destructive Conflict
  7. 7. INTRAPERSONALCONFLICT q  It refers to conflict with in an individual. q  The reason for intrapersonal conflict- o  Frustration o  Numerous roles which demand equal attention but is not possible to devote. o  Goals having both negative & positive aspect o  Cognitive dissonances. {concerning perception, language, reasoning, and emotion, is represented and transformed in the brain.} o  Neurotic tendencies.{disturbed}
  8. 8. INTERPERSONALCONFLICT q  Interpersonal conflict occurs between two individuals. q  The reason for interpersonal conflict o  Disagreements over ideas, interests, events o  Physical and verbal aggression.
  9. 9. ORGANIZATIONALCONFLICT q  At its most basic, conflict involves a disagreement among parties. In a company, conflict can occur between individuals or among groups.
  10. 10. CONSTRUCTIVECONFLICTS q  Constructive conflict is not identified on the loudness or intensity of people’s voices when arguing or on the glaring look of people’s faces. q  The outcome of constructive conflict is productive.
  11. 11. CONSTRUCTIVECONFLICTSq  Characteristics of constructive escalation •  interaction changes often •  flexible goals/objectives •  guided by belief that all parties can winq  Characteristics of constructive agreements •  strengthens relationships •  restores equality •  recognizing the other parties as legitimate •  using benefits/promises rather than threats/coercion •  find mutually acceptable solutions •  Conflict is actually solved
  12. 12. DESTRUCTIVECONFLICT q  Conflict is inevitable, yet it can be controlled and minimized. How an individual or a group responds to conflict and the behavior towards the situation determines the negative or positive outcome of the disagreement. If conflict is mishandled or not properly managed by the parties involved, then an unproductive and unlikely result will be generated
  13. 13. DESTRUCTIVE CONFLICTq  Characteristics of destructive escalation •  parties become less flexible •  goals are narrowly defined and rigid •  primary goal is to defeat the other party – assumes the other side must lose •  becomes protracted and intractableq  Characteristics of destructive agreements •  damages relationships •  promotes inequality & power imbalance •  outcomes are imposed unilaterally •  often requires redress or revenge •  outcomes are often oppressive to one side •  DOES NOT SOLVE UNDERLYING CAUSES
  14. 14. INDIVIDUALSTRATEGIES•  Meditation•  Cognitive restructuring•  Muscle relaxation•  Biofeedback•  Time Mangement
  15. 15. TIME MANAGEMENTMATRIX Quadrant 1 Quadrant 2 Important & Not Urgent important Most problem – But Urgent solving activities Answering the phone Quadrant 3 Quadrant 4 Important Not But not Important Urgent not urgent Reading book Worrying on related to being angry current priorities
  16. 16. ORGANIZATIONALSTRATEGIES•  Job redesign•  Changes in workloads•  Flexible working hours•  Work shop dealing with role clarity & role analysis

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