How to handle CONFLICT SITUATION IN MANUFACTURING INDUSTRY

1. CONFLICT SITUATION IN
MANUFACTURING INDUSTRY
Submitted to :- Dr. Richa Agarwal
Submitted by:-
Satyajit Chatterjee( BM-017055)
Sreya Ghosh (BM-017059)
Anukriti Juneja (BM- 017044)
Jitendra Adwani (BM- 017052)
Anshul Kohli (BM- 017043)

2. INTRODUCTION:-

3. Is it good or bad?

4. OBJECTIVE OF THE STUDY
 To identify the main cause of conflict
 To investigate relationship between cause of conflict
with decision making
 It plays the biggest role to determine the successful
journey of the organization with an effective
management.
 The decisions are defined to obtain the objective of the
goal.

6. LITERATURE REVIEW:-
According to article Amason and Schweiger (1994)
although the conflict is essential for effective strategic
decision making, its also dangerous thing which can
destroy a team effort to share information and to obtain
consensu. According to Nelson (1995), there are several
negative conflicts that can destroy a team quickly and
often arises:
 Administration Procedure
 People resources
 Cost Overruns
 Schedules
 Responsibilities
 Wish List

7. POSSIBLE CONFLICT IN
WORKPLACE:-

8. CONFLICTS IN DIFFERENT LEVELS:-

9. CAUSE OF DECISION MAKING
CONFLICT:-
According to Kirchoff and Adams (1982), distinct conflict
conditions, such as high stress environments, ambiguous
role and responsibilities, multiple boss situation and
prevalence of advanced technology. Filley (1975)
identified main conditions which could initiate a conflict
situation in an organization. These are:
 Ambiguous jurisdiction
 Goal incompatibility and conflict of interest
 Communication barriers

10. HOW TO RESOLVE WORKPLACE
CONFLICT:-
Organization leaders are responsible for creating a work
environment that enables people to thrive. If turf wars,
disagreements and differences of opinion escalate into conflict, you
must intervene immediately. Not intervening is not an option if you
value your organization and your positive culture. In conflict-ridden
situations, your mediation skill and interventions are critical.
 Increased understanding
 Increased group cohesion
 Improved self-knowledge
 Mutual Dependence of Departments
 Dependence on Common Resources
 Communication Barriers

12. WHAT AREAS ARE CEOS
GETTING COACHING IN?