Conflict at Work Throughout the History of Organizations

1. Conflict at Work Throughout the
History of Organizations

2. The Fundamental Tensions Generating
Organizational Conflict
Semua organiasasi merupakan perwujudan dari dua ketegangan atau perbedaan pendapat yang saling
terkait dan menimbulkan konflik yang harus dihadapi oleh hampir setiap teori organisasi. Terdapat 2 level
berdasarkan ketegangan
 Individual-Level Tension
based on the unique capacities of humans, as opposed to other organizational inputs or factors of
production, to assess, subjectively evaluate, and act to change or resist their environments. (factor
production, inputs, capacity)
 Organizational Level Tension
the structural differentiation of tasks, both vertically and horizontally, that produces identification and
loyalty to parts rather than the whole.

3. Terdapat 2 pembagian kerja yang jelas dan umum dalam organisasi
 Horizontal division of labor, where humans carry out different kinds of tasks at the same level of the
organization.
 Vertical division of labor, involving differences in power, authority, rewards, and decision making.
Differentiation on both dimensions can produce organizational conflict.
Organizational conflict is viewed as a progressive force that draws attention to organizational
problems, encourages critical reflection about the theoretical assumptions informing organizational
systems, and drives changes in management practice

4. Organizational Conflict and the Rise of the
Factory System
 There are 3 major forms of control:
 Direct control involves the personal exercise of authority by bosses over their workers
 Technical control involves the application of technologies, such as the assembly line, that control
and monitor the pace of the labor process.
 Bureaucratic control ties the control of workers to the formal structure and social relations of the
bureaucratic organization
Setiap control dikembangkan dan di implementasikan untuk merespon terhadap konflik dan kegagalan
pendahulunya

5. Organizational Conflict and Scientific
Management
 Scientific management represented an engineering solution to a human problem. If human
organizations of production could be conceptualized as machines, then machine design principles
could be applied to organizing the division of labor.
 Taylor’s (1911) science of management was aimed at minimizing the conflict and tension generated
by this variable and unpredictable factor of production
 The application and implementation of scientific management principles produced a predictable
response from human labor

6. The Hawthorne Experiments and Human
Relations
 the research results from Hawthorne, human relations theory became a core organizational
theoretical perspective and managerial strategy acknowledging the inherent complexities of human
organization and suggesting methods to minimize potential resistance and conflict
 Management texts place a heavy emphasis on the practical application of human relations
assumptions. Understanding needs and promoting communication can reduce conflict and foster
compliance

7. Bureaucratic Theory and Sources of Conflict
 Formalization is the centerpiece of bureaucracy. It refers to the degree to which rules, procedures,
regulations, and task assignments exist in written form
 Organizational members do not have the same political and economic interests or goals. More
specifically, workers were likely to have different interests than management on most work-related
issues.

8.  Jenis-jenis Birokrasi:
 Mock bureaucracy
Mengacu pada aturan-aturan yang tidak ada pihak manapun dalam organisasi yang mempunyai
kepentingan langsung terhadapnya dan oleh karena itu, jarang ditegakkan dan dilanggar secara rutin. (no-
smoking)
 Representative bureaucracy
Mengacu pada aturan-aturan yang menjadi kepentingan semua pihak dan, sebagai konsekuensinya, diikuti
dengan ketat dan ditegakkan dengan tegas. (Safety pada tambang)
 Punishment-centered bureaucracy
Melambangkan aturan-aturan yang diberlakukan suatu kelompok terhadap kelompok lain. Gouldner (1954,
1955) mengutip peraturan yang menghukum pekerja karena ketidakhadiran dan keterlambatan. Manajemen
memberlakukan aturan ini pada para pekerja.

9. The Postbureaucratic Paradigm and
Organizational Harmony
 Model organisasi birokrasi formal semakin dipandang bertentangan dengan proses organisasi yang
produktif dan efisien, kebutuhan organisasi untuk lebih fleksibel dan adaptif terhadap
lingkungannya, dan semakin banyaknya proses ketenagakerjaan berbasis pengetahuan yang
memerlukan kerja sama dan kolaborasi yang lebih besar.
 Postbureaucracy jelas merupakan tren baik dalam dunia praktis manajemen maupun dunia teoritis
studi organisasi (Barzelay, 1992; Clegg, 1990; Heckscher & Donnelon, 1994)

10. Current Trends and Future Directions
 Microfoundations of Organizational Conflict
 Bowles dan Gintis (1990), dua ahli teori neo-Marxis berfokus pada bentuk konflik kelas sosial yang lebih
luas, mengembangkan model yang bertumpu pada landasan mikro (bukan landasan makro) konflik yang
tertanam dalam perebutan upaya kerja individu antar pekerja (buruh) dan owner. Analisis mereka
berasumsi bahwa tenaga kerja (pekerja, karyawan) mempunyai keinginan untuk meminimalkan upaya
kerja, sedangkan modal (pemilik, pemberi kerja) berupaya memaksimalkan upaya kerja.
 Salah satu solusi terhadap konflik kepemilikan dan kendali pekerjaakan membuat pekerja tertarik pada
efisiensi dan produktivitas.
 Worker Dignity and Conflict
 Martabat merupakan sesuatu yang diidam-idamkan dan diupayakan oleh seluruh umat manusia dalam
berbagai bidang partisipasi social.

11. Conclusion
 Conflict is often viewed as a dysfunctional aspect of organizations, particularly by those interested
in preserving the status quo and maintaining predictable control, it is, in fact, as Marx might have
said, the “motor of history.” In this case, the engine of change compels organizational owners and
managers continually to develop alternative techniques that acknowledge the human factor and
that may advance positive and progressive change

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