This document discusses conflict management and resolution. It defines conflict as disagreement between two parties, whether violent or subtle. It then describes different types of conflict including interpersonal, intergroup, and interorganizational. Causes of conflict mentioned include scarce resources, different attitudes and goals, poor communication, and lack of clarity in roles. The document advises managers to recognize conflict as natural, identify sources, and intervene early to find solutions before escalation. It also discusses conflict resolution techniques like avoiding, accommodating, compromising, and collaborating.

1. By
Ramkumar

2. It is simply defined as
disagreement, be it violent or
subtle form between two
persons or parties.

5. Conflict management is the
process of planning to avoid
conflict wherever possible and
organising to resolve conflict
where it does happen, as rapidly
and smoothly as possible.

6. •Both occurs when 2 or more parties engage.
•Differ in degree of self interest displayed
•In conflict one party prevents the success of
other.
E.g.: Hockey, football.
•In competition no direct interference of one
party with other.
E.g.: track events.

8. STRUCTURAL(EXTERNAL):
Conflicts which stem from nature of
organisation & the way in which work is
organised.
PERSONAL(INTERNAL):
Conflicts which arises from
difference among individual.

11. ---scarcity of resources
(finance, equipment, facilities, etc)
---different attitudes, values or perceptions
---disagreements about needs, goals, priorities and
interests
---poor communication
---poor or inadequate organisational structure
---lack of teamwork
---lack of clarity in roles and responsibilities

12. Positive Outcomes of Conflicts
Conflicts can have constructive outcomes when
they are properly handled. They can:
(1) Provide greater interest in the topic of
discussion,
(2) Cause attention to be drawn to the existing
problems,
(3) Cause diffusion of ideas for the solution for
other problems,
(4) Promote understanding,
(5) Motivate one to work more efficiently.

14. INTRAPERSONAL
INTER PERSONAL
INTER GROUP
INTER ORGANISATIONAL

15. INTRA-within…….INTER-between
Intrapersonal:
Sick child at school
Inter personal:
Personalities,values,attitudes…
Inter group:
Different views, resources.
Inter organisational:
Similar objectives,govt
agency&org,head office&manufacturing
unit.

17. Conflict resolution techniques
implies that conflicts can be
resolved--
finished, completed, overcome,
or permanently settled through
these
techniques.

19. VIDEO

26. AVOIDING
AVOIDING

28. COLLABORATING

30. Advice to Managers
@Recognize that conflict is an long-lasting part
of organizational behavior, and develop the
skills to be able to analyze and manage it.
@When conflict occurs, try to identify its source
and move quickly to intervene to find a solution
before the problem escalates.

31. • @Whenever you make an important change
to role and task relationships, always
consider whether the change will create
conflict. Recognize that good organizational
design can prevent conflict from emerging.
• @Recognize that the appropriateness of a
conflict management strategy depends on
the source of the conflict.

33. Not listening
A hostile reaction
Insults
Yelling
Judgments or assumptions
Self-interest

34. Unrealistic expectations
Blame
Sarcasm
Harsh words
Insincerity
A "How is that my problem?"
attitude
Minimizing a problem
Judging a reaction

35. Three methods of resolving situations
that have reached the stage of open
conflict are
NEGOTIATION
MEDIATION
ARBITRATION

37. THANK YOU