This document discusses conflict management in organizations. It introduces different types of conflict management, including avoiding, accommodating, collaborating, compromising, and competing. It then presents a case study about conflict between a product manager and district sales manager at a food products company that led to declining sales. The key issues were a perceived loss of control by the sales manager due to interference from the product manager and structural communication problems. Suggested solutions included open discussion between the parties, clarifying roles and responsibilities, and altering reporting structures and interactions.

1. Presented by:
Jaynish & Krishna
DOPM 2018
CONFLICT MANAGEMENT
IN ORGANIZATION

2. INTRODUCTION
 Conflict Management is the process of limiting the
negative aspects of conflict while increasing the
positive aspect of conflict
 The aim of conflict Management is to enhance
learning and group outcome, including effectiveness
or performance in an organization setting
 Properly manage conflict can improve group
outcome
 Conflict refers to some forms of friction or discord arising within a group when the
beliefs or action of one or more members of the group are either resisted by
unacceptable to one or more member of another group

3. TYPES OF CONFLICT MANAGEMENT
1. Avoiding
2. Accommodating
3. Collaborating
4. Compromising
5. Competing

4. OBJECTIVE
 Identify the reason for the conflict which has arisen between the
Product Manager and the staff in Charchit Food Product Ltd?
 Give suggestion how they overcome
 The study of conflict between the product manager and the District
Sales Manager of Charchit Food Product Ltd. Which leads to the
decline of sales of products in district where the firm used to sell their
products

5. • Charchit Food Products Company was founded in 1935
• Manufacture Grocery and other products
• Vast Enterprise having office and branches in almost all important cities in
India
• Annual sales – 50 to 60 lakhs a year
• Head Office and Factory located in Kolkata.
• 5 Zonal sales offices
• 25 District sales office.
GENESIS

6. ISSUES IN THE CASE
 Conflict between District Sales Manager and Product Manager
 Perceived loss of control over the sale supervisors because of to much interference
from the Product Manager.
 Structural Issues-
 District Manager (Mr. Shankar) communicating with the Zonal Sales Manager
(Mr.Ranjan)
 Very wide span of control to Zonal Manager
 Lack of proper Root cause analysis by the Zonal sales Manager.
 Caused Decline in the sales in that particular district

7. REASON FOR THE CONFLICT
 Conflict:
A process that begins when one party perceive that the another party has
negatively affected something that the first party cares about
 Task Conflict:
Conflicts over content and goals of the work. There was a friction because of the
task of advising the District Sales Manager and the Sales Supervisor carried out by
the product manager
 Relationship Conflicts:
Conflict based on interpersonal relationships leading the disagreement and
incompatibility. This could have exist between the Product Manager and DSM

8.  Process Conflict:
May be Product Managers were interfering the with the work of sales supervisor.
 Role Conflict:
Conflicts over the role and the responsibility taken over by Product Manager &
Sales Manager.
REASON FOR THE CONFLICT

9.  Problem Solving via open discussion: Fact to face the meeting of PM & DSM
 Subordinate Goals: The Sales Manager could have formulated goals that could not
have achieve without cooperation from PMs & DSM
 Smoothing: Playing down difference while emphasizing common interests
between the conflicting parties
 Authoritative Commands: The Sales Manager could have used his formal authority
to resolve the conflict and then communicate its desires to both the PMs & DSM
TECHNIQUE USED BY SALES MANAGER TO MANAGE THE CONFLICT

10.  Alternative Human Variable: Using behavioral change techniques such as human
relations training to alter attitudes and behaviors that cause the conflict
 Altering Structural Variables: Changing the formal organization structure and
interaction pattern. The report on the market trends could have been send by PMs
to the Zonal Sales Manger who then passes it to all DSMs in his zone
TECHNIQUE USED BY SALES MANAGER TO MANAGE THE CONFLICT

11. CONCLUSION
 Mr.Rajan should first know the root causes before giving the instructions
 Product Manager should think from the Company prospective
 Weekly reporting by the sales supervisor to the District Sales Manager
 Monthly meeting of DSM, SM and Zonal Manager
 Proper reporting by the DSM to the Zonal Manager
 Monthly evaluation rather than the quarterly evaluation

12. THANK YOU