The document discusses the topic of conflict, beginning with definitions and views of conflict. It describes the nature, types, and levels of conflict including individual, group, organizational, and inter-organizational. The document outlines the relationship between organizational performance and conflict, distinguishing between functional and dysfunctional conflict. It provides examples of positive and negative impacts of conflict and discusses processes of conflict including latent, perceived, felt, and manifest conflict. Methods of conflict resolution are presented including communication, negotiation, mediation, arbitration, and legislation. Case studies on conflicts within organizations are also summarized.

1. Prepared By-
ANUSHI
ANJALI
JUHI
SHIVANI

2. 1. INTRODUCTION TO CONFLICT
2. DEFINITION OF CONFLICT
3. NATURE OF CONFLICT
4. VIEWS ON CONFLICT
5. TYPES OF CONFLICT
6. RELATIONSHIP B/W ORGANISATION PERFORMANCE
& CONFLICT
7. POSITIVE AND NEGATIVE CONFLICT
8. PROCESS OF CONFLICT
9. LEVELS OF CONFLICT
10.CONFLICT RESOLUTION IN GROUPS & DIFFERENT
PROBLEMSOLVING STRATEGIES
11.LIVE CASE STUDY
12.CASE STUDY WITH EXAMPLES

3. The concept of conflict, being an outcome of behaviours, is
an integral part of human life. Wherever there is
interaction, there is conflict.
Conflict can be considered as an expression of hostility,
negative attitudes, antagonism, aggression, rivalry and
misunderstanding.

4. According to LOUIS R. PONDY, “CONFLICT” is:
ANTECEDENT CONDITIONS: For ex. Scarcity of resources,
policy differences among individuals, etc.
Effective states of the individuals involved, for ex. :
Stress, tension, hostility, anxiety, etc.
Cognitive states of individuals, i.e., their perception of
awareness of conflict situations.

5. It is a process that begins when one party
perceives that another party has negatively
affected, or is about to negatively affect
something that the first party cares about.
Conflict is a psychological state of mind when
people are in a dilemma whether to do or not to
do a thing, is a state of conflict.

6. FUNCTIONAL
CONFLICT
DYSFUNCTIONAL
CONFLICT
Works towards the goal of an organisation or group
Blocks an organization or Group from reaching its Goals
 Constructive
 Increase Information & Ideas
 Encourages Innovative Thinking
 Reduce Stagnation
 Tension, anxiety, Stress
 Reduce trust
 Poor decision
 Reduce information

7. FUNCTIONAL CONFLICT DYSFUNCTIONAL CONFLICT

8. TRADITIONAL
• Bad, caused by trouble makers
• Should be avoided or suppressed
HUMAN
RELATIONS
• Natural, inevitable
• Cannot eliminate may contribute to group performance
INTERACTIONIST
• A positive force and essential to performance effectively.
Can be functional or dysfunctional.
• An atmosphere of tension is essential in any organization

9. INDIVIDUAL
LEVEL
CONFLICT
GROUP LEVEL
CONFLICT
ORGANIZATIONL
LEVEL CONFLICT
INTRA-
INDIVIDUAL
CONFLICT
INTER-
INDIVIDUAL
CONFLICT
INTRA GROUP
CONFLICT
INTER
GROUP
CONFLICT
INTRA
ORGANIS.
CONFLICT
INTER
ORGANIS.
CONFLIC
T

10. INTRA-INDIVIDUAL CONFLICT INTER-INDIVIDUAL CONFLICT

11. INTRA-GROUP CONFLICT INTER-GROUP CONFLICT

12. INTRA-ORG. CONFLICT INTER-ORG. CONFLICT
VS.

14. POSITIVE IMPACT NEGATIVE IMPACT

15. NEW
IDEASCHANGE
PROBLEM
SOLVING
CREATIVITY
INNOVATION
PERSONAL
GROWTHINCREASED
INTEREST
MOTIVATION

16. STRESS
ANGER
CONFUSION
FEAR
NON
PRODUCTIVITY
RESOURCE
WASTAGENEGATIVE
THOUGHTS
DE-
MOTIVATION

17. LATENT CONFLICT
PERCEIVED CONFLICT
FELT CONFLICT
MANIFEST CONFLICT
FUNCTIONAL CONFLICT DYSFUNCTIONAL CONFLICT

18. First, I need to
do the analysis
I need funds
for marketing.
INTERDEPENDENCE
I have to take
the risk to gain
more profit.
I have to stop
giving funds
unnecessarily or
we might incur
losses.
DIFFERENT GOALS

19. I am aware
about what is
to come…
Here, comes the
bomb TOM.
WHEN BOTH THE PARTIES ARE AWARE ABOUT THE
CONFLICT THAT CAN ARISE

20. I cannot work
with him…. Neither can I.
VS.
 RESPOND EMOTIONALLY
 COOPERATION DECREASES
 A SMALL PROBLEM ESCALATES INTO MUCH BIGGER
PROBLEM

21. STAGE WHERE CONFLICT BECOMES VISIBLE
BOTH THE PARTIES SHOW THEIR REACTIONS &
BEHAVIORS

22. Intractable
Situation
Fight
Contest
Disagreement
A problem to Solve

23. IN GROUP

24. RESOLVING INTRA GROUP CONFLICT
DIVIDED THEY
FALL
UNITED THEY
STAND
MEDIATOR
WHO
RESOLVES

25. RESOLVING INTER GROUP CONFLICT
PROBLEM
SOLVING
SMOOTHEN
AVOIDANCE
COMPROMISE
EXPANSION
OF
RESOURCES
ORGANIZATION
REDESIGN
SUBORDINATE
GOALS

27. COMMUNICATE
• Taking things out &
explaining
• People need to express
thoughts & ideas
tactfully
NEGOTIATE
• When two or more
people want to work out
conflict themselves,
they might follow a set
of steps

28. MEDIATE
• The opposite parties
meet with a third party
who acts as a mediator.
ARBITRATE
• Is much more similar to
a formal litigation where
an arbitrator will act as
judge & hear out both
sides.

29. LITIGATE
• When people cant work
out their conflicts
themselves, then they
may go to court & have
a trial.
LEGISLATE
• To make something the
law or rule.

30. Explore the issues
Start the conversation
Find common ground
Discover solutions
Make the process
visible
CONFLICT
LISTEN

31. WIN-WIN
WIN-LOSE LOSE-LOSE

32. WIN-LOSE
FORCE OUTCOME REGARDLESS OF THE DESIRE
OF ONE PARTY

33. WIN-WIN
MEET THE PROBLEM HEAD ON WHERE BOTH THE
PARTIES WIN
I am ready to give
you free marketing
strategies
You can have my product
in return to sell

34. LOSE-LOSE
LITTLE OR NO SIGNIFICANCE TO OTHER PARTY
IF I AM GOING
DOWN YOU ARE
GOING WITH ME
YOU CANNOT
WIN

36. A CASE STUDY ON THE
OUSTER OF CYRUS
MISTRY AS THE
CHAIRMAN OF TATA
GROUP

37. CONFLICT OF
INTEREST

38. CYRUS MISTRY WAS APPOINTED AS CEO OF TATA GROUP
IN 2012
IT WAS A MANIFEST CONFLICT BETWEEN CYRUS MISTRY
AND RATAN TATA
ON 24TH OCT’16 HE WAS REMOVED AS A CEO OF THE
COMPANY
INTERFERENCE – NON-PERFORMANCE
NANO PROJECT

39. CONCLUSION
Cyrus Mistry still enjoys the support of the
biggest shareholder of the group, although this
cannot help him legally, but he could use this fact
to pressurize the group. He has filed his reply
stating that he was removed from his office
illegally and has submitted certain documents as
evidence to prove that Mr Ratan Tata has been
interfering in his work.

40. CONFLICT BETWEEN MCDONALD'S
AND VIKRAM BAKSHI CONFLICT

41. The conflict between McDonald's India Pvt.
Ltd. (MIPL) and its long-time local partner
Connaught Plaza Restaurants Pvt. Ltd.
(CPRL) seems to have reached a point of no
return.

42. ORIGIN & RESULTS OF
CONFLICT