This document discusses conflict management and resolution. It defines conflict and outlines different views of conflict, including the traditional, human relations, and interactionist views. It also discusses the causes and outcomes of functional versus dysfunctional conflict. The document then examines the conflict process in five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. It provides examples of different conflict management styles like competing, collaborating, avoiding, accommodating, and compromising. The document concludes with tips for managing workplace conflict and a self-assessment to determine one's dominant conflict management style.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Workplace Conflict & Strategies for ManagementJharna Jagtiani
Conflict is a normal and natural part of any workplace. When it occurs, there is a tendency for morale to be lowered, an increase in absenteeism and decreased productivity. It has been estimated that managers spend at least 25 percent of their time resolving workplace conflicts – causing lowered office performance.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of the conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
Conflict Management and conflict resolution techniquesHemanth M
Conflict is an inevitable and unavoidable part of our everyday professional and personal lives. This ppt concentrates on identifying and resolving the conflict in the organization.
Dr. Rick Goodman lists some of the most common causes of conflict, and some tips for managing it. For more information on conflict management and workplace conflict resolution visit http://www.rickgoodman.com or http://advantagecontinuingeducationseminars.com/
CHAPTER 16Handle Conflict, Negotiation, and Decision MakingDEstelaJeffery653
CHAPTER 16
Handle Conflict, Negotiation, and Decision Making
Don't neglect the power of “yes”
LEARNING OBJECTIVES
At the end of this chapter you will be able to:
· Understand what conflict is, why it is occurring and how to manage it.
· Describe methods for effective negotiations.
· List tools that will help you make more effective and less biased decisions.
WHAT'S INSIDE?
· Be a Critical Thinker: Dealing with Deception at the Bargaining Table
· Bringing OB to Life: Intuition and US Airway Flight 1549
· Checking Ethics in OB: Is a Two-Tiered Wage System Ever Justified?
· OB in the Office: What to Do When Face-to-Face Negotiations Are Not Possible: Tips for Negotiating via Email
· OB in the Office: Sooner or Later You'll Know How to Negotiate a Better Raise
· Research Insights: Analytical and Intuitive Decisions: When to Trust Your Gut
· Worth Considering or Best Avoided? Labor and Management Sides Disagree. Is a Strike the Answer?
You are at work and you hear your colleagues disagreeing with each other loudly. Their voices can be heard throughout the office, and you notice people popping their heads up to see what's going on. You are in charge of the team, and you know that your organization prides itself on having a collegial culture. What do you do?
For many people, the answer is clear: Conflict is bad—we need to get rid of it. Conflict makes people uncomfortable and harms our ability to work together, so managers need to step in and resolve differences. Is this always true? Couldn't it be that conflict can also play a positive role in the workplace?
In this chapter, we show that conflict can be good when it surfaces important issues that need to be discussed. The key to managing it is knowing how to determine what kind of conflict is occurring and then using it to generate better decisions. This requires developing skills in areas that are becoming increasingly important in today's workplace: conflict, negotiation, and decision making.
16.1 Manage Conflict
LEARNING OBJECTIVES
Understand what conflict is, why it occurs, and how we can manage it more effectively.
· Define what conflict is and why it occurs.
· Understand conflict management strategies.
· Guard against common conflict management pitfalls.
Why Do We Have Conflict?
Conflict occurs whenever disagreements exist in a social situation over issues of substance, or whenever emotional antagonisms create frictions between individuals or groups.1 Team leaders and members can spend considerable time dealing with conflicts. Sometimes they are direct participants, and other times they act as mediators or neutral third parties to help resolve conflicts between other people.2 Because conflict dynamics are inevitable in the workplace, we need to know how to handle them.3
Functional and Dysfunctional Conflict
Any type of conflict in teams and organizations can be upsetting both to the individuals directly involved and to others affected by its occurrence. As with the opening example, it can b ...
Definitions of Conflicts .
Forms of Conflict .
Causes of Conflict .
Conflict at workplace .
Organizational Conflict .
Function Vs dysfunctional Conflict .
Management of conflict .
Conflict Management styles .
6–8 slides with speaker notes of 200–250 words per slides (excludi.docxevonnehoggarth79783
6–8 slides with speaker notes of 200–250 words per slides (excluding Title and Reference slides)
Details:
Weekly tasks or assignments (Individual or Group Projects) will be due by Monday and late submissions will be assigned a late penalty in accordance with the late penalty policy found in the syllabus. NOTE: All submission posting times are based on midnight Central Time.
Working with organizations to improve the interactions of members and increase productivity through collaborative behavior is an essential role of the organization development human resources specialist. You will need to pick an organization to use for this project. The organization you choose may be your current employer, or alternatively, an organization in which you volunteer or one about which you can easily find information through the school library, the Internet, or other sources.
Research and address the elements of organizational effectiveness that will improve interactions in a presentation for senior leaders:
· Explain the concept of organizational effectiveness, as it relates to the interactions of members.
· Describe methods used to assess the behaviors and attitudes of organizational members, and apply 1 model in an analysis of your organization.
· Analyze methods used to improve the behavior and attitudes of organizational members.
· Propose processes to build teams and manage their different stages of development.
· Evaluate methods of managing conflict and change within the organization.
Organizational Behavior Principles
MGM335-1402A-01
Phase 3 Individual Project
Sean C Hall
Colorado Technical University
Dr. DM Arias
4/28/14
1
OBJECTIVES
Explain sources of conflict within an organization.
Discuss types of conflict that can arise when groups vie for resources.
Describe different models that address organizational conflict.
Develop recommendations for methods to address intergroup conflicts.
Organizational Behavior Principles
Challenges and Opportunities for OB Today’s challenges bring opportunities for managers to use OB concepts: - Responding to Economic Pressures - Responding to Globalization (Increased Foreign Assignments, Working with People from Different Cultures, Overseeing Movement of Jobs to Countries with Low-cost Labor) - Managing Workforce Diversity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work–Life Conflicts - Creating a Positive Work Environment Improving Ethical Behavior
3
Organizational Behavior Principles
Sources of conflict:
There are many causes or reasons for conflict in any work setting. Some of the primary causes are:
Poor Communication: different communication styles can lead to misunderstandings between employees or between employee and manager. Lack of communication drives conflict ‘underground’.
Different Values: any workplace is made up of individuals who.
6 Ethical Conflict Management and NegotiationChapter Preview· .docxalinainglis
6 Ethical Conflict Management and Negotiation
Chapter Preview
· Conflict in Organizational Life
· Becoming an Ethical Conflict Manager
· Step 1: Recognize the Differences Between Functional and Dysfunctional Conflicts
· Step 2: Manage Your Emotions
· Step 3: Identify Your Personal Conflict Style
· Step 4: Develop Conflict Guidelines
· Step 5: Employ Collaborative Conflict Management Tactics
· Step 6: Be Prepared to Apologize
· Resolving Conflict Through Ethical Negotiation
· Ethical Issues in Negotiation
· Adopt an Integrative Approach to Negotiation
· Combating Aggression and Sexual Harassment
· Types of Aggression
· Sources of Agression
· Resisting and Reducing Aggression
· Preventing Sexual Harassment
· Chapter Takeaways
· Application Projects
Conflict in Organizational Life
Conflict is a daily occurrence in every organization. Managers estimate that they spend between 20% and 40% of their time dealing with disagreements. Common sources of organizational conflict include these:1
· Interests: Benefits, budgets, organizational policies, office location, and other wants and needs
· Data: The best sources of information; the reliability or the interpretation of data
· Procedures: How to solve problems; how to make decisions; how to solve conflicts
· Values: How to prioritize interests and options; determining organizational direction
· Dysfunctional relationships: Those marked by distrust, disrespect, lack of integrity, and lack of mutual concern
· Roles: Expectations related to organizational roles; power imbalances between roles
· Communication: How something was said; emotions triggered by words; withholding information
Some observers believe that we can expect even more conflicts in the years to come.2 They note that there is growing pressure on organizations to innovate, change, and adapt. These pressures increase workloads and generate job insecurity. In a global society, the workforce is increasingly diverse, which produces more conflicts between those of different cultural backgrounds. Organizational members now work in different geographical locations and communicate over the Internet rather than face to face. These developments mean that miscommunication is more likely. As organizations empower groups to carry out projects, team members must manage the conflicts that come from working collaboratively.
Conflict experts Joyce Hocker and William Wilmot define conflict as “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals.”3 Conflict begins when the parties express their thoughts and feelings to each other through their behaviors. They engage in conflict because they depend to some degree on one another. The choices of one party affect the options of others, as when one employee’s choice of vacation time interferes with the vacation plans of a fellow worker. Wilmot and Hocker believe that the sources of conflict identi.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. One of the primary
purposes of the organization
is the coordination and
integration of the efforts of
many people to attain
mutual goals and objectives.
As people work together,
tensions sometimes develop
that result in dissension and
hostility
Conflict Management
3. Conflict. . .
. . . exists
whenever
two or more parties
are in disagreement, in
a social situation over
issues (work related or
personal)
confilict.......
4. Conflict: A Definition
Conflict is a process that begins when one
party perceives that another party has
negatively affected or is about to negatively
affect the interests of the first. (K.W.Thomas)
20% of managers’ time is spent managing
conflict
• Incompatibility of goals.
• Differences in interpretation of facts
• Disagreements on behavioral expectations.
5. Three Views of Conflict
1.Traditional up to
1930
2. Human Relations
between 1930-1970
3. Interactionist after
1970 up to now
6. Transitions in Conflict Thought
Causes / Outcome
• Poor communication
• Lack of openness
• Failure of managers to
respond to employee
needs
1.Traditional View of Conflict
It belief that all conflict is harmful /dis-functional and
hinders performance, it must be avoided.,
7. Transitions in Conflict Thought
2.Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in
any group/ Organization. It cannot be eliminated and may
even contribute to group performance.
3.Inter-actionist View of Conflict
The belief that conflict is not only a positive force in a group
but that it is absolutely necessary for a group to perform
effectively.
8. Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of
the group and improves its
performance. It encourage new
solutions to problems and enhance
the creativity in organization.
Dysfunctional Conflict
Conflict that hinders group
performance (personal conflict).
(Negative)
(Positive)
9. Positive consequences
Lead to new ideas.
Stimulates creativity.
Motivates change.
Promotes organizational
vitality.
Help the individuals and
groups identities.
Serves as a safety valve to
indicate problems
Negative consequences
Divert energy from work.
Threatens psychological
well-being.
Wastes resources.
Creates negative climate.
Breaks down group
cohesion.
Can increase hostility and
aggressive behaviors.
10. Observations from Research
The more non - routine the tasks of the
group (innovation and change), the greater
the probability that internal conflict will be
constructive – new and novel approaches
are explored e.g. research.
Those organizations that don't encourage
and support dissent may not survive.
Not necessary in highly routine, tested and
urgent activities.
11. Types of Conflict
Task Conflict
Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships (18% of
managers time to resolve).
Process Conflict
Conflict over how work gets done.
12. How to manage Conflict
IDENTIFYING WHAT IS BEHIND THE CONFLICT
REDIRECTING TENSIONS AND HOSTILITIES
INTEGRATION OF IDEAS
ACHIEVING UNITY BETWEEN THE PARTIES IN CONFILICT
ACCOMPLISHING REAL AND PERMANENT SOLUTIONS
ACHIEVING A SENSE OF FAIRNESS AND SATISFACTION
RESULT IN SATISFACTION FOR ALL OF THE PARTIES
INVOLVED.
14. Stage I: Potential Opposition or Incompatibility
Communication
Semantic difficulties, misunderstandings, and “noise”
Structure
Size and specialization of jobs
Jurisdictional clarity/ambiguity
Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups
Personal Variables
Differing individual value systems, and emotions.
Personality types
15. Stage II: Cognition and Personalization
Perceived Conflict
Awareness by one or
more parties of the
existence of conditions
that create opportunities
for conflict to arise.
Felt Conflict
Emotional involvement in
a conflict creating anxiety,
tenseness, frustration , or
hostility.
16. Stage III: Intentions
Cooperativeness:
• Attempting to satisfy the other party’s concerns.
Assertiveness:
• Attempting to satisfy one’s own concerns.
Intentions
Decisions to act in a given way.
17.
18. Different behaviors shown by parties
When confronting a conflict situation,
Some people want to win it all at any cost,
Some want to find an optimum solution,
Some want to run away,
Others want to be obliging, and
Still others want to split the difference.
19. Stage IV: Behavior
Overt statements,
actions and
reactions of
conflicting parties –
to implement
intentions.
22. Aids the group goals.
Challenges the status quo, and therefore
furthers the creation of new ideas,
Promotes reassessment of group goals and
activities .
Increases the probability that the group will
respond to change.
Conflict encourages innovative solutions.
Functional
23. Functional Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and
change
Creating Functional Conflict
Reward dissent and punish conflict avoiders
24. Discontent in group
Dissolves common ties.
Retards communication.
Infighting subordinates group goals.
Halts group functioning.
Destroys the group.
Dysfunctional
25. 5 ways to Dealing with conflict
Competition
Accommodation
Compromise
Collaboration
Avoidance
26. Competition - Force
Plus points
The winner is clear
Winners usually experience gains
Minus points
Establishes the battleground for the next
conflict
May cause worthy competitors to withdraw or
leave the organization
27. Competition - Application
Quick and decisive action during
emergencies.
Issues for unpleasant decisions – cost
cut etc.
When you know you’re right.
Against people who take advantage of
uncompetitive behavior.
28. Accommodation - Yielding
Plus points
Curtails conflict situation
Enhances ego of the other
Minus points
Sometimes establishes a precedence
Does not fully engage participants
29. Accommodation - Applications
You are wrong.
Hear a better position, to learn and show
your reasonableness.
Build social credit for future issues.
Minimize loss when outmatched and losing.
Allow others to learn by mistakes.
Maintain harmony and stability when
important.
30. Compromise
Plus points
Shows good will
Establishes friendship
Minus points
No one gets what they want
May feel like a dead end
31. Compromise -Applications
Goals are important but being assertive is
potentially disrupting.
Opponents of equal power contend for
mutually exclusive goals.
Temporary settlement of complex issues.
Time pressure.
Back up for collaboration and competition.
32. Collaboration – Problem solving
Plus points
Everyone “wins”
Creates good feelings
Minus points
Hard to achieve since no one knows how
Often confusing since players can “win”
something they didn’t know they wanted
33. Collaboration - Applications
Compromise is not possible as both
concerns are important.
You want to learn.
Merge insights for different positions.
Integrate concerns into consensus to gain
commitment.
34. Avoidance
Withdraw from and suppress the conflict.
By ignoring the conflict and avoiding those
who disagree.
35. Avoidance- Applications
Trivial issue – more important are pressing.
Let people cool down and regain perspective.
Others can resolve more effectively.
These issues do not affect other important
ones .
Your concerns won’t be met
36. Expansion of resources. The scarcity of a
resource—say, money, promotion, office space
opportunities,- can create conflict.
Expansion of the resource can create a win-
win solution.
Authoritative command. Management can use
its formal authority to resolve the conflict and
then communicate its desires to the parties
involved.
37. Altering the human variable. Behavioral
change techniques such as human relations
training can alter attitudes and behaviors that
cause conflict.
Altering the structural variables. The formal
organization structure and the interaction
patterns of conflicting parties can be changed
through job redesign, transfers, creation of
coordinating positions, and they like.
38. What This Means
Managing conflict means you need to develop
several styles and decide which is valuable at
any given point of conflict
Conflict Resolution
(1) Problem Solving (2) Super ordinate goals
(3) Expansion of resources (4) Avoidance
(5) Compromise (6) Authoritative command
(7) Alter structural/human variables
40. Tips for Managing Workplace Conflict
Build good relationships before conflict occurs
Do not let small problems escalate; deal with them as
they arise
Respect differences
Listen to others’ perspectives on the conflict situation
Acknowledge feelings before focusing on facts
Focus on solving problems, not changing people
If you can’t resolve the problem, turn to someone who
can help
Remember to adapt your style to the situation and
persons involved
43. What's Your Conflict Management Style
Instructions: Listed below are 15 statements.
Each strategy provides a possible strategy for
dealing with a conflict.
Give each a numerical value (i.e., 1=Always, 2=Very
often, 3=Sometimes, 4= Not very often, 5=
rarely, if ever.)
Don't answer as you think you should,
answer as you actually behave.
44. a) I argue my case with peers, colleagues and co-
workers to demonstrate the merits of the position I
take.
b) I try to reach compromises through negotiation
c) I attempt to meet the expectation of others
d) I seek to investigate issues with others in order to
find solutions that are mutually acceptable.
e) I am firm in resolve when it comes to defending my
side of the issue
f) I try to avoid being singled out, keeping conflict with
others to myself.
g) I uphold my solutions to problems
45. h) I compromise in order to reach solutions.
i) I trade important information with others so that
problems can be solved together
j) I avoid discussing my differences with others.
k) I try to accommodate the wishes of my peers and
colleagues.
l) I seek to bring everyone's concerns out into the open in
order to resolve disputes in the best possible way.
m) I put forward middles positions in efforts to break
deadlocks
n) I accept the recommendations of colleagues, peers, and
co-workers.
o) I avoid hard feelings by keeping my disagreements
with others to myself
46. Scoring: The 15 statements you just read are
listed below under five categories.
Each Category contains the letters of three statements. Record the number you
placed next to each statement. Calculate the total under each category.
Style Total
Competing/Forcing Shark a. _____ e._____ g. _____ ______
Collaborating Owl d. _____ i. _____ l. _____ ______
Avoiding Turtle f. _____ j. _____ o. _____ ______
Accommodating Teddy Bear c._____ k. _____ n. _____ ______
Compromising Fox b. _____ h. _____ m. _____ ______
Results: My dominant style is ______ ( Your LOWEST score)
And my back-up style is ______ ( Your second Lowest score)