Organizational conflict arises from disagreements between individuals or groups within an organization over issues like resource allocation, responsibilities, or strategic direction. There are three main views of organizational conflict: the traditional view sees all conflict as negative; the human relations view sees some conflict as inevitable and possibly beneficial; and the interactionist view encourages controlled levels of functional conflict that can improve performance. Conflicts can be functional and improve group performance or dysfunctional and hinder objectives. Managers should aim to maintain the right balance of functional conflict while minimizing dysfunctional conflict.

1. Conflicts in the
Organization

2. Conflicts
Organizational conflict is
the disagreement by
individuals or groups
within the organization,
which can center on
factors ranging from
resource allocation and
divisions of responsibility
to the overall direction of
the organization.

3. Traditional View
Human Relations
View
The Interactionist
View
DIFFERENT VIE

4. Traditional View  all forms of conflict holds negative effects
 Communications isn’t good enough
Human Relations View  inevitable outcome of any organization
 may benefit a group’s performance
The Interactionist View
 encourages certain types of conflict
 that managers with the organization
should maintain a level of controlled conflict

5. Functional conflicts and dysfunctional conflicts
Functional conflict
supports the goals of a
group and its presence
within the organization
actually improves
performance.
Dysfunctional conflict
by comparison, acts as a
barrier to the
performance of the
group and frustrates the
objectives of the
organization

6. CT PROCESS

7. Communication
Structure
Personal Variables
• insufficient exchange of information, and noise
• semantic difficulties arise
• size and specialization act
• jurisdictional ambiguities increase intergroup fighting
• diversity of goals among groups
• individual value systems

8. Emotional involvement in a conflict creating
anxiety, tenseness, frustration, or hostility.
Felt Conflict
Awareness by one or more parties of the
existence of conditions that create
opportunities for conflict to arise.
Perceived Conflict

9. Decisions to act in a given way
The position of each conflict handling intention on the cooperativeness and
assertiveness dimensions
Competing
When one party seeks
to satisfy his or her own
interests, regardless of
the impact on the other
parties to the conflict.
Collaborating
Attempts to satisfy the
concerns of all groups by
working through differences
and seeking solutions so
that everyone gains as a
result.
Avoiding
Staying neutral at all
costs or refusing to take
an active role in conflict
resolution procedures.

10. STAGE III:
INTENTIONS
Accommodating
The willingness of one
party in a conflict to place
the opponent’s interests
above his or her own.
Compromising
partial satisfaction of all
groups through exchange
and sacrifice, settling for
acceptable rather than
optimal resolution

11. The behavior stage includes
the statements, actions,
a reactions made by the
conflicting parties.

12. Functional
Outcomes
Dysfunctional
Outcomes
• Increased group performance
• Improved quality of decisions
• Stimulation of creativity and
innovation
•Development of discontent
•Reduced group effectiveness
•Retarded communication

13. Recommendations
1
2
3
4
Organizations should make adequate room for decision making
For proper running and optimum productivity, staff welfare should
be taken into consideration
To avoid rumor mongering organizations should evolve a proper
system of information dissemination to all
Participatory, rather than autocratic style of management, should
be encouraged by organizations

14. THANK YOU