Organizational conflict can occur within an organization and includes intra-individual, interpersonal, and intergroup conflict. There are four main types of organizational conflict: hierarchical, functional, line-staff, and formal-informal. The sources of interpersonal conflict include relationship rules, personality differences, role incompatibility, and environmental stressors. Common conflict resolution techniques include accommodating, avoiding, collaborating, compromising, and competing.

1. Lecture-1
1.What is organizational conflict?
Answer:organizationconflictrefersto
all typesof conflictlike intraindividual,interpersonal,andintergroupconflict.organization conflictisa
combinationof all typesof conflictthisconflictoccurswithinthe organization.these are fourtypesof
organizational conflict.
a.Hierarchical conflict
b.Functional conflict
c.Line-staff conflict
b.Formal-informalconflict
2. List the sources of interpersonal conflict?
Answer:The sourcesof inter-personal conflictare givenbelow :
1.Relationshiprules
a.Rulesof support
b.Rulesof intimacy
c.Rulesrelatingtothirdparty
d.Task- relatedrules
2.Personality,genderandage relatedissues
a.Personalityclash
b.Genderdifferences
c.Age difference
3.Evaluatingothers
4.Evaluatingthe situation
5.Role incompatibility
6.Changesandstressresultingfromenvironmental factors
7.Difficultboss
8.Difficultwithcolleagues
3. List the various conflict resolutiontechniques?
Answer:Variousconflictresolutiontechniquesare givenbelow:
1.Accommodating
2.Avoiding
3.Collaborating
4.Compromising
5.Competing
4. Whatis personality?
Answer:Personalitymeanshowpeople affectothersandhow they
understandandviewthemselves,aswellastheirpatternsof innerandoutermeasurable traits,andthe
personsituationinteractionhowpeople affectedotherdemandsprimarilyupontheirexternal
appearance (height,weight,facial features,color,andother
physical aspects) andtraits.intermsof
external appearance,averytall worker
will have animpacton otherpeople differentfromthatof a veryshort worker.

2. Lecture-2
1. What are the sourcesof conflictinthe organization?
2. 1.Answer:Sourcesof Organizational Conflictare-
1. Communicationfailure
3.
a) Inadequate information
b) Lack of precision
c) Lack of legitimacy
d) Lack of authenticity
e) Timeliness
f) Contradictorymessage
g) Distortionof information
h) Informationoverload
2. Structural factors
3. Staff Heterogeneity
4. Level of participation
5. Task interdependence
6. Task ambiguity
7. Differentiation
8. Bureaucraticfactors
9. Incompatible performance criteria
10. Competitionforlimitedresources
11. Conflictingrewardsystem
12. Power
13. Horizontal conflict
14. Vertical conflict
15. Change
16. The dominoeffect
17. Organizational-professional conflict
18. Hybridchannel conflict
2. List ofsources of intra-personal conflict
1. Answer:Sourcesof IntraPersonal Conflictare-
1. Cognitive dissonance
2. NeuroticTendencies
3. What is powerconflict?
Answer:PowerConflict:The conflictoccurswheneachpartywishestomaintainormaximize the
amountof influence thatitexertsinthe relationshipandthe social setting.Itisimpossible forone party
to be strongerwithoutthe otherbeingweaker,atleastintermsof directinfluence overeachother.Thus
, a powerstruggle ensueswhichusuallyendsinavictoryand defeat,orina "stand -off"witha
continuingstate of tension.Powerconflictscan occur betweenindividuals,betweengroupsorbetween
nations,wheneverone orbothpartieschoose to take a powerapproachto the relationship.poweralso
entersintoall conflictsince the partiesare attemptingtocontrol eachother.

3. 4. Whatis economicconflict?
Answer:EconomicConflict:Conflicteconomicsisabranch of economicsthatputsthe allocationof
resourcesbymeansof violentfighting,i.e.conflict,intoeconomicmodels.
In traditional economics,appropriationisanon-violentprocessthatisguaranteedbyperfectproperty
rightsand theircostlessenforcement.Conflicteconomicsshedsadifferentlightonappropriation.Itis
setin a model of contestbetweentwoplayers.Conflicteconomicsintroducesthe ideathatagentshave
to decide betweenproductionof resourcesandproductionof guns,i.e.toolsthathave the sole
purposesof appropriatingthe resourcesproducedbythe otherplayer.Differentmodelsare introduced
to illustrate varioussituationsthathave similaritiestoreal life conflicts.
5.What is value conflict?
Answer:Value conflictsare causedbyperceivedoractual incompatible belief systems.Valuesare beliefs
that people use togive meaningtotheirlives.Valuesexplainwhatis"good"or"bad,""right" or
"wrong,""just"or "unjust."Differingvaluesneednotcause conflict.People canlive togetherinharmony
withdifferentvalue systems.Value disputesarise onlywhenpeople attempttoforce one setof values
on othersor layclaimto exclusivevalue systemsthatdo notallow fordivergentbeliefs.Itisof nouse to
try to change value andbelief systemsduringrelativelyshortandstrategicmediationinterventions.It
can, however,be helpfultosupporteachparticipant'sexpressionof theirvaluesandbeliefsfor
acknowledgmentbythe otherparty.
Lecture-3
1. What is level ofconflict?
1.Answer:Level of conflicthassome synonyms.Insome booksandsources,levelsof conflictare also
knownas typesof conflict,stagesof conflict,categoriesof conflictandso on.Organizationsare
experiencingdifferentlevelsof conflictsince theirinception.Sometime organizationsface all levelsof
conflictwhile otherorganizationsmaynot.All levelsof conflictneednotprevail inthe organizationat
the same time.Similarly,one particulartype of conflictneednotbe presentinvariousorganizationsata
certainperiod.
2. IdentifyThomas-Kilmann'sFive LevelsofOrganizational Conflict.
2.Answer:Thomas-Kilmann'sFive Levelsof OrganizationalConflictare-
a. Competitive
b. Collaborative
c. Compromising
d. Accommodating
e.Avoiding
3.What is approach- approach conflict?
3.Answer:Anapproach-approachconflictisone of three possible conflictsthataccompanydecision-
makingsituations."Approach-approach"conflictdescribesthe situationwhere apersonistryingto
make a choice betweentwodesirable options.Forexample,astudentwishestopursue agraduate

4. degree andhas beenacceptedintotwograduate programsandneedstomake a decisionaboutwhich
one to attend.Inthissituationthe studentmight,inadditiontocomparingthe qualityandprestigeof
the programs,theymightalsoconsiderthe location,climate andotheramenitiesbefore makingafinal
decision.
4. Whatis approach-avoidance conflict?
4.Answer:The approach-avoidanceconflictisone of the three possible conflictsthataccompanya
decision-makingsituation.The approach-avoidance conflictinvolvesmakingdecisionsaboutsituations
that have bothpositive andnegative ramifications.Anexample of thismightbe anindividual makinga
decisionabouttakingajobthat possessesbothfinancialgainandprestige,butalsocontainsagreatdeal
of stressandlonghours.This involvesthe individual assessingforthemselveswhetherthe negative
aspectsoutweighthe positives.
5. . What is avoidance-avoidance conflict?
Answer:The avoidance-avoidance conflictisone of the three possible conflictsthataccompanya
decision-makingsituation.The avoidance-avoidance conflictreferstomakingadecisionbetweentwo
equallyundesirable choices.A simpleexample of thiscouldbe makingadecisionbetweendoinga
homeworkassignmentordoinghousework.Thistype of conflictwouldnormallybe settledbyan
assessmentof the relativeimportanceof the twotasks.
Lecture-4
1. What is intra personal conflict?
Answer- Intrapersonal conflictoccurswhena personorgroup of people frustratesorinterfereswith
anotherperson'seffortsatachievingagoal.Accordingtosome researchers,conflictcanconsistof three
differentcomponents.
2. Whatare the sources of intra personal conflict ?
Answer- Sourcesof intrapersonal conflict:
The sourcesof intrapersonal conflictmainlystructural theyare situationallyimposed.The diagnosisof
intrapersonal conflictmustidentifythesesourcesthattheycanbe alteredtoattainand maintaina
moderate amountof conflict
Misalignmentandgoal incongruence:if apersonisassigntodoa taskfor whichhe or she doesnot have
the appropriate expertise,aptitude,andcommitmentthe personmayexperiencequalitative role
overload.
Inappropriate demandoncapacity:if apersoncannot properlysatisfyall the demandsof hisorshe
positionevenbyworkingatthe maximumcapacitythenthisleadstoquantitative role overloan.
Organizational structure :thisstricteropenanorganizationhasa major influence onrole conflict.
Organizationsgenerateahighdegree of role conflictbycreatingconflictinggoalspolicies,anddecisions.
Supervisorystyle:thisismaybe on of the measure generatorsof role conflict.foundroleconflicttobe
lowerwhensupervisorsare describedasmore.
Frequentlyengagingof uncertainty.Position:role conflictisassociatedwithpositionthatcarrygreater
supervisoryresponsibility.
Personality.Rottentheorizedthatconsistentindividual differencesexistbetweenthe personality
dispositionof internal andexternal locusof control.

5. Lecture-5:
1. Whatis interpersonal conflict?
Answer:Interpersonal conflictrefers tothe conflictthatarise betweentwo departmentsof the same
organization.
2. Whatare the sources of interpersonal conflict?
Answer:Sourcesof Inter-personal conflictare-
1. Relationshiprules
2. Personality,Genderandage relatedissues
3. Evaluatingothers
4. Evaluatingthe situation
5. Role incompatibility
6. Changesand stressresultingfromenvironmentalfactors
7. Difficultboss
8. Difficultieswithcolleagues
3. List the principlesfor managing interpersonal conflict.
Answer:PrincipleformanagingInter-personal conflictare-
1. Thinkbefore reacting
2. Listenactively
3. Assure a fair process
4. Attack the problem
5. Accept responsibility
6. Use directcommunication
7. Look for interests
8. Focus on the future
9. Optionsformutual gain
Lecture-6:
1. What are the techniquesof managing difficultboss?
1.Answer:Insome organizations,there maybe some difficultbosses.Theymaycreate some conflics in
the organization.If theyare managedina peaceful way,numberordegree of conflictmaybroughttoa
minimum.Byresortingatleasttwoways,these typespeoplemaybe managed:
1. Maintenance of chainof command
2. Followinginstructionclearly
2. Whatare the techniquesofmanaging difficultemployees?
2.Answer:Ineveryorganizationthere are some difficultemployees.Theythemselvescreate some
situationswhere itisdifficulttomaintaininterpersonalrelations.
There are some techniquesof managingdifficultemployees:

6. 1. Workingalongside difficultpeople canbe hardenough.Butmanagingsomeone withwhomyouhave
a personalityclashcancause major tension.
2. Experiencedmanagersknow howtoseparate emotionsfromthe workathand when dealingwith
employees.Ratherthandwellingonanemployees negative personalitytraits,smartmanagersfocuson
tasks,projectsandresults.Theydon'tallow theirpersonal feelingstointerfere,andtheytreateveryone
the same way.
3. But in toomany cases,managerssimplyturnawayfromtheirleastfavorite employees.Ratherthan
interactingwiththem,theyaviodthem.
4. Turningyour back on difficultemployeesisn'tjustamanagementmistake- itcanalsocreate legal
trouble..
5. That’s why,when confrontedwithemployeeswhodon'tdowhat'sasked,it'sbestto devise astrategy
for makingthe bestof a potentiallyexplosive situation.
6. Althoughitmay be hard to transforma difficultemployeeintoawarm, friendlyally,there are several
stepsyoucan take to make iteasierforthe employee tocomply.
Lecture-7
1. What are the causesof role conflict?
Answer: There are a few causes of role conflict of individuals in an organization. This causes
have been classified into nine points-
1. When others have different perceptions or expectations of a person's role, that person
tends to experience role conflict.
2. Another facet of personal conflict has to do with the multiple roles people play in
organizations. Behavioral scientists sometimes describe an organization as a systemof
position roles.
3.There are situations where the procribed sets of behavior that characterize roles may lead
to cognitive dissonance in individuals.
4. Nations organizations and groups are made up of individual human beings. Each human
has through life experiences developed a set of values and evolved a set of behavioral rules.
5. It is quite likely that in a given group situation the individuals concerned will be aiming
their personal efforts at slightly different objective, such objectives may be similar enough
to permit cooperative effort but sufficiently different to create some conflict.
6. As a consequence, there exist opportunities for role conflict as the various roles interact
with one another.
7. In organization there are jurisdictional disagreements among individuals departments

7. and between unions and management. There are subtler forms of conflict involving
rivalries, jealousies, personality clashes role definitions and struggles for power and flavor.
8. If delegation of financial and administrative power of each level as well as the working
jurisdiction, working responsibility is not well defined there is every possibility of role
conflicts.
9. Role conflict for employees with many jobs contacts outside the organization that is, with
boundary roles.
2. Whatare the consequencesofrole ambiguity ?
Answer: Role ambiguity has some consequences. these consequences may positive or negative-
1. Role ambiguity denotes uncertainty about the expectations, behaviors, and consequences
associated with a particular role.
2. Consequences of role ambiguity may include tension, job dissatisfaction, and turnover.
3. It is useful to distinguish objective role ambiguity from the subjective role ambiguity
experienced by the person in the role.
4. Role ambiguity is positively correlated with both anxiety and propensity to leave and
negatively correlated with several factors such as organizational commitment, employee
involvement, and job satisfaction.
Lecture-8
1. What is the role of trade unionsin resolvinggroupconflict?
Answer: a)Unionscanassistin reducingthe causesof conflictandinassistingpostconflict countriesto
returnto normalcy.
b)DFIDshouldtherefore engage withunionsandespeciallyeducationunionsinpostconflict
reconstructionworkand
c)The experience of unionsinresolvingconflictatthe workplace andinbridgingdividedcommunities
shouldbe learntfrombyDFID a conference onthe role of unionsinconflictpreventionandpostconflict
reconstructionwouldbe useful.
2. What is trade union?
Answer:Labor unionsor trade unionsare organizationsformedbyworkersfromrelatedfieldsthat
workfor the commoninterestof itsmembers.Theyhelpworkersinissueslike fairnessof pay,good
workingenvironment,hoursof workandbenefits.Theyrepresentaclusterof workersandprovide a link
betweenthe managementandworkers.
Lecture-9
1. What isthe difference betweengroupandteam conflict?
Answer:Teamconflictisaninterpersonal problemthatoccursbetweentwoormore membersof a
team,and affectsresultsof teamwork.Sothe teamdoesnotperformatoptimumlevels.Teamconflicts
are causedbythe situationwhenthe balance betweenperceptions,goals,orvaluesof the teamis

8. upset. Therefore peoplecannomore worktogetherandno sharedgoalscan be achievedinthe
environment.
Group conflictorhostilitiesbetweendifferentgroupsisafeature commontoall formsof social
organization.
2.What are the causes of group conflict?
Answer:Causesof groupconflictare twotypes:1. Intra-groupconflict2. Intergroup conflict
1. Causesof intra-groupconflict:Disagreementsandmisconceptionsmightoccurbetweenteam
memberswhichcreatesconflict
2.Causesof intergroupconflict:One of the mostprominentreasonsforintergroupconflictissimplythe
nature of the group. Otherreasonsmay be workinterdependence,goal variances,differencesin
perceptions,andthe increaseddemandforspecialists.
Lecture-10
1. What is third party conflict resolution?
Answer:Inthe conflictresolutionprocessthirdpartyconceptisnotnew.The party whotakes
possessionbetweentwopartiestoconflictmaybe calledthirdparty.Thispartymay or may not
have any interesttoreduce the conflict.
2. List the strategiesof third party conflictresolution.
Answer:Theyare some strategiestobe followedforthirdpartyconflictresolution.the strategies
are discussedbelow:
1.ArrangingDiscussion:Oftenconflictarisessimplydue toalack of communication.
2.WrittenCommunication:If anissue hasescalatedorone of the employeeshasa hottemper,
writtencommunicationmaybe amore effectivewayof breakingdownthe wall andresolving
conflict.
3.Compromise:Askeachpersontogive a little andtake a little byarrangingacompromise between
the two.
4.Voting:If yousimplymustputa conflicttobed,votingcanbe an effective method.
Lecture-11
1. What is the relationshipbetweenconflictand creativity?
Answer:The effectsof conflictandconflictasymmetryoncreativityininterdisciplinaryteams.
Testingourhypothesesonteamsworkingongraduate-levelnanobiotechnologyprojects,we found
task conflicttohave a positive relationshipwithcreativitywhereasrelationshipconflicthada
negative relationshipwithcreativity.Ourresultsalsorevealedthatrelationshipconflictasymmetry
had a positive effectoncreativity.Examiningthe twocomponentsof creativityseparately,we found
that relationship conflictasymmetryexplainedvariance inthe noveltycomponent,whereastask
conflict,teamsize,andfunctional diversityexplainedvariance inthe usefulnesscomponent.

9. 2. Whatis paradox of conflict?
Answer:SevenDilemmasatthe Core of Disputes(2015, Jossey-Bass),BernieMayerexploresthe
mysteryof thiscomplexityinthe contextof conflictengagement.Itisan enjoyableandfascinating
readfor everyone involvedinnegotiation,mediationoranyformof conflictengagement."
Lecture-12:
1. Whatis negotiation?
Negotiationisamethodbywhichpeople settle differences.Itisa processby whichcompromise or
agreementisreachedwhileavoidingargumentanddispute.Inanydisagreement,individuals
understandablyaimtoachieve the bestpossibleoutcome fortheirposition(orperhapsan
organisationtheyrepresent).
2.List the characteristics of negotiationprocess.
The Characteristicsof Negotiationprocess:
There are certaincharacteristicsof the negotiationprocess.These are:
(i) There are a minimumof twopartiespresentinanynegotiation.
(ii) Boththe partieshave pre-determinedgoalswhichtheywishtoachieve.
(iii) There isaclashof pre-determinedgoals,thatis,some of the pre-determinedgoalsare not
sharedby boththe parties.
(iv) There isan expectationof outcome byboththe partiesinany negotiation.
(v) Both the partiesbelieve the outcomeof the negotiationtobe satisfactory.
(vi) Bothpartiesare willingtocompromise,thatis,modifytheirposition.
(vii) The incompatibilityof goalsmaymake the modificationof positionsdifficult.
(viii) The partiesunderstandthe purposeof negotiation