Industrial conflicts causes & effects
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Industrial conflicts occur in organizations due to differing perceptions or goals among individuals and groups. Some common causes of organizational conflict include vertical conflicts between hierarchical levels, horizontal conflicts between groups on the same level, and line-staff conflicts over authority. If not addressed properly, conflicts can lead to "we-they" attitudes between groups, distorted perceptions, decreased communication, stress, absenteeism, staff turnover, and reduced productivity. Signs of conflict include colleagues ignoring each other, contradicting one another, and deliberately undermining team cooperation.
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This document defines conflict and describes the different types and levels of conflict that can occur within organizations. It discusses intrapersonal, interpersonal, intragroup, intergroup, and intra-organizational conflict. For each level of conflict, examples and causes are provided. The document also outlines strategies for managing and resolving conflict, including preventing conflict, resolving behavioral conflict through ignoring, smoothing, compromising, forcing, or problem solving, and creating trust to reduce negative conflict.
conflict management
The document discusses conflict from several perspectives:
1) It defines conflict as a struggle between opposing parties and views on an issue. It also defines conflict management.
2) It examines different views on conflict, from traditional views that see it as entirely harmful, to modern views that see some conflict as constructive when resolved productively.
3) It outlines a five-stage model of conflict: potential issues, perception and emotions, intentions, behaviors, and outcomes. It also discusses levels of conflict from individual to organizational.
4) It analyzes causes of conflict including communication issues, competing goals, and interpersonal tensions, as well as styles for managing conflict such as competing, collaborating, and comprom
Unit iv conflict & its mgmt
Conflict arises when one party perceives that another party has negatively affected or will negatively affect something they care about. There are different views on conflict - the traditional view sees it as inherently harmful, while the interactionist view sees it as sometimes positive and necessary for group performance. Conflict can be functional when it improves group goals or dysfunctional when it hinders goals. Sources of conflict include different goals, scarce resources, power struggles, and inconsistent rewards. Strategies to reduce conflict include avoidance, defusion, containment, and confrontation. The conflict process involves potential opposition, cognition/personalization, intentions, behaviors, and outcomes that can be functional like improved decisions or dysfunctional like reduced cooperation.
Justification for managing organisational conflicts
This document discusses the justification for managing organizational conflicts. It identifies key sources of conflict in the workplace like scarce resources, different attitudes, poor communication, and lack of teamwork. Conflicts are usually resolved in the workplace through collective bargaining, negotiation, mediation, or arbitration. Conflict between a boss and subordinate can be managed through collaboration and accommodation. The document provides an in-depth literature review on the causes, types, and strategies for managing and resolving conflicts in organizations.
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Justification for managing organisational conflicts
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Industrial conflicts causes & effects
- 1. industrial CONFLICT Causes & effects Presented by- Ayisha Kowsar A MBA
- 2. WHAT IS CONFLICT? Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. The process in which one party perceives that its interests are being opposed or negatively affected by another party
- 3. INTERNAL: The conflict a person has with themselves. PERSONAL: This is between the person and his closest people. . :Organizational conflicts- conflict in organization FORMS OF CONFLICT
- 4. INDUSTRIAL CONFLICT conflict also occurs in organization because of differing perceptions or goals. Organizational conflicts may be intrapersonal or interpersonal, but they originate in the structure and function of the organization, style of management, rules, policies and procedures give rise to conflict.
- 5. FORMS OF CONFLICT IN THE ORGANİZATION Individual Conflict Interpersonal Conflict Intergroup Organisational Conflicts
- 6. CAUSES OF CONFLICT 1. Vertical conflict: Occurs between hierarchical levels 2. Horizontal conflict: Occurs between persons or groups at the same hierarchical level. 3. Line-staff conflict: Involves disagreements over who has authority and control over specific matters 4. Role conflict: Occurs when the communication of task expectations proves inadequate or upsetting
- 7. 5. Work-flow interdependencies: Occur when people or units are required to cooperate to meet challenging goals. 6. Domain ambiguities: Occurs when individuals or groups are placed in ambiguous situations where it difficult to determine who is responsible for what. 7. Recourse scarcity: When resources are scarce, working relationships are likely to suffer. 8. Power or value asymmetries: Occurs when interdependent people or groups differ substantially from one another in status and influence or in values.
- 8. Task Conflict; relates to the content and goals of the work Relationship Conflict; focuses on interpersonal relationship. Process Conflict ; relates to how the work gets done.
- 9. Sources of Conflict • Economic conflict involves competing motives to attain scarce resources. • Value conflict involves incompatibility in ways of life, ideologies – the preferences. • Power conflict occurs when each party wishes to maintain or maximize the amount of influence.
- 10. Threats to status: Lack of trust: • Status or the social rank of a person in a group, is very important to many individuals. • Every continuing relationship requires some degree of trust—the capacity to depend on each other’s word and actions. Personality Clashes • Not everyone feels, thinks or acts alike. Sources of Interpersonal Conflict
- 11. Ambiguity Intergroup differences Conflict can also arise where there is ambiguity regarding Within an organisation there are set resources that departments must compete for to initiate Interdependencies and shared resources Departments who are in competition for these scarce resources may come into conflict more Sources of Intergroup Conflict
- 12. Levels of Conflict LEVEL1: LEVEL2: LEVEL3: LEVEL4: LEVEL5: Problem to Solve Disagreement Contest Fight / Flight Intractable
- 13. OTHER CAUSES • . Vertical conflict: Occurs between hierarchical levels • 2. Horizontal conflict: Occurs between persons or groups at the same hierarchical level. • 3. Line-staff conflict: Involves disagreements over who has authority and control over specific matters • 4. Role conflict: Occurs when the communication of task expectations proves inadequate or upsettin 1. Vertical conflict: Occurs between hierarchical levels 2. Horizontal conflict: Occurs between persons or groups at the same hierarchical level. 3. Line-staff conflict: Involves disagreements over who has authority and control over specific matters 4. Role conflict: Occurs when the communication of task expectations proves inadequate or upsetting
- 14. EFFECTS/ OUTCOMES Between groups “we-they” attitudes Distorted perceptions Decreased communication
- 15. OTHER EFFECTS OF CONFLICT • Stress • Absenteeism • Staff turnover • De-motivation • Non-productivity
- 16. CONFLICT SIGNS 1. Colleagues not speaking to each other or ignoring each other 2. Contradicting and bad-mouthing one another 3. Deliberately undermining or not co- operating with each other, to the downfall of the team