The aim of this study is to unfold the research findings through a synthesis of literature on conflict management and organizational performance. Conflict means a clash of opinions in the simplest term. It is clear that the clash of opinions will be everywhere if the human is there and this will cause conflicts. This study has incorporated the clear concept of conflict, organizational conflict, conflict management and the organizational performance. Moreover, this research work has tried to emphasize on the importance of the issue of conflict in the organization by focusing on nature, types, causes, process, several styles, as well as models of the conflicts. A large number of studies collected from various sources and then synthesized. The literature collected provided three approaches, traditional approach, behavioral approach, and interactionist approach. The researchers showed that two common types of conflicts, vertical and horizontal are faced by the managers in the organizations. Vertical conflict is observed in groups while horizontal occurs between persons at the similar level. Besides, researches have incorporated more types of conflicts, such as affective conflict, substantive conflict, conflict of interest, conflict of values, goal conflict, realistic conflict vs. nonrealistic conflict, institutionalized vs. non-institutionalized conflict, retributive conflict, misattributed conflict, displaced conflict etc. From the synthesis of the previous articles, it is understood that if conflict handled or managed exactly will increase the performance and productivity of the organization while poor conflict management has a negative phenomenon. This article noted that it may be a good habit to see conflict as a process not to look at the conflicting parties. This study has extracted a theoretical model of organizational conflict which comprises with specifically interpersonal, intragroup, and intergroup conflicts. Scholars in this field think that this theoretical model will enable an organizational interventionist to manage conflict effectively. The study also has observed that there is a significant relationship between conflict management styles (collective bargaining, compromise and accommodation) and organizational performance. The nature of this relation has indicated that when conflict is within the control and at an optimum level the organizational performance is the highest. Non-integrative conflict management strategies (competition, domination, and avoidance) had a negative effect on organizational performance. Finally, this study concluded that conflict was an unavoidable phenomenon in organizational life and it could contribute to or detract from organizational performance depending on the conflict management methods adopted in the workplace.
Key words: conflict, management, organizational, performance, literature
The aim of this study is to unfold the research findings through a synthesis of literature on conflict management and organizational performance. Conflict means a clash of opinions in the simplest term. It is clear that the clash of opinions will be everywhere if the human is there and this will cause conflicts. This study has incorporated the clear concept of conflict, organizational conflict, conflict management and the organizational performance. Moreover, this research work has tried to emphasize on the importance of the issue of conflict in the organization by focusing on nature, types, causes, process, several styles, as well as models of the conflicts. A large number of studies collected from various sources and then synthesized. The literature collected provided three approaches, traditional approach, behavioral approach, and interactionist approach. The researchers showed that two common types of conflicts, vertical and horizontal are faced by the managers in the organizations. Vertical conflict is observed in groups while horizontal occurs between persons at the similar level. Besides, researches have incorporated more types of conflicts, such as affective conflict, substantive conflict, conflict of interest, conflict of values, goal conflict, realistic conflict vs. nonrealistic conflict, institutionalized vs. non-institutionalized conflict, retributive conflict, misattributed conflict, displaced conflict etc. From the synthesis of the previous articles, it is understood that if conflict handled or managed exactly will increase the performance and productivity of the organization while poor conflict management has a negative phenomenon. This article noted that it may be a good habit to see conflict as a process not to look at the conflicting parties. This study has extracted a theoretical model of organizational conflict which comprises with specifically interpersonal, intragroup, and intergroup conflicts. Scholars in this field think that this theoretical model will enable an organizational interventionist to manage conflict effectively. The study also has observed that there is a significant relationship between conflict management styles (collective bargaining, compromise and accommodation) and organizational performance. The nature of this relation has indicated that when conflict is within the control and at an optimum level the organizational performance is the highest. Non-integrative conflict management strategies (competition, domination, and avoidance) had a negative effect on organizational performance. Finally, this study concluded that conflict was an unavoidable phenomenon in organizational life and it could contribute to or detract from organizational performance depending on the conflict management methods adopted in the workplace.
Key words: conflict, management, organizational, performance, literature
Conflict
nature
Functional vs Dysfunctional
Positive Consequences of conflict
Negative Consequences of conflict
Stages
Conflict and performance
Type of conflict
Intra Individual conflict
Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
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.
Conflict
nature
Functional vs Dysfunctional
Positive Consequences of conflict
Negative Consequences of conflict
Stages
Conflict and performance
Type of conflict
Intra Individual conflict
Inter personal conflict
inter group conflict
Organizational conflict
Conflict Management conflict
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.
Training Slides of Negotiation & Conflict Management in Organization, discussing the importance of Negotiation Skills.
Some Key-Points:
- Stages of Negotiation
- Approaches to Negotiation
- The Five Communication Styles
For further information regarding the course, please contact:
info@asia-masters.com
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
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.
Acorn Recovery: Restore IT infra within minutesIP ServerOne
Introducing Acorn Recovery as a Service, a simple, fast, and secure managed disaster recovery (DRaaS) by IP ServerOne. A DR solution that helps restore your IT infra within minutes.
0x01 - Newton's Third Law: Static vs. Dynamic AbusersOWASP Beja
f you offer a service on the web, odds are that someone will abuse it. Be it an API, a SaaS, a PaaS, or even a static website, someone somewhere will try to figure out a way to use it to their own needs. In this talk we'll compare measures that are effective against static attackers and how to battle a dynamic attacker who adapts to your counter-measures.
About the Speaker
===============
Diogo Sousa, Engineering Manager @ Canonical
An opinionated individual with an interest in cryptography and its intersection with secure software development.
Have you ever wondered how search works while visiting an e-commerce site, internal website, or searching through other types of online resources? Look no further than this informative session on the ways that taxonomies help end-users navigate the internet! Hear from taxonomists and other information professionals who have first-hand experience creating and working with taxonomies that aid in navigation, search, and discovery across a range of disciplines.
This presentation by Morris Kleiner (University of Minnesota), was made during the discussion “Competition and Regulation in Professions and Occupations” held at the Working Party No. 2 on Competition and Regulation on 10 June 2024. More papers and presentations on the topic can be found out at oe.cd/crps.
This presentation was uploaded with the author’s consent.
Sharpen existing tools or get a new toolbox? Contemporary cluster initiatives...Orkestra
UIIN Conference, Madrid, 27-29 May 2024
James Wilson, Orkestra and Deusto Business School
Emily Wise, Lund University
Madeline Smith, The Glasgow School of Art
This presentation, created by Syed Faiz ul Hassan, explores the profound influence of media on public perception and behavior. It delves into the evolution of media from oral traditions to modern digital and social media platforms. Key topics include the role of media in information propagation, socialization, crisis awareness, globalization, and education. The presentation also examines media influence through agenda setting, propaganda, and manipulative techniques used by advertisers and marketers. Furthermore, it highlights the impact of surveillance enabled by media technologies on personal behavior and preferences. Through this comprehensive overview, the presentation aims to shed light on how media shapes collective consciousness and public opinion.
Getting started with Amazon Bedrock Studio and Control Tower
Mcp1 2
1. PRESENTATION
ON
CONFLICT AND STRESS
MANAGEMENT
SUBMITTED TO SUBMITTED BY
Dr. S.K. SRIVASTAVA SIR, ANKITA SRIVASTASVA
Faculty of Institute of Business Mgm. HRISHIKESH PANDEY
C.S.J.M. University, Kanpur RAVIKANT
SHIVAM SINGH
SONALI MISHRA
1
2. CONTENT
1. CONCEPT OF CONFLICT
2. CONFLICT MANAGEMENT
3. STEP TO ANALYZE CONFLICT
4. CLASSIFICATION
5. INDIVIDUAL LEVEL CONFLICT
6. INTER PESONAL CONFLICT
7. CAUSES OF INTER PERSONAL CONFLICT
8. STRATEGIES OF MANAGING CONFLICT
9. SUMMARY
3. CONCEPT OF CONFLICT
The Webster’s dictionary defines conflict as “ A battle contest of opposing
forces , discord , antagonism existing between primitive desires , instants and
moral , religious or ethical ideas.
Conflict occurs when two or more people or organizations disagree
because their needs , wants , goals or values are different.
Many people think of conflict as negative but conflict can be both
positive and negative.
4. Conflict is negative when it :-
• Takes attention away from their activities.
• Damages the spirit of the team or an individual.
• Divides people or groups focus on their differences.
• Leads to harmful behavior , like fighting or name calling
Conflict is positive when :-
Clear up important problems or issues
Brings about solutions to problem.
Gets everyone involved in solving issues.
Causes real communication.
Release emotion , anxiety , and stress in a positive way.
Helps people learn more about each other and cooperate develops
understanding and skills.
5. CONFLICT MANAGEMENT
Conflict management is what we are doing when we identify and deal with
conflict in a reasonable manner.
There are some proven strategies that you can use to help resolve conflict
within your groups.
Conflict management in U.S.A. describes five popular styles
Collaborating
Why should I collaborate ?
A collaborator’s attitude ?
When should I collaborate ?
When should I choose another method ?
6. Compromising
Why should I compromise ?
A compromiser’s attitude ?
When should I compromise ?
When should I choose another method ?
Accommodation
Why should I accommodate ?
A accommodator’s attitude ?
When should I accommodate ?
When should I choose another method ?
Competing
Why should I compete ?
A competitor’s attitude ?
When should I compete?
When should I choose another method ?
7. Avoiding
Why should I avoid ?
A avoider’s attitude ?
When should I avoid ?
When should I choose another method ?
8. Step to analyze the conflict
1 Analyze the conflict
2. Determine your management strategy
3. Pre-negotiation
4. Negotiation
5. Post- negotiation
6. Reflection
9. 1. Analyze of conflict- Don’t be afraid to ask questions of everyone involved.
take in answers of variety of sources and gain as information as you can.
2. Determine your management strategy- When you understand the basis of
conflict and everyone involved you will need to develop a plan to manage
the conflict.
3. Pre-negotiation - Step must be taken for discussion begins .
1. Someone has to start the conversation. If neither party is willing to do so ,
bring in an outsider who will remain neutral to begin discussions.
2. Everyone must be ready to come to the table , to work together and resolve
issues.
3. The group must be agree on rules for the discussion and be organized.
4. Everyone at the table must agree on what information is put on the table ,
relevant to the conflict , and how the group will get answers to question.
10. Negotiation - Negotiations should be discussions that include :-
1. Reasons , needs , concerns , and motivation for differing positions.
2. Current options.
3. Evolution of all current options.
4. Written agreement that document what everyone understands.
5. Make sure everyone is on the same page and understands the expectations.
Post-negotiation- once negotiation is completed, the group should take the
action they decided upon-
1. Individual get support from outside parties where may have involve in
some way.
2. Communication and working together should continue though out this
process.
11. Classification Of Business Conflict
Individual level conflict
Goal conflict Role conflict
Interpersonal conflict
Vertical conflict Horizontal conflict
Intergroup conflict
12. Individual level conflict
Goal conflict- Goal conflict occurs at individual level when an individual
forces the problem of choosing among two or more goals, which are mutually
competing in some way.
Approach-approach conflict :- this conflict arises when person faces the
problem of selecting among two or more equally attractive goals.
Approach-avoidance conflict :- this conflict arises when person has an
alternative which has both positive and negative aspects.
Avoidance- Avoidance conflict :- this conflict arises when a person has to
choose between two mutually exclusive goals.
13. Role conflict
Role conflict occurs when expectation of a role are materially different or
opposite from the behaviors anticipated by the person in that role.
Reason for role conflict
1. Role ambiguity :- It occurs when an individual is not clear regarding his
job , duties , and responsibilities
2. Organizational position :- it also affect the role ambiguity and
consequently role conflict
3. Personal characteristics :- Role conflict may also arise because of
personal characteristics.
14. Interpersonal conflict
In an organizational setting there may be several form of interpersonal
conflicts and they are divided in two part-
1. Vertical conflict
2. Horizontal conflict
Vertical conflict-It is also known as hierarchical conflict arises b/w superior
and subordinates.
It arises because superior attempts to control the behavior of his
subordinates and subordinates resist such control.
Horizontal conflict- Horizontal conflict at interpersonal level is among the
person at the same hierarchical level in the same function or in different
functions.
15. Cause of interpersonal conflict
1. Nature of person
2. Ego states
3. Value systems
4. Socio-cultural factors
5. Situational variables
6. Interest conflict
7. Role ambiguity
16. Strategies for managing conflict
Denial or avoidance :- With this approach individual attempt to reduce or get
rid of the conflict by denying it existence.
Suppression :- We all get along here “we run a happy ship” don’t rock the boat
and nice people don’t fight are the voices of suppression
Power or dominance :- Power is often used to settle differences. The source of
power may be physical or rested by authority or position.
Third party interventions :- Using this strategy requires a third person that is
unbiased and is not taking side to support either party in conflict.
.
17. Compromise or negotiation :- It is often regarded as virtues in out culture .
Compromise is an agreement b/w parties about what each should give or
get in a particular situation.
Integration or collaboration :- this approach requires all parties in a conflict
situation to recognize the legitimate abilities and expertise of each other
in the process of resolution.
18. Summary
The item conflict was originally defined as “striking at another” to
fight with an enemy or do battle with opposing forces.
there are three level of conflict .
Level one: interpersonal conflict is an experience that take place within the
individual.
Level two : interpersonal conflict is experienced b/w individuals in the same
location. Ex. – co worker , team members , roommates
Level three :- intergroup conflict is defined as conflict between groups in the
same organization or command.
19. STRESS MANAGEMENT
Content
1) Introduction of concept.
2) Definition and classification.
3) Causes of stress
4) Sources of stress.
5) Managing stress at workplace.
6) The nature of stress.
7) The stress process.
8) Distress and estruses.
9) Hardiness and optimism.
10) Summary
20. Introduction
Stress can be explained basically as pressure upon a person’s psychological
system which arise out of complexity of one’s work life. Stress can be manifest
itself both positive and negative way.
Further stress is a situation where a person is not in his normal stage or
he is not satisfied with his life. In other words when demand of a person from
environment are more and his output is less because of his failure , suffers from
anxiety and stress. When a person is not able to cope with environment and can
not maintain proper balance then person is in stress.
Stress has been defined as physical , mental , and emotional. In modern
day life stress is a part and parcel of our life. At the same time it should not
exceed the capacity of an individual to handle it. If it exceed in proportion to
person’s abilities to cope with it. It would cause mental and physical imbalance
in the person. Therefore a major challenge for everyone today is to make stress
work for you as a productive force rather than as a alternate which can cause
imbalance in an individual.
21. Definition
The concept of stress denotes physical and mental revelation to prevailing
within the mental environment of human being. Stress is an neutral phenomena
where distress has negative connotation.
Classification of stress
Low stress
Optimum stress
High stress
22. Causes of stress
1. Organizational stressors :-
Task demands
Physical demands
Role demands
Interpersonal demands.
2. Life stressors :-
Life change
Life trauma
Burn-out .
23. Organizational stressors
Task demand- Task demand are stressors associated with the specific job a
person performs some occupation are by nature more stressful than other .
Physical demands- The physical demand of a job are its physical requirement
on the worker , these demands are a function of the physical characteristics of
the setting and physical tasks the job involves
Interpersonal demands- a final set of organizational stressors consists of three
interpersonal demands. Group pressure , leadership and interpersonal conflict.
Role demand- A role is set of expected behaviors associated with a particular
position in a group or organization. As such , it has both formal and informal
requirements. People in an organization or work group expert a person in
particular role to act in certain way.
24. Role conflict- role conflict occurs when the massage na cues from others about
the role are clear but contradictory or mutually exclusive . One common form is
inter role conflict – conflict between role .
25. Life stressors
Life change- Any meaningful change in a person’s personal or work situation ,
Homes and other reasons that major changes in a person’s life can lead to stress
and eventually to disease.
Life trauma- Life trauma is similar to life change , but it has a narrower , more
direct and shorter item focus .
A life trauma is any up happening in an individual’s life in alters his or
her attitudes , emotions or behavior.
26. MANAGING STRESS AT WORK PLACE
1. Exercise
2. Time management
3. Support groups
4. Meditation
5. Role management
6. Collateral programs
7. Institutional programs
8. Relaxation
9. Organizational coping strategies
27. Sources of stress
Stress and strain exert serious pressure , both mental and physical , upon the
business executives. The pressure for stress and strain is emerging owing to
various factors and these are:-
1. harassment at work place :- on of the usual allegation leading to mental
stress is arising out of gender variation in work place. There are various job
that are dominated by male folk such as management and the female
occupation such as secretarial work.
2. Uncertainties and changes in future :- the business enterprises under
W.T.O regime have been exposed to a hang in balance situation where no
body can predict accurately as to what is stored in future.
3. Effectiveness vs. efficiency :- effectiveness denotes accomplishment of
goals and objectives while efficiency hints at cost reduction. A work may
be accomplished with hundred percent efficiency but even the objectives or
target could not be achieved , their such efficiency becomes meaningless .
28. 4. Role analysis technique (RAT) :- stress evolution role analysis , role
classification, role identification and role to be performed bye an employee
is a process of stress management.
29. The nature of stress
Many people think of stress as a simple problem. In realty, however stress is
complex and often misunderstood. To learn how job stress truly works , we
must first defined in many ways , and describe the process through when it
develops.
1. First is the nature of adoption .
2. Role of stimulus .
3. Stress can be either physical or psychological .
The stress process
The GAS – general adoption syndrome begins when a person first encounters a
stressor . The first stage is called “ alarm” at this point, the person may feel
some degree of panic and begins to wonder how to cope . The individual may
also have to resolve a “fight or flight” with a question . Can I deal with this, or
should I run away ?
30. Distress and Eustress
Sources of stress need not to be bad always. For Ex:- receiving a bonus and
then deciding what to do with the money can be stressful. So man getting a
promotion, recognition, getting married and similar “good” things. This type of
stress called EUSTRESS. Of course, there is also negative stress, called
DISTRESS.
Hardiness and optimism
Hardiness is person ability to cope with stress. People with hardy personalities
have an internal focus of control are strongly committed to the activities in
their lives and view change an opportunity for advancement and growth .
Optimism is the extent to which person sees life in positive or negative terms.
A popular expression use to convey this idea concerns the glass half filled with
water . Optimism is also related to positive and negative affectivity .
In general optimistic people tend to handle stress better.
31. Effects of stress
individual effects
Behavioral effects
Psychological effects
Medical effects
Organizational effect
Individual effects- The individual effects of stress, then are the outcomes that
mainly affect the individual. The organization also may suffer , either directly
or indirectly. But it is the individual who pays the real price. Stress may
produce behavioral, psychological and medical effects.
Behavioral effects- The behavioral effect of stress may harm the person under
stress or other one such behavior is smoking . Research has clearly documented
that people who smokes lend to smoke more then they experience stress .
There is also evidence that alcohol and drug abuse are linked to stress . Other
behavioral consequences are violence and appetite difficulties.
32. Psychological effects- The psychological effects of stress related to a person’s
mental health and well being. When people experience too much stress at work,
they may become depressed or find themselves sleeping too much or not
enough. Stress may also lead to forming problems and sexual difficulties.
Organizational effects-
1. Performance:- stress decline the performance of individual. Working
relationships as people becomes irritable and hard to get along with.
2. Withdrawal:- withdrawal behavior also result of stress. Stress can also
produce other, more subtle form of withdrawal.
3. Attitudes:- another direct effect of employees relate to attitudes. As a
result people may be more borne to complain about unimportant things , do
only enough work to get by and so forth.
4. Burn-out:- burn-out is another effect of stress , has clear implications for
both people and organizations. Born-out is a general feeling of exhaustion
that develop when a person simultaneously experiences too much pressure
and has too few sources of satisfaction.
33. Summary
Stress is a person’s adaptive response to a stimulus that places excessive
psychological or physical demands on that person.
The three stages of response to stress are alarm, resistance and exhaustion.
Two important form of stress are eustress and distress.
Stress can be caused by many factors. Major organizational stressors are task
demands, physical demands, role demands, and interpersonal demands.
Life stress include life trauma and life change.
Stress has many effects. Individual effects can include behavioral,
psychological and medical problems. On the organizational level, stress can
effects performance and attitudes or cause withdrawal. Burn-out is another
possibility.
People have numerous dimensions to their work and personal lives, when these
dimensions are interrelated, individuals must decide for themselves which are
more important and how to balance them.