This document defines organizational conflict as disagreement between individuals or groups within an organization that impacts its functioning. It notes conflicts can arise from mutually exclusive goals. Conflicts are classified as internal, involving personal values, or external, from outside forces. While conflicts can negatively impact satisfaction and trust, they can also promote change when addressed constructively. Common causes of conflicts are unclear expectations, poor communication, misunderstandings, and lack of accountability. The document provides ways to handle conflicts, such as viewing them positively, establishing grievance procedures, addressing underlying issues, and involving all parties in resolution. A six-step approach to conflict resolution is presented emphasizing defining problems, generating solutions, and evaluating outcomes.
Craig treisch - How to manage conflict in organizationsCraig Treisch
organizational conflict is difference between employee and organization. it normal in organization that conflict occur.craig treisch describe type of conflict and how to manage these conflict. craig treisch handle large team which work as complex solution from more than a decade.
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.
The choice and the ability to identify and manage conflict effectively represents a strategic business advantage. By addressing conflict, you can cut costs, make better business decisions and achieve higher performance. With less conflict in your organization you can foster an environment of creative innovation, retain your top performers, strengthen supervisory relationships and keep your teams engaged and openly communicating. Managing conflict is also about managing risk and preventing escalation of deviant behaviors, such as violence, sabotage, and vandalism.
Craig treisch - How to manage conflict in organizationsCraig Treisch
organizational conflict is difference between employee and organization. it normal in organization that conflict occur.craig treisch describe type of conflict and how to manage these conflict. craig treisch handle large team which work as complex solution from more than a decade.
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.
The choice and the ability to identify and manage conflict effectively represents a strategic business advantage. By addressing conflict, you can cut costs, make better business decisions and achieve higher performance. With less conflict in your organization you can foster an environment of creative innovation, retain your top performers, strengthen supervisory relationships and keep your teams engaged and openly communicating. Managing conflict is also about managing risk and preventing escalation of deviant behaviors, such as violence, sabotage, and vandalism.
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 ...
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.
A research report on conflict management inside Grameenphone office. For data source we conducted a face to face interview with employees of Grameenphone. Questionnaire method was used to collect data.
Special Thanks to GRAMEENPHONE!
Please answer the 4 questions at the end please do all of them at th.pdfamarnathmahajansport
Please answer the 4 questions at the end please do all of them at the same time you can't answer
one and leave the other they are related to the same article thank you
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
man.
Presenter’s Name
Country Name
Country Analysis
1
Introduction: Country Name
Rationale
Location and Geography
Insert Map Here
2
Sociocultural Environment
Country Composition
3
Sociocultural Environment
Values and Communication
Business Etiquette
4
Sociocultural Environment: Observation Deck
Business Observations
5
Political-Legal Environment
Government and Ideologies
Corruption
6
Political-Legal Environment
Trade Regulations and Legal Considerations
7
Political-Legal Environment: Observation Deck
Business Observations
8
Economic Measures
Trade
Economic-Infrastructural Environment
9
Economic-Infrastructural Environment
10
Economic-Infrastructural Environment: Observation Deck
Business Observations
11
Final Recommendations
Market Entry Strategies
Cultural Awareness
12
References
13
Conflicts are inevitable in human life. Conflict is a situation between two interdependent
parties that entails the perceived differences that both parties claim to be negative. This may
result in negative strong emotions and certain behaviours may prevail. The consequences of
conflict are two-sided that is it can end up causing death and even destruction. On the other hand,
it may also result in a situation whereby relationships are enhanced and strengthened. Goals and
effectiveness can be achieved because of an incident of disagreement among people. Conflict is
an engine of evolution among human beings which enhances us to grow, learn and progress in
our lives, (Kuster, et.al, 2015). Therefore, conflicts should be managed in a skilled manner to
further their practical potential.
At the workplace, there are several types of conflict: Conflict over the decisions and ideas
in business, boss conflicts with staff, personality clashing at work and even organization
mismanagement of the needs of the staff in general. Employees are likely to express conflict
through insults, bullying, anger and being uncooperative with their colleagues, (Field, 2012).
Workplace conflict is not good for productivity in business and it can harm the operations of the
organization through disruptions of tasks assigned, turnover rates and job terminations can be
experienced from the same and high decreased production rates. Workplace conflict can also
create emotional stress among most parties involved.
Since conflict refers to a process in which one party asserts that their interests are being
opposed by the other party or if they are overstepping, we will discuss the five stages of the
process of conflict. First, the potential to express opposition or incompatibility which is
enhanced through communication and it is also based on personal variables. The second stage
which is cognition and personalization entails the perception of the conflict itself from the
different groups that are involved. Third stage; intentions of handling the conflict are another
crucial ...
Conflict ManagementWoods and King (2010) describe conflict as d.docxdonnajames55
Conflict Management
Woods and King (2010) describe conflict as "differences of opinion", which are natural (p. 224). The causes of conflict listed by Woods and King (2010) can all be broken down to the root of disagreeing. This doesn't mean that the disagreement is a negative, just that there is not an agreement.
What is conflict?
The implication is that conflict is not always negative. Conflict can be beneficial for the organization as well. Since conflict can be both rewarding and harmful, proper conflict management is necessary to be able to recognize the type of conflict, conflict resolution, and uses of conflict. Managers and leader tend to shy away from conflict or seek to minimize conflict because of how it is generally defined and perceived, but conflict can enable innovation and problem solving strategies within an organization. Conflict is thus a constant force and needs to be managed so that benefits are realized, not the harm.
Types of conflict?
If imagining a conflict scenario, we are most likely picturing two people arguing with each other about some topic. Our recent experience at home or work could influence exactly what we picture, whether the actors involved or the actual topic. Conflict is not always between two people. Conflict can be internal, between two people, within a group, between groups, or on a large scale between organizations.
Internal Conflict
Easily recognizable when conflict exist between or among multiple entities, a type of conflict that affects our decision making and not always apparent to those we interact with is internal conflict. This is the result of differences of opinion that an individual has about a topic or focus. The conflict could arise from opposing values, such as comparing your own values to the values of the organization, or when presented with a choice. Recalling our look at Victor Vroom, Vroom laid the groundwork for what would become Cognitive Dissonance Theory, or the presumption that individuals will adapt their behavior or make choices that reduce the feelings of discomfort that result from holding two conflicting beliefs.
An example to provide context can be found when a part-time employee is deciding whether or not to accept a supervisory role within an organization. Opportunities for advancement are generally perceived to be a positive attribute, but the selected employee may not see advancement within the organization as an opportunity or as a beneficial decision. The student seeking to work for income without being burdened by responsibility and a service employee that prefers the income and flexibility of their current role serve as examples of workers that may not be interested in advancement within the organization. Not advancing within the organization is representative of their opinion or attitude that they may construct their employment experience upon. This attitude is the basis for consistency between what the person knows and what the person does. To parti.
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.
Please answer the 4 questions at the end Causes and Outcomes of Co.pdfamarnathmahajansport
Please answer the 4 questions at the end
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
managers compensation may be based on how much money the company saves on transit. In this
case, the goal might be to eliminate ex.
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 ...
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.
A research report on conflict management inside Grameenphone office. For data source we conducted a face to face interview with employees of Grameenphone. Questionnaire method was used to collect data.
Special Thanks to GRAMEENPHONE!
Please answer the 4 questions at the end please do all of them at th.pdfamarnathmahajansport
Please answer the 4 questions at the end please do all of them at the same time you can't answer
one and leave the other they are related to the same article thank you
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
man.
Presenter’s Name
Country Name
Country Analysis
1
Introduction: Country Name
Rationale
Location and Geography
Insert Map Here
2
Sociocultural Environment
Country Composition
3
Sociocultural Environment
Values and Communication
Business Etiquette
4
Sociocultural Environment: Observation Deck
Business Observations
5
Political-Legal Environment
Government and Ideologies
Corruption
6
Political-Legal Environment
Trade Regulations and Legal Considerations
7
Political-Legal Environment: Observation Deck
Business Observations
8
Economic Measures
Trade
Economic-Infrastructural Environment
9
Economic-Infrastructural Environment
10
Economic-Infrastructural Environment: Observation Deck
Business Observations
11
Final Recommendations
Market Entry Strategies
Cultural Awareness
12
References
13
Conflicts are inevitable in human life. Conflict is a situation between two interdependent
parties that entails the perceived differences that both parties claim to be negative. This may
result in negative strong emotions and certain behaviours may prevail. The consequences of
conflict are two-sided that is it can end up causing death and even destruction. On the other hand,
it may also result in a situation whereby relationships are enhanced and strengthened. Goals and
effectiveness can be achieved because of an incident of disagreement among people. Conflict is
an engine of evolution among human beings which enhances us to grow, learn and progress in
our lives, (Kuster, et.al, 2015). Therefore, conflicts should be managed in a skilled manner to
further their practical potential.
At the workplace, there are several types of conflict: Conflict over the decisions and ideas
in business, boss conflicts with staff, personality clashing at work and even organization
mismanagement of the needs of the staff in general. Employees are likely to express conflict
through insults, bullying, anger and being uncooperative with their colleagues, (Field, 2012).
Workplace conflict is not good for productivity in business and it can harm the operations of the
organization through disruptions of tasks assigned, turnover rates and job terminations can be
experienced from the same and high decreased production rates. Workplace conflict can also
create emotional stress among most parties involved.
Since conflict refers to a process in which one party asserts that their interests are being
opposed by the other party or if they are overstepping, we will discuss the five stages of the
process of conflict. First, the potential to express opposition or incompatibility which is
enhanced through communication and it is also based on personal variables. The second stage
which is cognition and personalization entails the perception of the conflict itself from the
different groups that are involved. Third stage; intentions of handling the conflict are another
crucial ...
Conflict ManagementWoods and King (2010) describe conflict as d.docxdonnajames55
Conflict Management
Woods and King (2010) describe conflict as "differences of opinion", which are natural (p. 224). The causes of conflict listed by Woods and King (2010) can all be broken down to the root of disagreeing. This doesn't mean that the disagreement is a negative, just that there is not an agreement.
What is conflict?
The implication is that conflict is not always negative. Conflict can be beneficial for the organization as well. Since conflict can be both rewarding and harmful, proper conflict management is necessary to be able to recognize the type of conflict, conflict resolution, and uses of conflict. Managers and leader tend to shy away from conflict or seek to minimize conflict because of how it is generally defined and perceived, but conflict can enable innovation and problem solving strategies within an organization. Conflict is thus a constant force and needs to be managed so that benefits are realized, not the harm.
Types of conflict?
If imagining a conflict scenario, we are most likely picturing two people arguing with each other about some topic. Our recent experience at home or work could influence exactly what we picture, whether the actors involved or the actual topic. Conflict is not always between two people. Conflict can be internal, between two people, within a group, between groups, or on a large scale between organizations.
Internal Conflict
Easily recognizable when conflict exist between or among multiple entities, a type of conflict that affects our decision making and not always apparent to those we interact with is internal conflict. This is the result of differences of opinion that an individual has about a topic or focus. The conflict could arise from opposing values, such as comparing your own values to the values of the organization, or when presented with a choice. Recalling our look at Victor Vroom, Vroom laid the groundwork for what would become Cognitive Dissonance Theory, or the presumption that individuals will adapt their behavior or make choices that reduce the feelings of discomfort that result from holding two conflicting beliefs.
An example to provide context can be found when a part-time employee is deciding whether or not to accept a supervisory role within an organization. Opportunities for advancement are generally perceived to be a positive attribute, but the selected employee may not see advancement within the organization as an opportunity or as a beneficial decision. The student seeking to work for income without being burdened by responsibility and a service employee that prefers the income and flexibility of their current role serve as examples of workers that may not be interested in advancement within the organization. Not advancing within the organization is representative of their opinion or attitude that they may construct their employment experience upon. This attitude is the basis for consistency between what the person knows and what the person does. To parti.
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.
Please answer the 4 questions at the end Causes and Outcomes of Co.pdfamarnathmahajansport
Please answer the 4 questions at the end
Causes and Outcomes of Conflict
There are many potential root causes of conflict at work. Well go over six of them here.
Remember, anything that leads to a disagreement can be a cause of conflict. Although conflict is
common to organizations, some organizations have more than others.
Causes of Conflict
Organizational Structure
Conflict tends to take different forms, depending on the organizational structure. For example, if
a company uses a matrix structure as its organizational form, it will have decisional conflict built
in, because the structure specifies that each employee report to two bosses. For example, the
multinational power company with headquarters in Switzerland, ABB Ltd. is organized around
the world in a matrix structure based on the dimensions of country and industry. This structure
can lead to confusion as the companys 147,000 employees are divided across 100 countries into
four global divisions, with each division focusing on different industries and products.
Limited Resources
Resources such as money, time, and equipment are often scarce. Competition among people or
departments for limited resources is a frequent cause for conflict. For example, cutting-edge
laptops and other devices are expensive resources that may be allocated to employees on a need-
to-have basis in some companies. When a group of employees have access to such resources
while others do not, conflict may arise among employees or between employees and
management. While technical employees may feel that these devices are crucial to their
productivity, employees with customer contact such as sales representatives may make the point
that these devices are important for them to make a good impression to clients. Because
important resources are often limited, this is one source of conflict many companies have to live
with.
Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment of your goal
requires reliance on others to perform their tasks. For example, if youre tasked with creating
advertising for your product, youre dependent on the creative team to design the words and
layout, the photographer or videographer to create the visuals, the media buyer to purchase the
advertising space, and so on. The completion of your goal (airing or publishing your ad) is
dependent on others.
Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within
an organization, incompatible goals often arise because of the different ways department
managers are compensated. For example, a sales managers bonus may be tied to how many sales
are made for the company. As a result, the individual might be tempted to offer customers
freebies such as expedited delivery in order to make the sale. In contrast, a transportation
managers compensation may be based on how much money the company saves on transit. In this
case, the goal might be to eliminate ex.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2. Definition
Disagreement between individuals or groups
within an organization, that may have an impact on
the overall functioning of the organization.
E.G. :- Workers advocate for higher pay and the
business owner or management wants pay levels
to remain the same.
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3. Nature of Conflict
Conflict arises out of mutually exclusive goals
Conflict is different from Competition
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4. Types of Conflict
Organizational conflict can be classified into two
distinct categories : -
Internal
External
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5. Internal Conflict
Internal conflict is personal to the person
involved. This type of conflict takes place within
the person.
It can surface when a person’s values or morals
are tested or otherwise compromised.
Internal conflict can greatly impact the person’s
performance level.
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6. External Conflict
External conflict is observed in outside forces that
cause struggle for the person, such as an
unhappy customer or an unruly supplier.
External conflict can also be caused when the
management style of the business owner does
not set well with the employees of the
organization.
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7. Outcomes - Positive
In a different view, organizational conflict represents
an opportunity for productive change.
The use of effective communication lies at the heart
of this view.
The simple act of acknowledging and seeking
solutions to organizational conflicts can defuse them
and draw employees into a stronger relationship with
the business.
It can also encourage an adaptable organization that
copes efficiently with the rapid changes faced by
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8. Outcomes - Negative
Conflicts cause stress, which reduces worker
satisfaction.
This diminished satisfaction can lead to
increases in absenteeism and turnover.
Conflict can also diminish trust in supervisors
and fellow employees, which can slow or stop
progress on projects.
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10. Causes for Conflicts
Managerial Expectations
It is the job of an employee to meet the
expectations of his manager, but if those
expectations are misunderstood, conflict can
arise.
Managers need to spend time clearly
communicating their goals to employees and then
confirming those goals in writing.
A manager should also encourage his/her
employees to ask questions about their goals,
and hold regular meetings to discuss the goals
and how best to reach them.
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11. Causes for Conflicts
Breakdown in Communication
If a department requires information from another
department in order to do its job, and the second
department does not respond to the request for
information, a conflict can arise.
Some interdepartmental disagreements might
trigger a nonresponsive attitude that can quickly
become an internal conflict.
When people or departments are late in
responding to information requests, or they are
withholding information on purpose, it is best to
address the situation immediately with a personal
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12. Causes for Conflicts
Misunderstanding the Information
One person may misunderstand information, and
that can trigger a series of conflicts.
In order to deal with this kind of situation, it is best
to have the person admit her misunderstanding
and work with the affected parties to remedy the
situation.
For example, if the production manager
misunderstands the product manufacturing goals,
then the sales manager may not have enough
product to sell.
Taking responsibility for a mistake can quickly
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13. Causes for Conflicts
Lack of Accountability
Organizational conflict might arise from
frustration. One source of frustration is a lack of
accountability.
If something has gone wrong, and no one is
willing to take responsibility for the problem, this
lack of accountability can start to permeate
throughout the entire company until the issue is
resolved.
One way to combat a lack of accountability is to
have anyone who comes into contact with a
document sign his name to it and include the
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14. Ways to handle Conflicts
Conflict is inevitable in small businesses. Conflict
can arise
from a variety of sources, and between supervisors
and
subordinates, between co-workers, and between
employees and
customers.
Managers and organizations can choose to see
conflict as inherently negative, acting to suppress it
at every
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15. Ways to handle Conflicts
Positive Perspective
Accept conflict as a natural growth process and
influence your company culture to view
constructive conflict positively.
Conflict can be an asset to your small business if
it is handled properly. It can help your
organization to learn from its mistakes and
identify areas of needed improvement.
Innovation can be inspired from creative solutions
to internal or external conflicts, and new ways of
thinking can emerge.
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16. Ways to handle Conflicts
Grievance Procedure
Create a formal grievance procedure for all
employees.
Let employees at all levels of your organization
know that their voices will always be heard, and
respond promptly and reasonably to employees
issues.
This can prevent bad feelings from festering and
growing into resentment and bitterness. Conflict
is best handled quickly and openly.
If your company culture is sufficiently friendly
toward constructive conflict, your staff should see
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17. Ways to handle Conflicts
Get to the Cause
Focus on deep-rooted causes rather than
superficial effects when assessing conflicts.
Parties to a conflict often claim to have issues
with the behavior of co-workers or the outcome of
company policies and work procedures, but these
issues are likely being caused by something
deeper.
Attempting to resolve the conflict by addressing
surface issues will rarely create meaningful
change or lasting solutions.
Look deeper to address the reasons that
incidents occur.
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18. Ways to handle Conflicts
As an example, if a supervisor finds himself
constantly in
conflict with a loyal employee due to falling
productivity levels,
the supervisor may naturally want to address the
employees’
behavior head-on.
Upon closer analysis, however, the supervisor
may realize
that the employee has been increasingly
dissatisfied with his job
ever since last year’s disappointing performance
18 Organizational Conflict Presentation 11/13/2013
19. Ways to handle Conflicts
Equal Voices
Give all parties of a conflict an equal voice,
regardless of their position, length of service or
political influence.
Conflict participants can become defensive if they
feel they are being marginalized or are going
through a process leading to a predetermined
outcome.
It can be tempting to take the word of managers
over front-line employees, or to take the word of a
loyal employee over a new employee, but
remember that your most trusted associates are
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20. Ways to handle Conflicts
Resolution Participation
Involve all parties, if possible, when drafting
conflict resolutions.
The theory of Management By Objectives (MBO)
states that employees are generally more
committed to goals that they have helped to
create.
The same holds true for conflict resolutions.
There is more than one side to every conflict, and
all sides should benefit from conflict resolution.
Seek resolutions that will prevent the conflict from
occurring again, rather than simply delaying a
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21. Conflict Resolution
The ideal method for resolving problems and
making difficult
decisions involves two steps, a magic formula that
is guaranteed
to work. In fact, it’s never failed when applied
correctly. Here it
is:
Define the problem
Decide how to solve it
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22. Conflict Resolution
Step 1: Defining the problem: Exchange “I”
messages”
Verbalize other person’s position if he cannot do
so himself
Actively listen as feelings come
Take time
It may be necessary to send more accurate “I
messages” if motivation lags.
Be sure the other person understands your
commitment to finding a solution acceptable to
both.
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23. Conflict Resolution
Step 2: Generating possible solutions
(brainstorming)
Think divergently
Ask the other person to suggest solutions first
Avoid all evaluation for now
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24. Conflict Resolution
Step 3: Evaluating the various solutions
Honestly and reality are now important
Actively listen and genuinely consider the other
person’s
preferences
One solution to make sure you both understand
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25. Conflict Resolution
Step 4: Deciding on a mutually acceptable
solution
Be careful not to push your solution
When close to agreement, state the tentative
Solution to make sure you both understands
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26. Conflict Resolution
Step 5: Implementing the solution
Decide who will do what and when
Trust the other person to do his part rather than
talk about failure contingencies
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27. Conflict Resolution
Step 6: Evaluating the solution
All decisions are open to modification or repeal,
but not unilaterally
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