1) Organizational conflict management involves resolving disputes to minimize negative results and prioritize positive outcomes among employees. There are five approaches: accommodation, compromise, avoidance, competition, and collaboration. 2) Organizational culture encompasses shared norms, values, and assumptions that provide stability. The four main culture types are clan, adhocracy, market, and hierarchy. 3) A learning culture encourages continuous skill development and innovation through systems thinking, personal mastery, shared vision, mental models, and team learning. Culture is maintained through attraction-selection-attrition, leadership, rewards, and onboarding.

1. ORGANISATIONAL CONFLICT
MANAGEMENT
Organizational Conflict management is the process by
which disputes are resolved, where negative results are
minimized, and positive results are prioritized in the
organization amongst employees.
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• Conflict management, when done properly, can even increase
the organizational learning of an organization through the
questions asked during the process.
• Because Conflict can occur in any organization when
employees with different backgrounds and priorities work
together.

3. APPROCHES TO CONFLICT
MANAGEMENT :
There are five different approaches to conflict management and the situations they
are most appropriate for.
1. Accommodation :
● The accommodation approach is generally used when one party is willing to forfeit their
position.
● The accommodating style is one of the most passive conflict resolution methods. One of
the individuals gives in so that the other person can get what they want.
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2. Compromise :
• With the compromising approach, each person gives up something that
contributes towards conflict resolution.
• This style is appropriate when:
o The issue is trivial
o The conflict will resolve itself on its own
soon.
3. Avoidance :
• Avoiding is another passive approach that is
typically not effective, but it has its uses.
• People who use this style tend to accept
decisions without question, avoid confrontation,
and delegate difficult decisions and tasks.

5. 4. Competition :
● A competitive conflict management style best fits the
opinionated individuals.
● With a competitive approach, the person who takes the
firmest stand wins.
5. Collaboration :
● In the collaborative approach, the manager works with
the people involved to develop a win-win solution.
● One side might feel they've compromised too much and
be unwilling to engage this type of conflict
management in the future.
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6. ORGANISATIONAL CULTURE
Organizational culture can be defined as the group norms, values, beliefs
and assumptions practiced in an organization. It brings stability and
control within the firm. The organization is more stable, and its objective
can be understood more clearly.
● The concept of culture is particularly
important when attempting to manage
organization-wide change.
● Organizational culture is the
personality of the organization.
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7. TYPES OF ORGANISATIONAL
CULTURE
1. CLAN CULTURE :
Clan cultures boast high rates of employee engagement, and happy
employees make for happy customers.
2. ADHOCRACY CULTURE :
● An adhocracy culture contributes to high
profit margins and notoriety.
● Employees stay motivated with the goal of
breaking the mold.
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3. MARKET CULTURE :
Companies that boast market cultures are profitable and successful.
Because the entire organization is externally focused, there’s a key
objective employees can get behind and work toward.
4. HIERARCHY CULTURE :
With internal organization as a priority, hierarchy cultures have clear
direction. There are well-defined processes that cater to the company’s
main objectives.

9. LEARNING ORGANISATIONAL
CULTURE
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A learning organization culture is a corporate framework in which
employees are not only allowed to continue expanding their
knowledge, skills, and opportunities to innovate, but encouraged
to do so.
It includes five dimensions (also called pillars).
1. Systems thinking:
Recognizing your organization as a system of smaller complex
systems by taking time to understand the whole as well as each
component.

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2. Personal mastery:
Giving employees the means to become masters of their
domain through continued education and skill-building
opportunities.
3. Mental models:
Acknowledging the assumptions and
generalizations that influence your
decision-making and setting them
aside to make room for progress and
new ideas.

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4. Building a shared vision :
Using dialogue, enthusiasm, and
commitment to drive action rather than
dictating without context. (One way to
achieve this is through storytelling.)
5. Team learning :
Using collaboration and mutual
creativity rather than groupthink to
achieve goals.

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Organizational Culture is maintained through attraction-selection-attrition,
new employee onboarding, leadership, and organizational reward systems.
● The early values of a company’s culture exert
influence over its future values.
● Organizational culture determines what types of
people are hired by an organization and what types
of people are left out.
MAINTAINING ORGANIZATIONAL
CULTURE

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1. Attraction-Selection-Attrition :
Organizational culture is maintained through a process
known as attraction-selection-attrition (ASA).
First, employees are attracted to organizations where
they will fit in. Someone who has a competitive nature
may feel comfortable in and may prefer to work in a
company where interpersonal competition is the norm.
2. Leadership :
Leaders are instrumental in creating and changing an
organization’s culture.
There is a direct correspondence between the leader’s
style and an organization’s culture.

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3. Reward Systems :
The company culture is shaped by the type of
reward systems used in the organization and the
kinds of behaviors and outcomes it chooses to
reward and punish.
4. New Employee Onboarding :
Another way in which an organization’s values,
norms, and behavioral patterns are transmitted to
employees is through onboarding (also referred
to as the organizational socialization process).