Organization interventions for conflict handling and performance improvement
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This document discusses grievances in the workplace. It defines a grievance as a complaint or dissatisfaction that affects organizational performance. Grievances can be stated or unvoiced, and written or oral. They generally cause unhappiness and poor morale among employees. The document outlines the characteristics, procedures, types, methods of identifying, and process for resolving grievances. It describes grievance procedures as important for problem solving, maintaining good employee relations, and improving workplace issues. Grievances can be individual, group, policy-related, or union-related.
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Grievance refers to any dissatisfaction or feeling of injustice that an employee feels in connection with their employment, and a grievance procedure provides a multi-step process for employees to have their grievances addressed, starting with their direct supervisor and potentially escalating to a grievance committee, management, or voluntary arbitration. The document also outlines essential aspects of an effective grievance procedure such as conformity with legislation, clarity, promptness, and training, as well as describing the roles of supervisors, department heads, and unions at each step.
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This document defines complaints, grievances, and grievance procedures. It explains that a complaint is an employee's expressed dissatisfaction with their working conditions, relationships, or status. A grievance is a formal statement of a complaint regarding an organizational policy, procedure, or managerial practice believed to be unfair. Grievances can be filed by employees, unions, or employers. The grievance procedure provides a step-by-step process for employees to follow to satisfactorily address complaints, involving first submitting issues to supervisors and, if unresolved, appealing up the management chain or to arbitration.
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This document discusses grievances in the workplace. It defines grievances as employee dissatisfactions or complaints regarding issues like promotions, wages, transfers, discipline, and working conditions. Grievances arise due to malfunctions or maladjustments in the workplace. The document outlines principles and procedures for handling grievances, including establishing a grievance machinery and addressing grievances at different levels up to arbitration. It emphasizes the importance of addressing grievances to improve employee morale.
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The document outlines the grievance process, including:
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Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
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It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
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This is a presentation on Conflict Management. It is a session on how to better manage Conflict in an organization. We all know that conflict in inevitable in any organization. What is required is an effective management of Conflict. In this session I will take you through different reasons why conflict occurs and different styles of managing conflict. I am sure after going through this presentation, you will learn better ways to manage conflict. Enjoy this presentation.
I have added my voice also on this presentation so put on slide show and keep your computer volume high.
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There are several common sources of conflict according to the document. These include a breach of trust between individuals, miscommunication leading to unclear expectations, personality clashes, differences in acquired values from life experiences, underlying stress and tension, and ego problems where people want to be right rather than find solutions. Conflicts often arise due to misunderstandings between people with differing communication styles, priorities, and viewpoints.
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Man org session 8 org conflict power and politics 19th july 2012
Here are 3 key points:
1) Conflicts are inherent in organizational design due to goal incompatibility, specialization, differentiation and resource constraints.
2) Power and politics come into play when conflicts cannot be resolved rationally. Political processes involve using power to influence outcomes when there is uncertainty or disagreement.
3) The political process cannot be avoided in organizations. While one may not actively participate, it is important to be aware of how it operates and who the key players are so as not to be negatively impacted.
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The document discusses conflict, its types, and methods for managing conflict. It defines conflict as opposition between individuals, groups, or ideas. There are three main types of interpersonal conflict: simple conflict over topics, pseudo conflict due to misunderstandings, and ego conflict involving clashes of personality. Intrapersonal conflict occurs within an individual regarding choices with both positive and negative outcomes. The document outlines five methods for managing conflict: avoiding it, accommodating others, competing to get one's way, compromising through mutual concessions, and collaborating by finding cooperative solutions. It provides guidance for managing intra- and interpersonal conflicts constructively.
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The document outlines the grievance process, including:
1) The purpose is to allow employees and management to resolve workplace problems through open communication.
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The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
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This document summarizes a research study on the effect of conflict handling approaches on team performance in higher education institutions in Pakistan. The study analyzed how different conflict handling styles (integrating, obliging, dominating, avoiding, compromising) impact team performance. Data was collected through questionnaires from 240 employees across public and private universities. The results showed that integrating, obliging, and compromising styles had a positive relationship with team performance, while dominating and avoiding styles had a negative relationship. The researchers concluded that how conflicts are managed significantly influences team and individual performance in educational organizations. Certain limitations of the study are noted, and recommendations are provided for future research.
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This document discusses conflict management and negotiation in the workplace. It defines conflict as a serious disagreement that can become protracted. It describes different types of conflict management styles such as forcing, avoiding, accommodating, compromising, and collaborating. Tips are provided for resolving conflicts, including choosing a good time and place to discuss issues, listening carefully, and finding mutually agreeable solutions. The document also covers negotiation strategies, defining harassment, resolving conflicts with or without a union, and agreeing to disagree respectfully with colleagues.
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The document discusses organizational conflict detected at a company through an employee survey. There was conflict between frontline staff and managers due to clashes in values and interests, perceptions, and a poor reward system. The survey identified task conflict around logical support systems, data requirements, and process conflicts within the matrix structure. The document proposes solutions to overcome the root causes of conflict, including a point system to reward creativity, with belts awarded for points accrued, and substantial preliminary rewards for successful ideas.
ORGANISATIONAL POLITICS-Organisational politics
ORGANISATIONAL BEHAVIOUR
Organisational politics
ORGANISATIONAL POLITICS
FEATURES OF ORGANISATIONAL POLITICS
Organisational Politics has the following features:
It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
Conflict Management
This is a presentation on Conflict Management. It is a session on how to better manage Conflict in an organization. We all know that conflict in inevitable in any organization. What is required is an effective management of Conflict. In this session I will take you through different reasons why conflict occurs and different styles of managing conflict. I am sure after going through this presentation, you will learn better ways to manage conflict. Enjoy this presentation.
I have added my voice also on this presentation so put on slide show and keep your computer volume high.
Sources of conflict
There are several common sources of conflict according to the document. These include a breach of trust between individuals, miscommunication leading to unclear expectations, personality clashes, differences in acquired values from life experiences, underlying stress and tension, and ego problems where people want to be right rather than find solutions. Conflicts often arise due to misunderstandings between people with differing communication styles, priorities, and viewpoints.
Conflict and negotiation new
This document discusses the nature and causes of organizational conflict, as well as strategies for managing conflict. It defines functional and dysfunctional conflict, and examines the importance of emotional intelligence and conflict management skills for managers. Various forms of intra- and interpersonal conflict are described. Effective conflict management involves understanding power dynamics, defense mechanisms, and using cooperative problem-solving approaches like integrating interests rather than competing. Creating a conflict-positive culture values diversity and empowerment.
Conflict Resolution: Tools for Analyzing, Diagnosing, and Resolving Organizat...
The material in this presentation is adapted from:
Furlong, G. T. (2005). The conflict resolution toolbox: Models & maps for analyzing, diagnosing, and resolving conflict. Mississauga, Ontario: John Wiley & Sons Canada.
CONFLICT OF SOURCE AND RESIDENCE PRINCIPLES OF TAXATION
This document discusses various types of conflicts that can arise in international taxation between the principles of residence and source. Residence/source conflicts occur when the same income is taxed by both the country of residence under residence principles and the country of source under source principles. Source/source conflicts happen when multiple countries claim income was sourced from their territory. Residence/residence conflicts arise when two countries consider a taxpayer resident under their domestic laws. Double tax agreements aim to resolve these conflicts through provisions regarding sole residence or source taxation, or tiebreaker rules to determine sole residency.
Nature and sources of conflict assu
This document discusses the nature and sources of conflict. It outlines different views on perceiving conflict, including the traditional, human relations, and interactionist views. Conflict can be either functional or dysfunctional. Functional conflict can result in tension release, analytical thinking, group cohesiveness, competition, and challenge. Dysfunctional conflict leads to issues like high turnover, tension, dissatisfaction, and distrust. Sources of conflict include misunderstandings, dishonesty, negligence, failure to establish boundaries, fear, and hidden agendas. Causes of conflict stem from communication, behavior, structural factors like specialization and goals, and personal factors such as skills, personalities, perceptions, values, emotions, and cultural differences.
Man org session 8 org conflict power and politics 19th july 2012
Here are 3 key points:
1) Conflicts are inherent in organizational design due to goal incompatibility, specialization, differentiation and resource constraints.
2) Power and politics come into play when conflicts cannot be resolved rationally. Political processes involve using power to influence outcomes when there is uncertainty or disagreement.
3) The political process cannot be avoided in organizations. While one may not actively participate, it is important to be aware of how it operates and who the key players are so as not to be negatively impacted.
Conflict
The document discusses conflict, its types, and methods for managing conflict. It defines conflict as opposition between individuals, groups, or ideas. There are three main types of interpersonal conflict: simple conflict over topics, pseudo conflict due to misunderstandings, and ego conflict involving clashes of personality. Intrapersonal conflict occurs within an individual regarding choices with both positive and negative outcomes. The document outlines five methods for managing conflict: avoiding it, accommodating others, competing to get one's way, compromising through mutual concessions, and collaborating by finding cooperative solutions. It provides guidance for managing intra- and interpersonal conflicts constructively.
Conflict management1
The document discusses the nature of conflict, including the types and levels of conflict that can occur within organizations. It describes the conflict process and impact of conflict. The document also examines approaches to managing conflict, including various resolution strategies, and the role of leadership in dealing with conflict.
Types of Conflicts
The document identifies three types of interpersonal conflict originally proposed by Gerald Miller and Mark Steinberg: pseudo-conflict, simple conflict, and ego conflict. Pseudo-conflict involves perceived conflicts that do not actually exist, while simple conflict is a difference of opinions where issues are clear. Ego conflict is the most difficult as it involves personal attacks and strong emotions. The document provides strategies for managing each conflict type such as focusing on issues rather than personalities, listening actively, and using problem-solving approaches.
types of conflict
There are several types of conflict discussed in the literature:
1) Cognitive vs affective conflict, with cognitive being task-oriented and affective being emotional.
2) Relationship, task, and process conflict, with relationship stemming from incompatibilities, task from disagreements, and process from disagreement over approach.
3) Content vs relational conflict, with content being about issues and relational being about individuals.
4) Denial of identity/needs, domination conflicts, and high stakes distributional conflicts which are particularly likely to cause intractable conflicts.
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This research study examines the impact of organization justice on reducing conflicts between employees and improving job outcomes. It reviews literature on organizational justice, develops hypotheses about the relationships between justice, conflict, and job performance, and outlines the research methodology used including surveys of employees and statistical analysis. The goal is to provide practical implications for reducing conflicts in organizations and enhancing job satisfaction and outcomes through fair organizational policies and procedures.
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- 1. Conflict handling and performance improvement Agenda: Two High performing teams are frequently into conflict with each other affecting the entire organization. Their performances have also started suffering in recent months for various other work reasons which have been difficult to identify. To use OD as an intervention to, 1.Resolve the conflict 2.Help them recover the performance
- 2. Conflict handling between two employees • Talk to each of them and list their persistent complaints against each other separately • Ask them to separately identify in clear distinct terms -Specific complaints -Behavior of themselves -Payoff -Cost
- 3. Introspection… • Ask them to probe deeply into the situation and enlist, -what they wish to say about each other? -Things to forgive -Things to be forgiven for -Things you need to take responsibility for -Things they want to give up
- 4. Untying the Knots… Start with +ve: • For every complaint identify two blind spots that will have a dramatic improvement in performance • Teams can reject if they feel that what is being said is not a blind spot.(Supervisor inputs to be taken in validating the claims) • Communicate to the other person reg. the specific complaint and how it is hurting them • Alternate between a complaint and a blind spot • Opposing group to work closely with the other group in helping to overcome the blind spots with specific objective • Have a follow up in-depth interview and assessment to assess performance improvement and conflict resolution
- 5. Thank You