Organizational conflict
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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.
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Organizational conflict
- 4. “ A world class integrated company, with increasing global presence and building the Nation”
- 7. What do you feel about the following and please tick whichever you feel most suitable Strongly Agree Agree Disagree Strongly Disagree I have some ideas about how to do things better , but I don't bring them up because they would violate our policies and procedures My work and hobbies expose me to a wide variety of new ideas and practices I am confident of my ability to produce valuable new ideas and solutions We are encouraged to solve problems in certain ways, rather than to explore unconventional approaches There are a number of people in my workplace who have succeeded in part because of their high level of creativity My leaders and managers encourage new ideas and they are open to new ideas. Do you agree that you fully understand the organizational core values and organization provides atmosphere to nurture the same? There is so much of pressure to finish one thing and get to next that I rarely have time to take a thoughtful, lengthy approach to a problem People who exhibit creativity at my work place are rewarded for their efforts Have you ever had a feeling that a problem exist in the organization between the management and the employees to be more innovative at workplace?
- 8. Survey Sample Size : 53 respondents from 5 different offices of the company ABC
- 9. People who exhibit creativity at my work place are rewarded for their efforts
- 10. In some of the great places to work-companies, employees are allowed to spend some time on the projects of their interest which may not be related to the department There is so much of pressure to finish one thing and get to next that I rarely have time to take a thoughtful approach to a problem
- 11. I have some ideas about how to do things better, but I don't bring them up because they would violate our policies and procedures
- 12. My leaders including managers encourage new ideas
- 14. Creativity Index
- 19. Focus on to overcome the root cause of the organizational Conflict
- 22. Substantial Preliminary Reward On successful screening of idea Applause & Standing Ovation at SMC meeting or HODs meeting Dinner For family at some Premier/Hotel
- 24. Short outline of the idea Excellence groups Business Unit Level Employee with idea Screening at Department level Results may be reviewed in Monthly Meetings Small Ideas for individual work-areas & departments Implementation of idea by employee at work place with small fund issued 21 days
Editor's Notes
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- Company ABC Background It’s mission statement to meet its aggressive growth plans.
- Core Values How did we arrive at the conflict. And what studies corroborated to our findings. Internal Case study and papers published in the company Our Survey among the company employees.
- Compare/benchmarking with other players in the same industry.
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- 02/12/11 18:15 © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
- The value of functional conflict can come from the following desirable outcomes: Agreement: strive for equitable and fair agreements that last Unresolved conflicts typically come back as problems in the future, so it is best to handle conflicts positively so that an mutually acceptable agreement can be made. Stronger Relationships: build bridges of goodwill and trust for the future So conflict that is resolved positively is more likely to lead to future interaction and information sharing between parties. Learning: greater self-awareness and creative problem solving If no one ever disagrees with you, you may stop learning and developing. Mistakes people make are typically what they remember most and what shapes their future behavior.