Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Organisational Development – An Overview
Organisational Diagnosis, Renewal and Change
OD Interventions
OD Effectiveness
OD is an effort (1) planned (2) organization wide (3)managed from the top (4) increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge.
Human resources
Changing nature of the workplace
Global markets
Accelerated rate of change
better quality of work.
It creates higher job satisfaction
Team work is improved and encouraged
It finds better solution for conflicts
Commitment to objectives
Increases the willingness to change
Absenteeism is reduced.
Turnover is lower
Organization Behaviour - Organization Change and DevelopmentSOMASUNDARAM T
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
Organization Behaviour - Organization Change and DevelopmentSOMASUNDARAM T
Organization Change, Importance, Reasons, Factors influencing changes, Levels of Change, Resistance to Change, Lewin's Force Field theory, Organization Development, OD Interventions (Techniques).
Consumer Behaviour-Attitude, Tri module of attitude, Multi attribute module o...Gerald Michael
In a consumer behavior context, they are learned predispositions to behave in a consistently favorable or unfavorable way with respect to a given object (e.g., people, places, products, services or events)
Attitudes
Introduction. Consumer attitudes are a composite of a consumer’s (1) beliefs about, (2) feelings about, (3) and behavioral intentions toward some object--within the context of marketing, usually a brand or retail store. These components are viewed together since they are highly interdependent and together represent forces that influence how the consumer will react to the object.
attitudes
Beliefs. The first component is beliefs. A consumer may hold both positive beliefs toward an object (e.g., coffee tastes good) as well as negative beliefs (e.g., coffee is easily spilled and stains papers). In addition, some beliefs may be neutral (coffee is black), and some may be differ in valance depending on the person or the situation (e.g., coffee is hot and stimulates--good on a cold morning, but not good on a hot summer evening when one wants to sleep). Note also that the beliefs that consumers hold need not be accurate (e.g., that pork contains little fat), and some beliefs may, upon closer examination, be contradictory (e.g., that a historical figure was a good person but also owned slaves).
Since a consumer holds many beliefs, it may often be difficult to get down to a “bottom line” overall belief about whether an object such as McDonald’s is overall good or bad. The Multiattribute (also sometimes known as the Fishbein) Model attempts to summarize overall attitudes into one score using the equation:
That is, for each belief, we take the weight or importance (Wi) of that belief and multiply it with its evaluation (Xib). For example, a consumer believes that the taste of a beverage is moderately important, or a 4 on a scale from 1 to 7. He or she believes that coffee tastes very good, or a 6 on a scale from 1 to 7. Thus, the product here is 4(6)=24. On the other hand, he or she believes that the potential of a drink to stain is extremely important (7), and coffee fares moderately badly, at a score -4, on this attribute (since this is a negative belief, we now take negative numbers from -1 to -7, with -7 being worst). Thus, we now have 7(-4)=-28. Had these two beliefs been the only beliefs the consumer held, his or her total, or aggregated, attitude would have been 24+(-28)=-4. In practice, of course, consumers tend to have many more beliefs that must each be added to obtain an accurate measurement.
Affect. Consumers also hold certain feelings toward brands or other objects. Sometimes these feelings are based on the beliefs (e.g., a person feels nauseated when thinking about a hamburger because of the tremendous amount of fat it contains), but there may also be feelings which are relatively independent of beliefs. For example, an extreme environmentalist may believe that cutting down tree
The process of bringing planned change to an organization. MOC usually means leading an organization through a series of steps to meet a defined goal. Synonymous with change management.
Top 20 Safety Quotes To Improve Your Safety CultureSafetyCulture
Good quotes are the kind that inspire us to do better. The safety industry is a tough gig. So we thought you might need some extra inspiration to turn to on a bad day. Quotes pick us up when we’re feeling unmotivated and can be a great tool to help keep your employees focussed on safety. Display them around your workplace, or add them to internal newsletters. Make an impact and get your point across. Without further ado, here are those nuggets of wisdom we’ve sought out.
Learn what is critical to creating a culture of safety in your organization. These 7 keys based on the science of behavior analysis and positive reinforcement will provide the foundation for a sustainable, effective safety system.
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
Organizational Culture- Meaning, Characteristics, Developing and sustaining Culture, Types of Organisational Culture by Goffee & Jones; Handy; Cameron & Quinn, Impact, Role of organizational culture, Issue in Organisational Culture.
9. organisation culture and current trends.pptxravi shankar
Organizational culture is the collection of values, expectations, and practices that guide and inform the actions of all team members. Think of it as the collection of traits that make your company what it is. A great culture exemplifies positive traits that lead to improved performance, while a dysfunctional company culture brings out qualities that can hinder even the most successful organizations.
Don’t confuse culture with organizational goals or a mission statement, although both can help define it. Culture is created through consistent and authentic behaviors, not press releases or policy documents. You can watch company culture in action when you see how a CEO responds to a crisis, how a team adapts to new customer demands, or how a manager corrects an employee who makes a mistake.
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
The term ‘Personality' has been derived from the Latin term ‘Persona' which means to 'speak through'. Therefore a very common meaning of the term personality is the role which the person (actor) displays to the public.
To understand Organisational Behavior meaning and importance,Organisation as social process,System and Contingency approach,Environmental Factors,Constraints over organization and managerial performance
Training Process and Methodology - Need and objectives, Training-Role and Relevance, Training and Development, Training and HRD, How Training benefits the Organization? Beneficiaries, Problems and future trends of Training, Career Planning
To enable an effective CRM, a suitable strategy needs to be developed and implemented.Therefore a company should develop an orientation that would enable it to enjoy the trust of the customers, ensure commitment to relationships and also undertake proper communication.
Firms consider pursuing various market segments as part of their overall growth strategies, which may include the four major strategies that are:Market Penetration, Market Development, Product Development and Diversification.
This presentation ion tell about the growth strategies that how various successful firms have adopted and got success.
History shows that the companies that continue to invest in their innovative capabilities during tough economic times are those that get best when growth returns.
This aspect of marketing provides place, time & possession utility to the customer. If a consumer wants to buy a tube of Colgate toothpaste, then the company ensures that toothpaste is made available to this consumer at a retail shop near by his residence- thus providing the ‘place utility’.
Product strategy is like a roadmap, and like a roadmap it’s useful only when you know where you are and where you want to go.The Service Strategy provides guidance on how to design, develop, and implement service management not only as an organizational capability but also as a strategic asset.
Marketing represents the boundary between the marketplace and the company, and knowledge of current & emerging happenings in the marketplace is extremely important in any strategic planning exercise.
Human resource planning is a process by which an organization ensures that: it has the right number and kinds of people , at the right place, at the right time, capable of effectively and efficiently completing those tasks, that will help the organization to achieve its overall strategic objectives.
The central idea behind SHRM is that all initiatives involving how people are managed need to be aligned with and in the support of the Organizational overall strategy. No Management is successful if its people is diverted from the vision and mission of the organization.
It is well known that employees and their skills, abilities represent a significant asset for organization. It is an serious issue for any organization to measure this value as well as its contribution to the organization.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
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!
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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.
2. CULTURE
• Culture means the way of life.
• It is shared values philosophies, ideologies,
assumptions, beliefs, expectations, attitude and
norms that knit a community together
• We can say that culture is an Integration of
– Human group ideas
– Customs & Tradition
• In system
3. Organizational Culture
• A common perception held by the organization’s
members; a system of shared meaning.
• The shared knowledge within an organization
regarding the rules, norms, and values that
shape the attitudes and behaviors of its
employees.
• Organizational Culture is the set of assumptions ,
beliefs , values and norms that are shared by an
organizations members.
4. • Shared things(eg. The way people dress)
• Shared saying(e.g. Lets go to work)
• Shared actions(e.g. a service oriented approach)
• Shared Feelings(e.g. hard work is not rewarded
here)
All the above constitute the organizational
culture
5. Belief, Values ,Assumptions
• Belief: A belief is a proposition/plan/suggestion
about how the world works, that the individual
accept as true; it is a cognitive fact for the person.
• Values: values are beliefs about what is desirable or
“good” & what is undesirable or “bad.”
• Assumptions: Assumptions are beliefs that are
regarded as so valuable and obviously correct that
they are taken for granted and rarely examined or
questioned.
6. Physical Structures
Rituals & Ceremonies
Stories
Language
Beliefs
Values
Assumptions
2. Artifacts of
Organizational
Culture
1.Organizational
Culture
Elements of Organizational Culture
7. 1.Elements of Organizational Culture
Assumptions
• Deepest part of culture, unconscious
Beliefs
• Perceptions of reality
Values
• Stable, long-lasting beliefs
– Espoused(supportive)
– Enacted(performance)
8. Elements of Organizational Culture
Example
•Brown & Brown, Inc. --
an aggressive culture
Annual sales meeting, managers of poorly
performing divisions are led to the podium by
medieval executioners while a funeral
dirge(song) plays.
9. 2. Deciphering(Interpreted) Organizational Culture
Through Artifacts
Artifacts: observable symbols & signs of an
organization’s culture
• i. Stories
• ii. Rituals and Ceremonies
• iii.Organizational Language
• iv.Physical Structures and Symbols
• Contd..
10. i. Artifacts: Stories
• Social prescriptions of the way things should or
should not be done
• Most effective stories:
– Describe real people
– Assumed to be true
– Known throughout the organization
11. ii. Artifacts: Rituals and Ceremonies
• Rituals
– Programmed routines of daily life
– How visitors are greeted
– How much time employees take for lunch
• Ceremonies
– Planned activities for an audience
– Award ceremonies
– Public launch of new product
12. iii.Artifacts: Organizational Language
• How employees address co-workers, describe
customers, express anger
• Leaders use phrases & metaphors or images
as cultural symbols
• Language also found in subcultures
13. iv.Artifacts: Physical Structures and Symbols
Tiffanny protective
and competitive
culture is apparent
in its building
design. “We’ve
always had a
fortress mentality”
Tiffanny executive.
14. Artifacts:
Physical Structures and Symbols
“What we make is
gold, and people
will do anything to
get it, so we
protect it” Tiffanny
executive.
15. Organizational Climate defined
• The practices, policies, and procedures,
that are expected, encouraged, and
rewarded with regard to something.
16. Organizational Culture Vs Org.Climate
ORGANIZATIONAL
CULTURE
ORGANIZATIONAL
CLIMATE
Based on anthropology and
sociology
Based on psychology
Members learn and
communicate what is
acceptable or unacceptable in
the organization
It does not deal with values &
norms, it is concerned with the
current atmosphere in the
organization.
It is long lasting It is developed through the
managerial prescriptions
17. THE UNDERLYING ORGANIZATIONAL VALUES WHICH
ARE THE CORE OF A FIRM'S CULTURE
• 1. Trust & respect individuals
• 2. Focus on a high level of achievement and
contribution
• 3. Conduct business with integrity.
• 4. Achieve common objectives through team work
• 5. Encourage flexibility and innovation.
18. Developing and Maintaining an Organizational Culture
• Attraction-Selection-Attrition (ASA) Model
– Peoples are attracted to organizations that perceive fit in.
– Organizations are more likely to select individuals that fit.
– Individuals who no longer fit are likely to leave or be
terminated.
• As J.Cochrane said, “If the person don’t fit, s/he must attrit.”
• Socialization
– The primary process by which employees learn the social
knowledge that enables them to understand and adapt to
the organization’s culture.
18
20. MORALE
• “Morale is the capacity of a group of people to
pull together persistently in pursuit of common
purpose.”
• Morale represents a composite of feelings,
attitudes and sentiments that contribute to
general feelings of satisfaction.
• It is a state of mind and spirit affecting
willingness to work, which in turn, affects
organizational and individual objectives. It
shapes the climate of an organization.
21. Nature of Morale
• Morale represents the collective attitudes of
the workers.
• High morale represents an attitude of
satisfaction with desire to continue in and
willingness to strive for the goals of the group.
• Morale is both an individual and a group
phenomenon. In the latter case, high morale is
reflected in good team work and team spirit.
22. Importance of Morale
• Morale of employees must be kept high to achieve
the following benefits:
– i) Willing cooperation towards objectives of the
organization.
– ii) Loyalty to the organization and its leadership or
management.
– iii) Good discipline i.e., voluntary conformity to rules
and regulations.
– iv) High degree of employees’ interest in their jobs and
organization.
– v) Pride in the organization.
– vi) Reduction of rates of absenteeism and labour
turnover.
23. Indicators of Low Morale
• Low morale indicates the presence of mental
unrest.
• The mental unrest not only hampers
production but also leads to dissatisfaction of
the employees. The indicators are:
– i) High rates of absenteeism and labor turnover.
– ii) Excessive complaints and grievances.
– iii) Frustration among the workers.
– iv) Friction among the workers and their groups.
– v) Antagonism towards leadership of the
organization.
– vi) Lack of discipline.
24. Measurement of Morale
• 1. Observation of employees’ attitude and
behavior.
• 2. Attitude or Morale survey
• 3. Use of morale indicators
• 4. Use of suggestion boxes
25. Building of High Morale
• i) Fair Remuneration
• ii) Incentive System
• iii) Congenial Working Environment
• iv) Job Satisfaction
• v) Two-way Communication
• vi) Training
• vii)Workers’ Participation
• viii)Social Activities
• ix) Counseling
26. Relationship between Morale &
productivity
MORALE
PRODUCTIVITY
HIGH PRODUCTIVITY ONLY
HIGH MORALE,HIGH PRODUCTIVITY
HIGH MORALE ONLY
28. MORAL
• Moral originally originated from Latin word
“moralis” which means a message conveyed
or a lesson to be learned from a story or
event.
• The moral may be left to the hearer, reader or
viewer to determine for themselves.
30. CONCEPT OF CONFLICT
• Conflict is having different meanings to different persons. Some
say conflict is a disagreement between individuals/groups or
may be viewed as a perception of disagreement in the
individuals.
• Thomas defined Conflict as “ Conflict is a process that
begins when one party perceives that another party
has negatively affected, or is about to negatively
affect ,something that the first party cares about.”
• As per Newstrom & Davis “Conflict is any situation which two or
more parties feel themselves in opposition .It is an
interpersonal process that arises from disagreements over the
goals or the methods to accomplish those goals.”
31. On the basis of the definition we can derive various
features:
1. Conflict arises because of incompatibility of two or more aspects
of an element : it may be goals ,interests, methods of working or
any other feature.
2. Conflicts occur when an individual is not able to choose among
the available courses of action.
3. Conflict is a dynamic process as it indicates a series of events.
4. If no one is aware of conflict ,it is generally agreed that conflict
does not exist even though there may be incompatibility in some
respect.
33. 1.LATENT CONFLICT
1. Each conflict begins with latent(hidden)
conflict.
2. In this stage the conflict has not taken a
shape, therefore it is not noticeable.
3. It may occur in subconscious mind.
34. 2.Perceived Conflict
• Parties to the conflict may perceive about
incompatibility of the past history of conflict
,though sometimes this perception may be
wrong.
• This stage of conflict occurs due to
misunderstanding of parties ,caused due to
lack of communication.
35. 3.Felt Conflict
• At this stage parties to the conflict feel that
they have some conflict among themselves.
• Felt conflict differs from perceived conflict .
• For example inconsistency in demands from
the organization and individual needs may
create internalization of conflict situation.
36. 4.Manifest Conflict
• This is the stage when two parties to the conflict
show variety of conflict-ful behavior such as
open aggression, withdrawal etc
5.Conflict Aftermath
At this stage attempts are made to resolve the conflict
through conflict resolution mechanism.
If the conflict is resolved properly then a basis of
cooperative behavior is established between the parties.
37. Issues involved in Conflict
1. Facts: Conflict may occur because of
disagreement
2. Goals: Sometimes there may be disagreement
over the goals which two parties want to
achieve.
3. Methods: Even if goals are perceived to be same
there may be difference over the methods,
procedures ,strategies.
4. Values: There may be difference over the values-
ethical standards, fairness justice etc.
38. Positive and Negative aspects of Conflict
• In general the opinion of common person about conflict is
negative. The reason behind this is they have seen the
conflicts between two groups in an organization.
• There are three approaches for looking at consequences of
conflicts
– TRADITIONAL VIEW
– HUMAN RELATIONS VIEW
– INTERACTIONIST VIEW
39. TRADITIONAL VIEW HUMAN RELATIONS VIEW INTERACTIONIST VIEW
Conflict in the
organization is taken
negatively.
Treats conflicts as a
natural phenomenon
Beliefs that conflict is
not only a positive force
but also necessary for a
group to perform
effectively
In the light of these divergent views about the consequences
of conflicts ,we may arrive at some conclusions if we analyze
the positive and negative aspects of conflicts.
40. Positive Aspect of Conflict
• Positive aspects of conflict is derived from Interactionist view. This view does
not believe in static equilibrium in the organization.
• It is true also because an organization works in its environment which is dynamic
and the organization has to build equilibrium in the light of environment
changes .
• The positive aspects of conflicts are:
– Conflict provide opportunities to individual and groups to think again and take a
more corrective view of the situation.
– These lead to innovation as conflicting situation always present threats to the
working group .In order to overcome this individual and groups have to find out new
ways of working.
– Conflict brings cohesiveness(Static) in the group
– Conflict provide challenging work environment
– Conflict can be used as a device to overcome many frustrations and tensions. People
may express their frustration and tension by means of conflicts.
41. • Negative aspect of conflict is based on dysfunctional consequences in
the organization. These consequences are mentioned as under:
– Conflict as a cost: Sometimes individuals raise some degree of conflict and
competition among themselves and their subordinates for better
management of organizational affairs. This may lead to the cost on the
part of the organization.
– Conflict as a source of disequilibrium: When conflict occurs it effects the
equilibrium of an organization.
– This Dysfunction consequences of a conflict may lead to
• High tension among employees
• Discontent
• Lack of trust
• Goal displacement
• Resignation
Negative Aspect of Conflict
42. LEVELS OF CONFLICT
• For an effective management it is
necessary to understand the conflict at
all the levels namely:
–Individual Level Conflict
–Group Level Conflict
–Organizational Level Conflict
43. Individual Level Conflict Group level Conflict Organization level Conflict
Goal Conflict(GC):
1. Approach-Approach
Conflict
2. Approach –Avoidance
Conflict
3. Avoidance-Avoidance
Conflict
Role Conflict(RC):
1. Intra sender RC
2. Inter sender RC
3. Inter-Role RC
4. Role-self RC
1. Intra-group Conflict
2. Inter-group Conflict:
a. Goal Incompatibility
b. Resource Sharing
c. Task Relationship
d. Absorption of
Uncertainty
e. Attitudinal Sets
1. Inter-organizational
Conflict
2. Intra-organizational
Conflict
44. • The analysis of Individual level conflict starts at the
individual level itself. Thus, an individual experiences
two types of conflict in himself : goal conflict, role
conflict.
1. GOAL CONFLICT: Goal conflict occurs when two or
more goal block each other. There can be three(3)
alternatives of goal conflicts and they are:
a. Approach-Approach Conflict
b. Approach-Avoidance Conflict
c. Avoidance-Avoidance Conflict
Individual Level Conflict
45. Approach-Approach Conflict
• In this situation the individual is caught between trying to decide
upon one or another of two attractive goals which are mutually
exclusive.
• The problem comes when the desirability's are roughly equal.
• Approach-Approach Conflict can be analyzed in terms of Festinger’s
theory of Cognitive Dissonance.
• “Dissonance” is a psychological state where an individual feel
discomfort or conflict when he/she is faced with two or more
alternatives to a decision.
46. • In this situation, the individual has both Positive and
Negative feelings about trying a goal because goal
possesses both attractive and repulsive characteristics.
• For example: Managers engaged in long term planning
and developed a goal plan .As the time gets nearer for the
implementation of the plan ,the negative aspects of plan
seem to appear much grater as compare to that at the
beginning. Manager in such situation may reach the point
where approach equals avoidance.
• The result is a great deal of internal conflict & stress.
Approach-Avoidance Conflict
47. • This is the position where the individual must choose
between two mutually exclusive goals, each of which
possesses unattractive qualities.
• Unless other alternatives are available such conflict has a
tendency to stay unresolved.
Avoidance-Avoidance Conflict
48. 2.ROLE CONFLICT(RC)
• It is known to all that an individual perform number of roles in the
organization and his/her organizational role is most important for
that individual.
• When expectations of role are materially different or opposite
from behavior anticipated by in individual then he tends to be in
role conflict.
• Role conflict is of four types:
1. Intra -sender RC
2. Inter -sender RC
3. Inter-Role RC
4. Role-self RC
49. 1.Intra sender RC: Where the expectations from a
single member of a role set may be incomplete. This
happens when a person is called upon to perform a
work within specified limit but it cannot be possible
to do the work within that limit.
2.Inter sender RC: The expectations sent from one
sender are in conflict with those from one or more
other senders.
3.Inter-Role Conflict: When an individual occupies two
or more roles simultaneously and the expectations
associated with those different roles are incompatible.
4.Role-Self RC: It occurs when role requirements violate
the need, values or capacities of the person.
50. • Conflict may occur at group level. A group
constitutes two or more persons who interact
in such a way that each person influences and is
influenced by others.
• In this interaction process there may be two
types of conflict
1. Intra - group conflict( Within the group itself)
2. Inter-group Conflict(Between the groups)
Group Level Conflict
51. Intergroup conflict
• Intergroup conflict occurs between the groups.
• There are various factors responsible for
Intergroup conflict and they are(5):
– Goal Incompatibility
– Resource Sharing: Two or more groups sharing from
common resource pool.
– Task relationship: (group exceeds its authority) Staff
departments influence in decision making process
well in excess of the advisory roles assigned to them.
52. –Absorption of uncertainty: Uncertainty is the
gap between what is known and what needs to
be known to make correct decisions. A rule set
by the A/c department for travelling expenses
to be incurred by Mkt deptt. And if the Mkt
deptt finds the rules framed by A/c deptt. is
inadequate then the conflict arises.
–Attitudinal Sets: The set of attitudes that a
members of various groups hold towards each
other.
53. • Inter-organizational Conflict: Conflict occurs with
other organization perusing same goals or with
government agency.
• Intra-organizational Conflict: Conflict occurs within
the organization.:
“The boss wants more production, subordinates
want more considerations. Customers want faster
deliveries, peers request schedule delay. Consultants
suggest change, subordinate resist change. The rule
book provide formula ;the staff says it will not work.”
Organization Level Conflict
54. CONFLICT RESOLUTION
• Whenever Conflict arise ,these have to be resolved by some
specific actions known as Conflict Resolutions Actions. Some
major action of conflict resolution take place in the following
ways:
1. Problem Solving
2. Avoidance
3. Smoothing
4. Compromise
5. Confrontation
55. 1. Problem Solving
• It is the most positive technique because it
emphasizes the attaining of the common
interests of both conflicting parties.
• Questions of who is right or wrong is usually
avoided but sharing and communicating are
required in order to find areas of common
interest.
• This technique is applied when conflict is based
on misunderstanding.
56. 2. Avoidance
• In this technique the parties in the conflict are
suggested to withdraw or conceal the
incompatibility.
• This method is more correctly for avoiding
conflicts rather than solving the actual
conflicts.
57. 3.Smoothing
• It is a process of playing down differences that
exist between individuals or groups while
emphasizing common interests.
• Differences are suppressed and similarities are
accentuate d or highlighted in smoothing
process.
• This is also not a long term solution for the
conflicts.
58. 4.Compromise
• It is a well accepted technique for resolving conflicts.
• There is neither a looser or a winner.
• In this method the external or third party intervention
is entertained.
• A compromise achieve by third party intervention is
called as mediation and without the intervention of
the external parties is called as bargaining.
• This is an effective method to solve conflict between
management and workers.
59. 5.Confrontation
• If the parties takes a rigid stand then the
methods discussed above may not bring
resolution of conflict between parties.
• In such case the parties are left to
confrontation to settle the conflict
themselves.
• The parties concerned may settle their score
by applying their strength against each other.
60. Outcomes of Conflict resolution
• Win-Win: Ideal for both the parties
• Lose-lose : Both parties feel cheated
• Lose-win and Win-lose: Only one party wins at the cost of
other and conflict becomes zero-sum game.
WIN-WIN WIN-LOSE
LOSE-LOSELOSE-WIN
WIN
LOSE
LOSEWIN
Party A’s outcomes
Party B’s outcomes
61. Methodology of conflict resolution
• Managerial Grid
• Sensitivity Training
• Transactional Analysis
• Team building Interventions
• MBO
62. Grid Training
• Grid training is an outgrowth of the managerial grid
approach to leadership (Blacke and Mouton, 1978). It
is an instrumental approach to laboratory training.
• Sensitivity training is supplemented with self-
administered instruments (Benny, Bradford and
Lippitt, 1964).
• The analysis of these instruments helps in group
development and in the learning of group members.
• This technique is widely used and has proved
effective.
63. Grid training for OD is completed in six
phases. They are:
1. Laboratory-seminar training, which aims at acquainting participants with concepts
and material used in grid training;
2. A team development phase, involving the coming together of members from the
same department to chart out as to how they will attain a 9 x 9 position on the
grid;
3. Inter-group development aims at overall OD. During this phase, conflict
situations between groups are identified and analyzed;
4. Organization goal setting is based on participative management, where
participants contribute to and agree upon important goals for the
organization;
5. Goal attainment aims at achieving goals which were set during the phase of
organizational goal setting; and
6. Stabilization involves the evaluation of the overall program and making
suggestions for changes if appropriate.
64. Sensitivity training
• This has many applications and is still used widely, even
though new techniques have emerged (Lewin, 1981).
• Sensitivity training (Benny, Bradford and Lippitt, 1964)
basically aims at:
– Growth in effective membership;
– Developing ability to learn;
– Stimulating to give help; and
– Developing insights to be sensitive to group processes.
• These process variables - in a systems sense - interact and
are interdependent.
65. Team building
• Team building has been considered the most
popular OD technique in recent years, so much
so that it has replaced sensitivity training.
• It aims at improving overall performance, tends
to be more task-oriented, and can be used with
family groups (members from the same unit) as
well as special groups (such as task forces,
committees and inter-departmental groups).
66. There are five major elements involved in team
building (French and Bell, 1978):
1. Problem solving, decision making, role clarification and
goal setting for accomplishing the assigned tasks.
2. Building and maintaining effective inter-personal
relationships.
3. Understanding and managing group processes and
culture.
4. Role analysis techniques for role clarification and
definition.
5. Role negotiation techniques.
67. Transactional Analysis
• Transactional analysis is widely used by
management practitioners to analyzes group
dynamics and inter-personal communications.
• It deals with aspects of identity, maturation,
insight and awareness (Berne, 1964).
68. • As a tool for OD, it attempts to help people
understand their egos - both their own and
those of others - to allow them to interact in a
more meaningful manner with one another
(Huse, 1975).
• It attempts to identify people’s dominant ego
states and help people understand and analyze
their transactions with others. It is quite effective
if applied in the early stage of the diagnostic
phase.
Transactional Analysis