This document discusses organizational conflict and techniques for managing it. It defines conflict and contrasts traditional and interactionist views. The main sources of organizational conflict are mutual task dependence, one-way task dependence, horizontal differentiation, low formalization, dependence on scarce resources, different evaluation criteria, participative decision making, heterogeneity, status incongruence, role dissatisfaction, and communication distortion. Techniques for resolving conflicts include domination, compromise, integration, avoidance, acceptance, establishing superordinate goals, reducing interdependence, expanding resources, and mutual problem solving. The interactionist view sees some conflict as potentially beneficial in stimulating change, while excessive conflict can hinder effectiveness.

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All rights reserved.
PowerPoint Presentation by Rajeesh Viswanathan
Jansons school of Business
Organization Theory
Structure, Design, and Applications
Third Revised Edition
Stephen P. Robbins and Mary Mathew
C H A P T E R
15
PART IV: APPLICATIONS: CONTEMPORARY ISSUES IN
ORGANIZATION THEORY
Managing Organizational
Conflict

2. After reading this chapter, you should be able to:After reading this chapter, you should be able to:
1.1. Define conflict.Define conflict.
2.2. Contrast the traditional and inter-actionist views of conflict.Contrast the traditional and inter-actionist views of conflict.
3.3. List the major sources of organizational conflict.List the major sources of organizational conflict.
4.4. Outline the primary techniques for resolving structural conflicts.Outline the primary techniques for resolving structural conflicts.
5.5. Identify situations when management should stimulate conflict.Identify situations when management should stimulate conflict.
6.6. List several techniques for stimulating conflict.List several techniques for stimulating conflict.

3. IntroductionIntroduction
 Conflict is an inevitable part of part ofConflict is an inevitable part of part of
organizational life, stemming as muchorganizational life, stemming as much
from structural characteristics as fromfrom structural characteristics as from
incompatible personalitiesincompatible personalities
 The attributes that make conflict aThe attributes that make conflict a
constant reality are scarce resources,constant reality are scarce resources,
employees with diverse interest andemployees with diverse interest and
outlookoutlook

4. Defining ConflictDefining Conflict
 It is a process in which an effort isIt is a process in which an effort is
purposely made by A to offset the effortspurposely made by A to offset the efforts
of B by some form of blocking that willof B by some form of blocking that will
result in frustrating B in attaining his or herresult in frustrating B in attaining his or her
goals or frustrating his or her interests.goals or frustrating his or her interests.

5. Conflict And OrganizationalConflict And Organizational
EffectivenessEffectiveness
 Conflict in an organization can be viewedConflict in an organization can be viewed
in two waysin two ways
- which hinder the coordination and- which hinder the coordination and
teamwork necessary to achieve theteamwork necessary to achieve the
organization’s goalsorganization’s goals
- which improves the an- which improves the an
organization’s effectiveness by stimulatingorganization’s effectiveness by stimulating
change and improving the decisionchange and improving the decision
making processmaking process

6. The Traditional ViewThe Traditional View
 This approach treats conflictThis approach treats conflict
synonymously with terms assynonymously with terms as violence,violence,
destruction, and irrationality.destruction, and irrationality.

7. The Interactionist viewThe Interactionist view
 The conflict is functional when it initiatesThe conflict is functional when it initiates
the search for new and better ways ofthe search for new and better ways of
doing things and underminesdoing things and undermines
complacency within the organization.complacency within the organization.
change Adaptation Survivalconflict

8.  The interactionist view implies a wider roleThe interactionist view implies a wider role
for managers in dealing with than does thefor managers in dealing with than does the
traditional approach.traditional approach.
 The manager’s role is to create anThe manager’s role is to create an
environment in which conflict is healthyenvironment in which conflict is healthy
but not allowed to run to pathologicalbut not allowed to run to pathological
extremes.extremes.

9. Anticonflict Values Permeate OurAnticonflict Values Permeate Our
SocietySociety
 Why is that mangers are uncomfortableWhy is that mangers are uncomfortable
with conflict ?with conflict ?
The answer lies in the fact that tolerance ofThe answer lies in the fact that tolerance of
conflict is counter to most cultures.conflict is counter to most cultures.
Most culture have successfully engenderedMost culture have successfully engendered
in their inhabitants ain their inhabitants a ‘fear of conflict’.‘fear of conflict’.

10. Sources of Organizational ConflictSources of Organizational Conflict
 Mutual Task DependenceMutual Task Dependence
This refers to the extent to which twoThis refers to the extent to which two
units in an organization depend upon eachunits in an organization depend upon each
other for assistance, information,other for assistance, information,
compliance, or other activities.compliance, or other activities.
 One Way Task DependenceOne Way Task Dependence
It means that power balance hasIt means that power balance has
shifted.shifted.

11.  High Horizontal DifferentiationHigh Horizontal Differentiation
The greater the difference betweenThe greater the difference between
units, the greater the likelihood of conflictunits, the greater the likelihood of conflict
Other factors such as interdependenceOther factors such as interdependence
of tasks and rewards can act retard orof tasks and rewards can act retard or
stimulate the latent potential for conflictstimulate the latent potential for conflict

12. Low FormalizationLow Formalization
 Rules and regulations reduce conflict byRules and regulations reduce conflict by
minimizing ambiguity.minimizing ambiguity.
ConverselyConversely Where formalization is low, theWhere formalization is low, the
potential for jurisdictional disputespotential for jurisdictional disputes
increases.increases.

13. Dependence On Common ScarceDependence On Common Scarce
ResourcesResources
 Conflict potential is enhanced when two orConflict potential is enhanced when two or
more units depend on a common pool ofmore units depend on a common pool of
scarce resources such as physical space,scarce resources such as physical space,
equipment, operating fund, capital budgetequipment, operating fund, capital budget
allocation, or centralized staff servicesallocation, or centralized staff services
such as typing pool.such as typing pool.

14. Difference in Evaluation CriteriaDifference in Evaluation Criteria
and Reward Systemsand Reward Systems
 The more the evaluation and reward ofThe more the evaluation and reward of
management emphasize the separatemanagement emphasize the separate
performance of each department of eachperformance of each department of each
department rather than combineddepartment rather than combined
performance, the greater the conflict.performance, the greater the conflict.

15. Participative Decision MakingParticipative Decision Making
 The participative process permits aThe participative process permits a
greater opportunity for the expression ofgreater opportunity for the expression of
existing disputes.existing disputes.

16. Heterogeneity Of MembersHeterogeneity Of Members
 The more heterogeneous the membersThe more heterogeneous the members
are, the less likely they are to workare, the less likely they are to work
smoothly and cooperatively together.smoothly and cooperatively together.

17. Status IncongruenceStatus Incongruence
 Conflict is stimulated whereConflict is stimulated where
incongruencies occur in status grading orincongruencies occur in status grading or
from alteration in the status hierarchy.from alteration in the status hierarchy.

18. Role DissatisfactionRole Dissatisfaction
 This can come from a number of source,This can come from a number of source,
1) status incongruence.1) status incongruence.
2) non – recognition2) non – recognition

19. Communication DistortionCommunication Distortion
 Conflicts arises mainly because ofConflicts arises mainly because of
communication distortioncommunication distortion
- vertical & horizontal- vertical & horizontal
- semantic difficulties – it can be attributed- semantic difficulties – it can be attributed
to the different training, background, andto the different training, background, and
socialization process that the members ofsocialization process that the members of
the unit have undergone.the unit have undergone.

20. Resolution techniquesResolution techniques
 The five different techniques could beThe five different techniques could be
adopted to solve the conflictsadopted to solve the conflicts
1.1. DominationDomination
2.2. CompromiseCompromise
3.3. IntegrationIntegration
4.4. AvoidanceAvoidance
5.5. AcceptanceAcceptance

21. Superordinate GoalsSuperordinate Goals
 It is a common goal, held by two or moreIt is a common goal, held by two or more
units that is compelling and highlyunits that is compelling and highly
appealing and cannot be attained by theappealing and cannot be attained by the
resources of any single unit separately.resources of any single unit separately.

22. Reduce Interdependence BetweenReduce Interdependence Between
UnitsUnits
 When mutual and one-wayWhen mutual and one-way
interdependence creates conflicts,interdependence creates conflicts,
reduction of this interdependence shouldreduction of this interdependence should
be considered as a possible solution.be considered as a possible solution.

23. Expanding ResourcesExpanding Resources
 When conflict is predicted upon theWhen conflict is predicted upon the
scarcity of a resource, the easiest mannerscarcity of a resource, the easiest manner
in which to resolve the confrontation, andin which to resolve the confrontation, and
the most satisfying to the conflictingthe most satisfying to the conflicting
parties is through expansion of theparties is through expansion of the
available resources.available resources.

24. Mutual Problem SolvingMutual Problem Solving
 This technique requires the conflictingThis technique requires the conflicting
parties to come face to face with theparties to come face to face with the
underlying causes for their conflict andunderlying causes for their conflict and
share responsibility for seeing that theshare responsibility for seeing that the
solution works.solution works.

25. Appeals SystemAppeals System
 In this technique conflicts are handled byIn this technique conflicts are handled by
creating formal channels for grievances tocreating formal channels for grievances to
be heard and acted upon.be heard and acted upon.

26. Formal AuthorityFormal Authority
 The authority that the supervisor haveThe authority that the supervisor have
over the conflicting parties is importantover the conflicting parties is important
enough and its usage spread so widelyenough and its usage spread so widely
that it can be singled out as a separatethat it can be singled out as a separate
resolution technique.resolution technique.

27. Increasing InteractionIncreasing Interaction
 This technique states that continuedThis technique states that continued
interaction will reduce the conflict.interaction will reduce the conflict.

28. Organizationwide EvaluationOrganizationwide Evaluation
Criteria & Reward SystemCriteria & Reward System
 If separatism in evaluation and rewardsIf separatism in evaluation and rewards
creates conflicts, management shouldcreates conflicts, management should
consider performance measures thatconsider performance measures that
evaluate and reward units for cooperation.evaluate and reward units for cooperation.

29. Merging Conflicting UnitsMerging Conflicting Units
 The conflicting units can expand itsThe conflicting units can expand its
boundaries and absorb the source of itsboundaries and absorb the source of its
irrigation to resolve the conflict.irrigation to resolve the conflict.

30. Stimulation TechniquesStimulation Techniques
 Conflict may at times, be too low. WhenConflict may at times, be too low. When
it’s too low managers need to simulateit’s too low managers need to simulate
opposition- to createopposition- to create functional conflictfunctional conflict..
The ways to stimulate conflict areThe ways to stimulate conflict are
 Communication-Communication- Managers can manipulateManagers can manipulate
communication messages and channels incommunication messages and channels in
such ways as to stimulate conflict.such ways as to stimulate conflict.

31.  Heterogeneity-Heterogeneity- one way in which to shakeone way in which to shake
up a stagnant unit is to add one or moreup a stagnant unit is to add one or more
individuals whose background,individuals whose background,
experience, and values vary significantlyexperience, and values vary significantly
from those currently held by members in afrom those currently held by members in a
unit.unit.
 CompetitionCompetition- conflict can be stimulated by- conflict can be stimulated by
creating competitive situations betweencreating competitive situations between
units.units.