Conflict is an inevitable phenomenon that occurs in organizations due to differences in opinions and goals. Effective communication helps managers delegate tasks and achieve organizational goals. Coordination integrates activities across departments to achieve common objectives. There should be coordination at all levels of the organization hierarchy to reduce conflict and improve communication.

1. COURSE CODE:: MP101
Course ::Management theory
and Practice
Unit -5::CONFLICT, COMMUNICATION, AND
COORDINATION

2. OBJECTIVES
 Explain the concept of conflict
 Learn the ways to manage conflicts
 Elaborate on the concept of negotiation
 Discuss different approaches of conflict resolution
 Highlight the importance of communication
 Outline the concept of coordination

3. INTRODUCTION
Conflict can be defined as the actual and perceived disagreement among needs, values, and interests of individuals or groups. It is a
natural and unavoidable phenomenon that occurs in every facet of life. In an organization, conflict occurs because of differences of
opinions, attitudes, and perceptions of employees. It can take place at any level of organization, such as between managers and
subordinates or different departmental heads. Communication refers to a process of expressing and transmitting ideas, thoughts,
opinions, or beliefs among individuals either verbally or nonverbally. In an organization, people need to interact with each other to
understand their roles and responsibilities for the successful achievement of organizational goals and objectives. Effective
communication helps managers to delegate authority and get the tasks done from employees within the stipulated time. Coordination can
be defined as a process of integrating and synchronizing the activities of different people and departments in an organization. It is a way
through which people work together and cooperate with each other to achieve common goals and objectives. Coordination enables
managers to perform various management functions, such as planning, organizing directing, and controlling, effectively.

4. CONFLICT
Conflict is the struggle between incompatible or opposing needs,
wishes, ideas, interests, or people. According to them conflict arises
when individuals or groups encounter goals that both parties cannot
attain satisfactorily. ---- Chung and Meggison
Conflict has been defined as the condition of objective incompatibility
between values and goals; as the behavior of deliberately interfering
with another’s goal achievement; and as emotionally in terms of
hostility. Descriptive theorists have explained conflict behavior in
terms of objective conflict of interest, personal styles, reactions to
threats, and cognitive distortions. ---- Pondy

5. CHARACTERISTICS OF CONFLICT
 Occurs when two or more individuals pursue incompatible
goals
 Refers to the behavior of individuals due to which they try
to prevent others from attaining their goals
 Arises due to a dilemma within an individual to select the
right course of action
 Occurs when there is a mismatch between the actual and
expected role
 Arises when the goals of one individual or department
clashes with the goals of the other individual or department

6. SOURCES OF CONFLICT
 The possible sources of conflict are given as follows:
 Communication: Implies that a conflict arises when the correct information does not reach the
employees of the organization.
 Personal Variables: Refer to variables, such as personality and the value system of an
employee.
 Unrealistic Expectations: Refer to impractical expectations of managers from employees.
 Change: Indicates that individuals or groups might be resistant to adopt to any new change in
an organization, thus, giving rise to conflict.
 Goal Conflict: Indicates that the goals of two or more individuals or groups collide with one
another, leading to conflict.
 Difference in Values: Indicate that people have different value system to which they are
emotionally attached and uncompromising.
 Behavior: Indicates that any extreme action of an individual, whether defensive or offensive,
can be a reason of conflict.

7. CONFLICT RESOLUTION TECHNIQUES
 Conflict resolution techniques refer to the act of reducing the level of conflict in an organization
for creating healthy relationship and effective working environment.
 The following points explain the techniques of conflict resolution:
 Problem Solving: Refers to an approach of conflict resolution where individuals or groups, who are
involved in conflict meet face-to-face to resolve the matter through discussion.
 Super-Ordinate Goals: Refer to the shared goals of two or more parties that are based on mutual trust.
 Increasing Resources: Refers to increase the availability of resources.
 Avoidance: Supports the suppression of conflict or withdrawal from it.
 Compromise: Refers to a technique in which both conflicting parties, which are involved in conflict, are
required to give up their personal motives and think collectively to resolve a conflict.
 Authoritative Command: Indicates that by the usage of formal authority, managers can resolve the
conflict
 Altering the Human Variable: Indicates the techniques, such as training to change the human behavior
or attitude to deal with conflict in a better manner.

8. CONFLICT STIMULATION
TECHNIQUES
 Sometimes conflict can bring positive outcomes by improving the
performance of employees.
 It can be done by using conflict stimulation techniques are used.
 The following points explain the conflict resolution techniques:
 Bringing in Outsiders: Means that a manager can stimulate conflict by
including an employee whose working style, personality, and way of
thinking is quite different from existing employees.
 Restructuring the Group: Refers to reshuffling between two or more groups
to exchange their members.
 Appointing the Devil’s Advocate: Refers to an act of appointing a manager,
who can initiate arguments and oppose the already set-ideas to induce the
conflict in the organization.

9. NEGOTIATION
 Negotiation is a communication process that helps to
manage all types of conflict in an effective and mutually
satisfying way.
 According to Lewicki and Litterer, a negotiation situation
can be defined by three characteristics, which are as
follows:
 Identifying the conflict of interest between two or more parties
 Following no pre-determined set of rules and procedures to
resolve the conflict
 Trying to a reach at an agreement

10. NEGOTIATION STRATEGIES
 The two types of negotiation strategies are
explained as follows:
 Distributive Negotiation: Refers to the type of
negotiation, where both the conflicting parties try
to gain the maximum benefits from the process of
negotiation.
 Integrative Negotiation: Refers to the type of
negotiation in which both the parties try to
maximize their mutual benefit.

11. COMMUNICATION
 Communication is the intercourse by words, letters, or
message, intercourse of thoughts or opinions. It is the
act of making one’s ideas and opinions known to others.
---- Fred G. Meyer
 Communication is the sum of all the things one person
does when he wants to create understanding in the
mind of another. It is a bridge of meaning. It involves a
systematic and continuous process of telling, listening,
and understanding. ---- Louis A. Allen

12. COORDINATION
 Coordination is the orderly synchronization of efforts of
the subordinates to provide the proper amount, timing,
and quality of execution, so that their unified efforts lead
to the stated objective, namely the common purpose of
the enterprise. ---- Haimann
 Coordination involves the development of unity of
purpose and harmonious implementation of plans for
achievement of the desired ends. ---- James L. Lundy

13. TYPES OF COORDINATION
 Internal Coordination: Comprises all coordination activities that can be used effectively to
synchronize internal organizational environment. Internal coordination can be further
subdivided into three types, which are explained as follows:
 Vertical Coordination: Involves coordination among different levels of the organization.
 Horizontal Coordination: Refers to the coordination that takes place between different
departments and units at the same level of the organizational hierarchy.
 Substantive and Procedural Coordination: Implies that coordination must be done at both
substantive and procedural dimensions of work.
 External Coordination: Aims at aligning elements present in external organizational
environment with the internal business environment.

14. TECHNIQUES OF COORDINATION
 The various techniques of coordination are explained as follows:
 Sound Planning: Defines the organizational goals and functions to be performed
by different departments in pursuit of those goals.
 Simplification of Organizational Structure: Refers to the fact that a sound and
simple organizational structure is critical for coordination.
 Effective Communication: Refers to the fact that the open and regular exchange
of information and opinions is essential for coordination.
 Leadership and Supervision: Ensure coordination both at the planning and
implementation stage.
 Self-Coordination: Refers to the technique that involves the voluntary cooperation
of employees.

15. SUMMARY
 Conflict can influence the productivity of employees in both the positive
and negative ways.
 Therefore, it is very crucial for an organization to minimize the negative
effects of conflict and maximize the positive effects through various
conflict management techniques.
 Effective communication helps managers to delegate authority and get
the tasks done from employees within the stipulated time.
 Coordination enables managers to perform various management
functions, such as planning, organizing directing, and controlling,
effectively.
 There should be an effective coordination at all the levels of the
organizational hierarchy to reduce conflict and increase the level of
communication.
© Dreamtech Press