conflict prince dudhatra 9724949948

8/7/2019 Conflict Prince Dudhatra 9724949948

1/16

Chapter SevenChapter Seven

Resolving Conflict withResolving Conflict withOthersOthers

prince dudhatra-9724949948


2/16

ConflictConflict

Functional conflict serves theorganizations interests while

Dysfunctional conflictDysfunctional conflict threatensthe organizationsinterests.

Conflict:Conflict:A process in which one party perceivesthat its interests are being opposed or negatively

affected by another party.



3/16

Antecedents of ConflictAntecedents of Conflict

Incompatible personalities or valuesystems.

Overlapping or unclear job boundaries.

Competition for limited resources.

Interdepartment/intergroup competition.

Inadequate communication.

Interdependent tasks.

Organizational complexity.



4/16

Antecedents of ConflictAntecedents of Conflict

(continued)(continued)

Unreasonable or unclear policies, standards,or rules.

Unreasonable deadlines or extreme timepressure.

Collective decision making.

Decision making by consensus.

Unmet expectations.

Unresolved or suppressed conflict.



5/16

Sources of Interpersonal

Conflict Competition for Limited Resources Role Conflict

Competing Work and Family Demands Building Stone Walls

Personality Clashes

Aggressive Personalities IncludingBullies



6/16

Sources of Conflict and Use of

Rational vs. Political ModelSources of

Potential

Inter-group

Conflict

Goal

Incompatibility

Differentiation

Task

Interdependence

Limited

Resources

Consistent across

participants

Centralized

Orderly, logical,

rational

Norm of efficiency

Extensive,

systematic, accurate

When Conflict Is

Low,

Rational Model

describes

organization

Inconsistent, pluralistic

within the organization

Decentralized, shifting

coalitions and interest

groups

Disorderly, result of

bargaining and interplay

among interests

Free play of market forces,

conflict is legitimate and

expected

Ambiguous, information used

and withheld strategically

When Conflict Is

High,

Political Model

describes

organization

Goals

Power and

Control

Decision

Process

Rules and

Norms

Information

Organization

Variables



7/16

Marketing Manufacturing

Areas of Potential Goal ConflictMARKETING VS. MANUFACTURING

Operative goal is Operative goal is

Goal Conflict customer satisfaction production efficiency

Conflict Area Typical Comment Typical Comment

Breadth of product line: Our customers The product line is too

demand variety. broad, all we get areshort, uneconomical runs.

New product introduction: New products are our Unnecessary design changes

lifeblood. are prohibitively expensive.

Production scheduling: We need faster response. We need realistic customer

Lead times are too long. commitments that dont

change like the wind direction

Physical distribution: Why dont we ever have We cant afford to keep huge

the right merchandise inventories.

in inventory?

Quality: Why cant we have Why must we always offer

reasonable quality options that are too

at low cost? expensive and offer little

customer utility?



8/16

Desired Outcomes of ConflictDesired Outcomes of Conflict

AgreementAgreement:Strive for equitable and fairagreements that last.

Stronger relationships:Stronger relationships:Build bridges ofgoodwill and trust for the future.

Learning:Learning:Greater self-awareness and creativeproblem solving.



9/16

Tips for Managers Whose EmployeesTips for Managers Whose Employees

Are Having a Personality ConflictAre Having a Personality Conflict1. Follow company policies for diversity, anti-

discrimination, and sexual harassment.

2. Investigate and document conflict.

3. If appropriate, take corrective action (e.g.,feedback or B Mod).

4. If necessary, attempt informal dispute resolution.

5. Refer difficult conflicts to human resourcespecialists or hired counselors for formal

resolution attempts and other interventions.



10/16

--Relationships and minimizeRelationships and minimize

ConflictConflict

BehaviorBehavior RankRankBe a good listener 1

Be sensitive to the needs of others 2

Be cooperative, rather than overly competitive 2

Advocate inclusive (participative) leadership 3Compromise rather than dominate 4

Build rapport through conversations 5

Be compassionate and understanding 6

Avoid conflict by emphasizing harmony 7

Nurture others (develop and mentor) 8

TieTie



11/16

Five Conflict-Handling StylesFive Conflict-Handling Styles

Sharing Accomodative

Competitive Avoiding

Collaborative

High Low

High

Low

Concernf

orOt

hers

Concern for Self


Wh i C fli H dliWh t i C fli t H dli


12/16

What is your Conflict-HandlingWhat is your Conflict-Handling

Style?Style?

How important are conflict-handling skills in themodern workplace? Explain.

Did this instrument do a reasonable good job ofidentifying your primary and backup conflict-handlingstyles? Explain.

Do you need to improve your conflict-handling skills?Explain.

In your opinion, which conflict-handling style wouldtend to be most successful in todays workplace? Whichis the least successful?

What is your experience with managers who haddysfunctional conflict-handling styles? What was theimpact on work motivation and job satisfaction?



13/16

Conflict Resolution Confrontation and Problem-Solving Constructive Handling of Criticism

Image Exchanging (creating empathy) Cognitive Restructuring

Negotiating and Bargaining



14/16

Alternative Dispute ResolutionAlternative Dispute Resolution

(ADR) Techniques(ADR) Techniques

Facilitation:Facilitation:Third party gets disputants to dealdirectly and constructively with each other.

Conciliation:Conciliation:Neutral third party acts ascommunication link between disputants.

Peer review:Peer review:Impartial co-workers hear both sides andrender decision that may or may not be binding.

OmbudsmanOmbudsman::Respected and trusted member of theorganization hears grievances confidentially.

MediationMediation::Trained third-party guides disputantstoward their own solution.

Arbitration:Arbitration:Neutral third-party hears both sides in acourt-like setting and renders a binding decision.



15/16

NegotiatingNegotiating

Distributive negotiation:Distributive negotiation:Single issue; fixed-pie; win-lose.Integrative negotiation:Integrative negotiation:More than one issue; win-win.

Negotiation:Negotiation:A give-and-take decision-makingprocess involving interdependent parties with different

preferences.



16/16

An Integrative Approach:An Integrative Approach:

Added-Value NegotiationAdded-Value Negotiation

Clarify interests.

Identify options.

Design alternative deal packages.

Select a deal.

Perfect the deal.


conflict prince dudhatra 9724949948

Documents