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Chapter SevenChapter Seven
Resolving Conflict withResolving Conflict withOthersOthers
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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.
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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.
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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.
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Sources of Interpersonal
Conflict Competition for Limited Resources Role Conflict
Competing Work and Family Demands Building Stone Walls
Personality Clashes
Aggressive Personalities IncludingBullies
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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
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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?
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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.
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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.
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--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
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Five Conflict-Handling StylesFive Conflict-Handling Styles
Sharing Accomodative
Competitive Avoiding
Collaborative
High Low
High
Low
Concernf
orOt
hers
Concern for Self
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Wh i C fli H dliWh t i C fli t H dli
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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?
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Conflict Resolution Confrontation and Problem-Solving Constructive Handling of Criticism
Image Exchanging (creating empathy) Cognitive Restructuring
Negotiating and Bargaining
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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.
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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.
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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.
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