Organizational Conflict Management

BUS 520, Section: 2

Faculty: Dr. Mahmud A. Shareef
North South University

Objective:
To comprehend Conflict and Conflict workplace. To shed light into organizational

Management in

Conflict Management Resolve Conflict

Strategies.
Demonstrate Methods to effectively

Situations.

What is Conflict?

Competitive or opposing action of incompatibles; antagonistic state or action.

Workplace Definition
Each party seeks a position perceived to be incompatible with the wishes of the other.

The practice of identifying and handling conflict in a sensible, fair & efficient manner.

Websters Definition

Conflict Management

Organizational Conflict
Lack of conflict signals that management emphasizes conformity and stifles innovation.

Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.

Effects of Conflict in Organizations

Stress

Absenteeism Staff turnover De-motivation

Nonproductivity
S.M.Israr

Understanding Conflict
The condition in which peoples concerns - the things they care about appear to be

incompatible.

Conflict does not always equate to fighting,

arguing, blaming, & name-calling.

Common Causes of Conflict

Competition over needs or perceived needs
Difference in methods or process understandings Personality and behavioral style

Communication style, tone and body language

Competition over resources

Differences of Opinions

Sources of Conflict
Incompatible Goals & Time Horizons
Status Inconsistencies Overlapping Authority

Organizational Conflict
Scarce Resources

Task Interdependencies

Incompatible Evaluation or Reward System

Types of Conflict
Conflict between individuals Intragroup Conflict Conflict within a group or team Interpersonal Conflict

Intergroup Conflict Conflict between two or more teams or groups

Interorganizational Conflict

Conflict that arises across organizations

Consequences of conflict
Functional Problem awareness Increased group cohesiveness Motivation to improve Creative change Dysfunctional Suboptimiazation Negative feelings Distorted perceptions Negative stereotypes Decreased communication

Conflict and Performance

Managing Conflict
Conflict Management

Conflict Style Orientations Competing Accommodating Avoiding Collaborating Compromising Negotiating

Strategies Teams Task forces Liaison roles Planning Problem solving Third party judgment Smoothing

Conflict management Styles Competing

High Assertive

Competing Style

Collaborative Style

Compromising Style

Avoidance Style
Low Assertive Low Cooperation

Accommodating Style

High Cooperation

Conflict management Styles Accommodating

High Assertive

Competing Style

Collaborative Style

Compromising Style

Avoidance Style
Low Assertive Low Cooperation

Accommodating Style

High Cooperation

Conflict management Styles - Avoidance

High Assertive

Competing Style

Collaborative Style

Compromising Style

Avoidance Style
Low Assertive Low Cooperation

Accommodating Style

High Cooperation

Conflict management Styles - Collaborative

High Assertive

Competing Style

Collaborative Style

Compromising Style

Avoidance Style
Low Assertive Low Cooperation

Accommodating Style

High Cooperation

Conflict management Styles Compromising

High Assertive

Competing Style

Collaborative Style

Compromising Style

Avoidance Style
Low Assertive Low Cooperation

Accommodating Style

High Cooperation

Negotiation & Bargaining

Bargaining Strategies Distributive Bargaining The negotiating process whereby two parties negotiate over the price of an item Integrative bargaining The negotiating process whereby the parties assume a win-win solution is possible

Negotiation

A form of problem solving where two groups with conflicting interests exchange things in order to reach a mutually agreeable resolution

Negotiation & Bargaining (cont.)

Staking out the Bargaining Zone
$400 $475
Buyers aspiration Range
Sellers aspiration Range

$525

$600

Bargaining Zone

Buyers Target Point

Sellers Resistance point

Buyers Resistance point

Sellers Target Point

Effetive Negotiation

Maintain a rational goal-oriented frame of mind Pay little attention to initial offers Emphasize win-win solutions Consider the other partys situation Create a climate of trust Have a plan and concrete strategy Begin with a positive overture Address problems not personality Insist on using objective criteria Be open to accepting third-party assistance Adapt to cultural differences