Managing conflict:

What is conflict?

different interpretation disagreement b/w groups or individuals. Pondy describes it as: Antecedent conditions of conflictual behavior -resource policy Individual state of mind Cognitive perception. Behavior patterns of self. Conflictual behavior range

Features:
Incompatibility b/w 2 or more aspects of element-goals

etc. Indecisive Series of events with interlocking conflict episodes. Must be perceived and expressed by parties

Issues involved in conflict:

Facts: way of defining

Goals: priorities
Method : procedures Values: beliefs.

Approaches for conflict

Traditional view:

considered dysfunctional, having adverse effects. believed to spread disequilibrium . orgn interest prevails- Henry Fayol. Human relations view: natural phenomenon arise due to difference in values and beliefs. Interactionist view: positive approach, give way to new ideas, drives towards innovation and change.

Aspects of conflict
Positive aspect:

--Helps to create dynamic environment. --Leads to innovation. --Cohesiveness in group --Competition increases --Releases frustration --Scope of improvement

CONFLICT FUNCTIONA OR DYSFUNCTIONAL

CONFLICTS ARE DYSFUNCTIONAL

CONFLICT IS AN INDICATION THAT SITUATION IS

THREATENING, DEVASTATING OR ON A POINT OF BREAKING.

CONFLICTS ARE UNPRODUCTIVE AND DYSFUNCTIONAL.

CONFLICTS CAN DELAY OR PREVENT THE ATTAINMENT

OF A GOAL OR FRUSTRATE AN INDIVIDUAL. IN HOSPITAL SITUATION

CONFLICT IS INEVITABLE

CONFLICT ARE FUNCTIONAL

ALL CONFLICTS ARE NOT UNPRODUCTIVE. CONFLICTS CAN BE USEFUL CONSTRUCTIVE, AND POSITIVE

IN FACT, A RELATIONSHIP WITH FREQUENT CONFLICT MAY BE HEALTHIER THAN ONE WITH NO OBSERVABLE CONFLICT
CONT.

CONFLICT CAN PROMOTE INNOVATION, CREATIVITY AND DEVELOPMENT OF NEW IDEAS, WHICH MAKE ORGANISATIONAL GROWTH POSSIBLE. CAN BE PRODUCTIVE LEADING TO DEEPER UNDERSTANDING, MUTUAL RESPECT AND CLOSENESS. AND CHANGES OCCUR AS A CONSEQUENCE OF CONFLICT

IF IT IS HANDLED WELL, HOWEVER, CONFLICT

AND THE REALITY IS ALL THE MAJOR REFORMS

 Negative aspects:

--Cost addition- deliberate --Source of disequilibrium-inefficiency

Types of conflict
Individual level

Group level

Organizational level

Individual level conflict

Inter-Individual/Interpersonal

Intra-individual

Vertical conflict

Horizontal conflict

Role conflict

Goal conflict

Individual level conflict

Intra-individual/Interpersonal: Goal Conflict Role conflict- ambiguity, orgn position Inter-Individual: Vertical conflict superior-subordinate resistance by subordinate leads to inefficiency resultant- leave orgn.

Horizontal conflict: same level ppl: exchange of information. Causes of Interpersonal conflict: --nature of people 1. ego states 2. value systems 3. socio cultural factors --situational factors 1. Interest conflict 2. role ambiguity

Group level conflict

Into 2 or more people.
1.

Intra group (within a group) when normal task new values imported when extra group role comes into groupcomparisons.

Inter-group (with different groups) Goal compatibility: mktg & production. Resource sharing common pool of resources. Task relationship- JIT, dependent on tasks Absorption of uncertainty-allocation of money Attitudinal sets- closed communication

Organizational level conflict

Interorganization

Intraorganization

Organizational level conflict: Hierarchical conflict Line and staff conflict Functional conflict Formal and informal conflict

Type of Conflict 1. 2. Intra individual Interpersonal

Sources of Conflict Conflicting goals, needs, motives Disagreements antagonism

Management Strategy Role Definition IPC Skills,TA, JohariWindow, Creative P S, Assertive Behaviour Participative Mgt. Team Bldg,Training Institutional Goal setting

3.

Inter-group

Power, Authority Status Hierarchical Conflict Functional conflict

4.

Organizational

5.

Client Hospital

Quality of patient care Community Goal and communication Setting, Public Relations

Model for diagnosis and management of conflict

Empowerment and participation:

Dependency on others leads to frustration, needs empowerment. Empowerment is a process that provides greater autonomy through sharing of relevant information and provision of control over factors affecting job performance . Approaches to empowerment: 1. Helping to achieve job mastery. 2. Allowing more control 3. Providing successful role models

4. Using social reinforcement 5. Emotional support

Characteristics: Relies on delegation of authority Flat hierarchy Few managers with wider responsibilities Employee satisfaction is core value of organization

ORIGINAL HOFSTEDE FINDINGS

POWER DISTANCE 16 46 54 68 81 104 Austria USA Japan France Mexico Malaysia UNCERTAINTY AVOIDANCE 8 46 65 82 92 112 Singapore USA Germany Mexico Japan Greece INDIVIDUALISM / COLLECTIVISM 6 30 46 67 71 91 Guatemala Mexico Japan Germany France USA MASCULINITY / FEMININITY 5 43 62 66 69 95 Sweden France USA Germany Mexico Japan CONFUCIAN DYNAMISM 10 29 31 80 96 Pakistan USA Germany Japan Hong Kong

THE G.L.O.B.E. FINDINGS

JAVIDAN & HOUSE (01)
DIMENSION HIGH UNCERTAINTY AVOIDANCE LOW Russia Bolivia Hungary USA Mexico Israel MODERATE Austria Germany Denmark

POWER DISTANCE

Denmark Netherlands South Africa

Singapore Denmark Japan Sweden New Zealand Switzerland Germany France Spain Russia Argentina Poland

France England Brazil

Hong Kong Egypt USA Ireland Philippines Egypt Hong Kong Taiwan Sweden Slovenia Egypt Ireland

Russia Spain Thailand

Greece Hungary Germany Spain USA Greece Indonesia Malaysia Egypt Denmark Canada Netherlands

INDIVIDUALISM COLLECTIVISM

ASSERTIVENESS (Masculinity?)

HUMANE ORIENTATION (Nurturing?) FUTURE ORIENTATION (Long-term?)

Managing change