1 / 17

CHAPTER 12

CHAPTER 12. CONFLICT MANAGEMENT. Introduction:. Conflict occurs whenever disagreements exist in a social situation over issues (work related or personal ).

kueng
Télécharger la présentation

CHAPTER 12

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CHAPTER 12 CONFLICT MANAGEMENT

  2. Introduction: • Conflict occurs whenever disagreements exist in a social situation over issues (work related or personal). • Any situation in which incompatible goals, attitudes, emotions or behaviors lead to disagreement or opposition between two or more parties. • Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

  3. Different Views about Conflict • The Traditional View. • The Human Relations View. • The Inter-actionist View.

  4. Functional vs. Dysfunctional Conflict • The conflicts which support the goals of the group and improve its performance , these are functional conflict , constructive forms of conflict. Whereas, the conflicts that hinder group performance are dysfunctional conflict. • Task conflict • Relationship conflict • Process conflict

  5. Levels Of Conflict • Intrapersonal Conflict Approach–approach conflict Avoidance–avoidance conflict Approach–avoidance conflict • Cognitive and Affective conflict • Inter role conflict • Intra role conflict • Person role conflict

  6. Levels Of Conflict • Inter individual conflict • Individual – group conflict • Inter group conflict • Organizational level conflict

  7. Sources of Organizational Conflict • Line and staff competition • Organization - individual disagreement • Over lapping responsibilities • Functional Interdependence • Personality Clashes • Disagreement over goals • Bottlenecks in the flow of work.

  8. The Conflict Process Stage I: Potential Opposition or Incompatibility The conflict process starts with the presence of conditions that create opportunities for conflict to arise. Conditions for the same can be – 1. Communication 2. Structure 3. Personal variables

  9. Stage II : Cognition and Personalization This is the stage where conflict issues tend to defined. This is the place where the parties decide what the conflict is about. a. Perceived Conflict b. Felt Conflict Stage III: Intention Decisions to act in a given way in a conflict. • Competing • Collaborating • Avoiding • Accommodating • Compromising

  10. Stage IV: Behavior The behavior stage includes the statements, actions, and reactions made by the conflicting parties. Conflict intensities escalate as they move upward along the continuum until they become highly destructive. Functional conflicts are typically confined to the lower range of the continuum.

  11. Stage V: Outcomes Outcomes may be functional – improving group performance or dysfunctional in hindering it. Conflict is constructive when it - a. Improves the quality of decisions. b. Stimulates creativity and innovation. c. Encourages interest and curiosity. d. Provides the medium through which problems can be aired and tensions released

  12. Conflict Management Styles

  13. Negotiation • It is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. • There is a conflict of interest between two or more parties, i.e. what one wants is not necessarily what the other one wants. • Either there is no fixed or established set of rules or procedures for resolving. The conflict or the parties prefer to work outside of a set of rules and procedures to invent their own solution to the conflict.

  14. Distributive Versus Integrative Bargaining Bargaining Distributive IntegrativeCharacteristic CharacteristicCharacteristic Available resources Fixed amount of Variable amount of resources to be divided resources to be divided Primary motivations I win, you lose I win, you win Primary interests Opposed to each other Convergent or congruent with each other Focus of relationships Short term Long term .

  15. Third Party Negotiation • Mediator • Arbitrator • Consultant • Inquisitor • Avoider, delegator and impetus provider

  16. Negotiation Process • Preparation • Evaluation of Alternatives • Identifying Interests • Making trade off’s and creating joint gains

  17. Issues in Negotiation • The role of personality traits in negotiation • Gender differences in negotiations • Cultural differences in negotiations.

More Related