Conflict Management MBA First Semester

8/8/2019 Conflict Management MBA First Semester

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Conflict Management

Presented By Vivek Jakate

Nikita Soni

Ami Shah


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FLOW OF PRESENTATION

Introduction to conflict

Types of conflict

Reasons for conflict

Organizational conflict managementChanging views of conflict

Conflict management styles

Conclusion


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CONFLICT

Conflict is a natural disagreementbetween two or more people.

It is a process in which one party ( or

person ) perceives that its interestsare being opposed or negativelyaffected by the other party.

It exists when one or more partiesbelieve that the behavior of the otherprevents them from achieving theirgoals.


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Types of Conflict


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Intrapersonal Conflicts

Approach - Approach Conflict Here, the individual must decide between two

positive choices, such as hiring one of two well-qualified candidates to fill a vacant position.

Avoidance - Avoidance Conflict Here, the choice is between two negative

alternatives, such as whether to lay off workers ordeclare bankruptcy.

Approach - Avoidance Conflict

Each choice has positive as well as negativecharacteristics. For example, a financial managermight have to decide between a high-risk, high-return investment and a low-risk, low-returninvestment.


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Interpersonal Conflict

Occurs when two or moreindividuals perceive that

their goals, attitudes,behaviour etc are in

opposition.


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Intra group Conflicts

Occurs between themembers of a same group

that results in the groupseffectiveness.


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Inter-group Conflict

Refers to the disputes,disagreements, opposition

between different teams,groups etc.


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CONSTRUCTIVE CONFLICT

Results in positive benefits to individuals, thegroup, or the organization.

Opens up an issue in a confronting manner Develops clarification of an issue

Improves problem-solving quality Increases involvement Provides more spontaneity in communication Initiates growth

Strengthens a relationship when creativelyresolved

Helps increase productivity


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DESTRUCTIVE CONFLICT

Works to the disadvantage ofindividuals, the group, or theorganization.

diverts energy from real task destroys morale polarizes individuals and groups deepens differences

obstructs cooperative action produces irresponsible behavior creates suspicion and distrust decreases productivity


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REASONS FORCONFLICT


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Reasons for Conflict

Law of individual differences.Limited resources.Difference in perception.Different values.Varied beliefs.Cultural differences.Job designIncompatible needs.


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WHY

ORGANIZATIONSUSE CONFLICT

MANAGEMENT ?


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Effective & efficient achievement ofgoals

To have a shared vision of what they

are striving to achieve the clearobjectives for department andindividual.

For recognizing and resolving conflictsto promote co-operation.


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CHANGING VIEWSOF CONFLICT


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Changing Views of Conflict

Traditional Views

Avoidable.

Caused by

management errors. Disrupts organisation

& prevents optimalperformance.

Task is to eliminatesconflict.

Removal of conflict.

Current Views

Not avoidable.

Caused by various

reasons. Contributes & detracts

from organizationalperformance.

Task is to manage levelof conflict.

Moderate level ofconflict.


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CONFLICT

MANAGEMENTSTYLES


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Asser

tiv

en

ess

Cooperativeness

CompetingCompeting CollaboratingCollaborating

CompromisingCompromising

AvoidingAvoiding AccommodatingAccommodating

High

Low High

Conflict Management Styles

Assertiveness : Confidently aggressive or self-assured

Cooperativeness : working or acting together willingly for a common purpose or benefit.


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Competing style :

WIN LOSE approach. High on assertiveness andlow on cooperativeness.

Here, people try to achieve their own goals without

the concern of others. Results in de-motivation of subordinates. Thus reduces the commitment of employees to

higher productivity. Used when a decision has to be taken in

emergency, or a stern action is to be taken againstan employee, or when you have to take a importantdecision and there are varied opinions among thegroup.


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Accommodating Style :LOSE WIN approach. Cooperative and

unassertive behavior. Submission to the wishes of others.

Encourages cooperation.May be perceived as weak and submissive

in nature and hence may be taken for

granted. Used when relationships are crucial,maintaining harmony and avoidingdisruption are important in the situation.


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Collaborating Style :WIN WIN approach.

Strong cooperative and assertive approach.Here, conflict is recognized openly and evaluated

by all concerned parties, reasons are found outand solutions are derived so that all the partiesinvolved will be satisfied.

Used when there is a culture of openness,

required time and energy can be affordable,there is support from the management.


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Compromising Style :WIN SOME LOSE SOME approach.

Intermediate level of assertiveness

and cooperativeness.Works only in the short run. A

workable solution is somehow found.

Used when the parties concernedcompromise with something fornothing, or when win win is notpossible.


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Avoiding Style :

LOSE LOSE approach.

Unassertive and uncooperative behavior.

A person here tries and remains neutral,ignores disagreements and stays away fromconflict.

Used when the issue is not very importantor is temporary, the individual needs time todeal with the conflict, the other party is toostrong or someone else can deal more

effectively.


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CONCLUSION

Effective to resolve conflicts.Speak with your mind & heart.

Listen well.

Express strong feelings appropriately.

Summarize and ask questions.

Give and take. Avoid all harmful statements


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BEST SOLUTION


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THANK YOU


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ANY

QUESTIONS ??

?

Documents

Conflict Management MBA First Semester