ORGANISATIONAL

CONFLICTS AND
ITS MANAGEMENT

BHAVYA AGRAWAL
2K20LWUN02016
BBA LLB HONS
 CONFLICTS

Struggle or clashes of minds ,

thoughts or principles

ORGANISATIONAL
CONFLICTS

• goals, interests, values of

people
• incompatible
• block other's efforts
SOURCES OF CONFLICTS

• Lack of role clarification.

• Poor processes.
• Communication problems.
• Lack of performance standards.
• Lack of resources.
• Unreasonable time constraints.
VIEWS ON CONFLICTS

• TRADITIONAL VIEW

• HUMAN RELATION VIEW

• INTERACTIONIST VIEW
• FUNCTIONAL: Supports the goals of the group and improves its performances.

• DYSFUNCTIONAL: Conflict that hinders group performances.

 TYPES & LEVELS OF
CONFLICTS

Level of conflict Types of conflict

ORGANISATION Within & between organization

GROUP Within & between group

INDIVIDUAL Within & between individual

conflicts

Intrapersonal- Within a person, because he or she is

motivated to engage in two or more activities that are
incompatible
Interpersonal- Between two or more people who interact and
have incompatible goals, styles, or values

Intragroup- Within a group when members disagree over

group goals, activities, leadership, or processes Intergroup-
Between different groups, departments, or divisions that
disagree over task, processes, resources, or information
 OUTCOMES

POSITIVE NEGATIVE
• HIGH ENERGY • FOCUS ON CONFLICTS

• FOCUS ON THE TASK • CONCERN WITH

WINNING AT ALL COST
• STIMULATE INNOVATION
• DISTORTED JUDGEMENT
• INCREASED IN-GROUP
COMMUNICATION • LACK OF COOPERATION

• DISCUSSION OF ISSUES • LOSER EFFECT

CONFLICT
MANAGEMENT

The opportunity to improve situations

and strengthen relationships
 5 WAY S TO
MANAGE CONFLICTS

Avoidance
Competition -A
Accommodation -B
Compromise -C
Collaboration -D
I win, you lose (competition-A)

I lose or give in (accommodate-B)

We both get something

(compromise-C)

We both "win" (collaborate-D)

 MANAGING CONFLICTS

1. Avoids feelings or perceptions that imply the other person

is wrong or needs to change.

2. Communicates a desire to work together to explore a

problem or seek a solution.

3. Exhibits behavior that is spontaneous and destruction-free.

4. Identifies with another team member's problems, shares

feelings, and accepts the team member's reaction.

5. Treats other team members with respect and trust.

6. Investigates issues rather than taking sides on them.

 CONCLUSION
Reaction to conflict can be differentiated along two dimensions: how important each
party's goals are to that party and how compatible the goals are.
So MANAGER must know when to stimulate conflict and when to resolve it.

Also as employees should understand the consequences of conflict situations in

workplace.