02-11-2016, 03:40 PM
1463598397-Chapter1ConflictManagementNew.docx (Size: 80.65 KB / Downloads: 7)
Introduction
Conflict is one of the challenges faced by all organizations , Scarce resources generates conflict .
In a social situation , conflict happens when there are disputes on main matters or there is emotional antibiosis that causes friction between individuals or groups . Disputes with the head of the project about activities that are to be followed and put up with , and hatred of colleague are two popular examples of a conflict in the workplace .
Conflicts have two characteristics : one destructive and the other constructive ; constructive conflicts have positive outcomes for the group or organization such as : enhancing the task or imagination . While destructive conflicts lessen efficiency and job satisfaction to harm the organization or group .
Employee satisfaction and job performance are affected negatively by uncontrolled conflict .
" Properly managed conflict promotes open communication , collaborative decision making , regular feedback and timely resolution of conflict " ( Awan and Anjum, 2015)
" If the individuals do not have the communication or interpersonal skills to resolve their disputes , the conflict can grow and spread to others ; finally affecting their job performance which affects job satisfaction of others , also the staff not having the communication skills to address their disputes , their leaders often lack the necessary skills to be effective in conflict resolution " (Awan and Ibrahim, 2015)
" Conflict is a natural and inescapable part of people working together , and should be kept at a manageable level where it will not disorganize the activities of the organization towards the achievement of its objectives " (Awan and Ahson, 2015)
" Conflict may also be beneficial to the organization where it brings about radical change in the organizational power structure , current interaction pattern and set attitude , and also can lead to increase in productivity " (Awan et al, 2015)
Literature review
It is the management major responsibility to device strategies in bringing down conflict as low as possible , which will enable the organization to still function to succeed ( Robbins and Sanghi , 2006 )
Even though a court of law may resolve some of these conflicts ( Spang et al. , 2012 )
The five conflict styles can be applied strategically in specific way when dealing with conflict and create sufficient atmosphere in organization ( Tony and Chen , 2008 )
Collaboration style refers to share information & obtaining effective solution ( Copley , 2008 )
Conflict refers to an apparent conflict between two people in a way that one of the feels that the lack of facilities , incompatibility of the goals & involvement of other people is preventing him from achieving his goals ( Susan , 2006 )
Sources of Organizational Conflict
Differentiation
Differentiation means grouping workers and tasks into functions and divisions to produce goods and services. Although grouping workers and tasks can cause conflict . Different functions usually create various orientation towards the organization's main priority, and this is so because their views of what to be done to increase the productivity level and performance of organization vary as a result of variation of their tasks.
Task relationship
Task relationship generate conflict between individuals and groups because organizational tasks are linked and affect one else .
Scarcity of resources
Conflict over the distribution of capital happens between divisions and corporate headquarters. Budget fights can be violent when resources are scarce. Other organizational groups also have an interest in the way a company allocates resources. Manager in competition for scarce resources may fight over who should get the biggest pay rise (Jennifer and Jones, 2007)
Why conflicts arise ?
Management faces conflicts with many forces from outside the organization such as governments , unions and other coercive group which impose restrictions on managerial activities.
Conflicts arise from people disagreements for number of reasons :
1) Differences in understanding and viewpoint can lead to see things differently. Personality differences may cause conflicts .
2) People disagreements also arise because of people's different styles , values . Beliefs and slogans which determine their choices and objectives. People with different thinking styles can encourage them to disagree and lead to conflict situations. Also conflicts can arise from people's different status
Effects of conflicts:
Conflicts situations should be either resolved or used beneficially . Conflicts have positive effects and negative effects .
Positive effects :
Increase in group cohesion and performance : when conflicts arise between parties the performance and cohesion is useful to improve .
Assessment of power or ability: in conflicts situation the relative power and ability of the parties involved can be identified and measured .
Negative effects :
Destructive effects of conflicts like :
1) Reducing in level of output.
2) Barriers in decision making process.
3) Negative effects lead to reducing level of work performance.
At the end negative effects reduce employee's commitment to organizational goals and organizational efficiency .
Styles for managing conflict
Competition
Manager sees only his own goal without seeking to cooperate with employees, and sometimes may be at the expense of those others employees.
Collaboration
Manager works by merge of ideas set by several people, and the purpose is to find a solution accepted by everyone.
Compromise
Manager is seeking to satisfy himself and his employees , this reflects alternative sacrificing .
Accommodation
Conflict is resolved when manager tries to satisfy the interests of employees by ignoring his interests and goals .
Avoidance
Manager and employees ignore the interests and goals by avoiding the issue and delaying with conflict
Steps to Resolving Conflict
• Set ground rules. Ask all parties to treat each other with respect and to make an effort to listen and understand others’ views.
• Ask each participant to describe the conflict, including desired changes. Direct participants to use “I” statements, not “you” statements. They should focus on specific behaviors and problems rather than people.
• Ask participants to restate what others have said.
• Summarize the conflict based on what you have heard and obtain agreement from participants.
• Brainstorm solutions. Discuss all of the options in a positive manner. Rule out any options that participants agree are unworkable.
• Summarize all possible options for a solution.
• Assign further analysis of each option to individual participants.
• Make sure all parties agree on the next steps.
• Close the meeting by asking participants to shake hands, apologize and thank each other for working to resolve the conflict.