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Conflict Presented By: Group 6 Abhishek Bhartiya B.

Aditya Mohan Jonathan Franklin Babinall Kritika Jaiswal Gincy Go rge Neelam Mundhra Wasim Shaikh

Conflict Conflict Defined Is a process that begins when one party perceives that another party has negativ ely affected, or is about to negatively affect, something that the first party c ares about. Is that point in an ongoing activity when an interaction crosses over to become an interparty conflict. There are wide range of conflicts that people experience in organizations: Incompatibility of goals Differences over interpret ations of facts Disagreements based on behavioral expectations

Transition in Conflict Thoughts Traditional View of Conflict Human Relation View of Conflict Interactionist View of Conflict

Transition in Conflict Thoughts (Contd..) Traditional View of Conflict The belief that all conflict is harmful and must be avoided. Causes: Poor communication Lack of openness Failure to respond to employee needs CONFLICTS

Transition in Conflict Thoughts (Contd..) Human relation View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

Types of Conflicts Task Conflict Conflicts over content and goals at work. Relationship Conflict Conflicts based on interpersonal relationships. Process Conflict Conflicts over how work gets done.

Functional versus Dysfunctional Conflict Functional Conflict Conflict that support the goals of the group and improves the performance. Positiv e Effect. Dysfunctional Conflict Conflict that hinders group performance Negative Effect.

Organizational Conflict Theory Definition: Is a state of discord caused by the actual or perceived opposition o f needs, values and interests between people working together. Maturity Immaturi ty Theory: An individual matures, wants to be given more responsibility. Formal o rganizations are rational structures. Individual control is replaced with instit utional control. Less freedom on self control in institutions leads to conflicts .

The Conflict Process

Stage I: Potential Opposition or Incompatibility Communication Semantic difficulties (diff in training, selective perception inadequate informa tion), misunderstandings, and noise Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal inc ompatibility Leadership styles (close or participative) Reward systems (win-lose ) Dependence/interdependence of groups

Stage I: Potential Opposition or Incompatibility Personal Variables Personality types Emotions Values

GUESS THE POTE TIAL A TECEDE T?

Stage II: Cognition and Personalization Perceived Conflict Awareness by one or more parties of the existence of antecede nt conditions for conflict to arise, still having no affect. Felt Conflict Emotional involvement in a conflict creating anxiety. tenseness, frustration, or hostility. Conflict Definition Negative Emotions Positive Feelings

Stage III: Intentions Intentions intervene between peoples perceptions and emotions and their overt beh avior. These intentions are decisions to act in a given way. Cooperativeness: Attempting to satisfy the other partys concerns. Assertiveness: Attempting to satisfy ones own concerns.

Dimensions of Conflict-Handling ConflictIntentions

Stage III: Intentions (contd) Competing A desire to satisfy ones interests, regardless of the impact on the oth er party to the conflict. Collaborating A situation in which the parties to a co nflict each desire to satisfy fully the concerns of all parties Avoiding The des ire to withdraw from or suppress a conflict.

Stage III: Intentions (contd) Accommodating The willingness of one party in a conflict to place the opponents i nterests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.

Stage IV: Behavior Conflicts lead to change in Behavior. The behavior stage includes the statements actions, and reactions made by the conflicting party.

Stage IV: Conflict-Intensity Continuum Conflict-

Conflict Management Techniques These include the following: Problem solving.. Super ordinate goals.. Expansion of resources. Avoidance. Smoothing. Compromise. Authoritative command. Altering the hum an variable. Altering the structural variables..

HOW TO RESLOVE CO FLICT?????

Stage V: OUTCOMES Action-reaction interplay between conflicting parties leads to consequences. Fun ctional Outcomes Dysfunctional Outcomes

Functional Outcomes Conflict is constructive when - it improves the quality of decisions - stimulate s creativity and innovation - encourages interest and curiosity among group memb ers - provides the medium through which problem can be aired and tensions releas ed - fosters an environment of self-evaluation and change

Dysfunctional Outcomes Uncontrolled opposition breeds discontent Retarding of communication Reduction i n group cohesiveness Subordination of group goals to the primacy of infighting a mong members Brings group functionality to a halt and potentially threaten the g roups survival

If Functional Conflict is so important in todays competitive world, how can we cr eate them?

Thank You!!!!!!

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