Friday, August 7, 2020

CONFLICT MANAGEMENT

 

  • CONFLICT MANAGEMENT : DYNAMICS OF CONFLICT

  • ORGANIZATION BEHAVIOR
  • DR. SHASHI AGGARWAL
  • NET COMMERCE/MANAGEMENT/LABOUR WELFARE
  • CONFLICT MANAGEMENT
  • MEANING OF CONFLICT
  1. WHENEVER THERE IS INTERACTION THERE IS CONFLICT
  2. ACCORDING TO W. WRIGGLEY,” WHEN TWO PEOPLE IN BUSINESS  ALWAYS AGREE,ONE OF THEM IS UNNECESSARY
  • CHUNG AND MEGGINSON “ CONFLICT AS THE STRUGGLE BETWEEN INCOMPATIBLE OR OPOSING NEEDS,WISHES,IDEAS,INTERESTS OR PEOPLE
  • CONFLICT IS ASSOCIATED WITH SITUATIONS THAT INVOLVE CONTRADICTORY OR IRRECONCILABLE INTEREST BETWEEN TWO OPPOSING GROUPS

 

  • CAN BE DEFINED IN MANY WAYS

  • EXPRESSION OF HOSTILITY,NEGATIVE ATTITUDE
  • ANTAGONISM,AGGRESSION AND RIVALRY
  • CONFLICT IS ASSOCIATED WITH SITUATIONS THAT INVOLVE CONTRADICTORY OR IRRECONCILABLE INTEREST BETWEEN TWO OPPOSING GROUPS

 

  • MEANING OF CONFLICT
  • LOUIS R PONDY----COMPREHENSIVE DEFINITION
  1. ANTECEDENT CONDITIONS OF CONFLICT BEHAVIOR SUCH AS SCARCITY OF RESOURCES OR POLICY DIFFERENCES
  2. AFFECTIVE STATES OF INDIVIDUAL INVOLVED SUCH AS STRESS,TENSION,HOSTILITY OR ANXIETY
  3. COGNITIVE STATE OF INDIVIDUALS THAT IS THEIR PERCEPTION OR AWARENESS OF CONFLICT SITUATION
  4. CONFLICT BEHAVIOR RANGING FROM PASSIVE RESISTANCE TO OVER AGGRESSIVENESS
  • FEATURES OF CONFLICT
  1. WHEN INDIVIDUALS ARE NOT ABLE TO CHOOSE AMONG AVAILABLE ALTERNATIVE COURSE OF ACTION
  2. CONFLICT BETWEEN TWO INDIVIDUALS IMPLIES THAT THEY HAVE CONFLICT OF PERCEPTION,VALUES AND GOALS
  3. DYNAMIC PROCESS
  4. MUST BE PERCEIVED BY THE PARTIES TO IT
  • DIFFERENT SCHOOLS OF THOUGHT

  • FUNCTIONAL CONFLICT
  1. CONFLICT WHICH SUPPORT THE GOALS OF THE GROUP AND IMPROVE ITS PERFORMANCE---FUNCTIONAL CONFLICT
  2. RELEASE OF TENSIONS : RATHER THEN SUPPRESSING
  3. ANALYTICAL THINKING
  4. GROUP COHESIVENESS : INTER GROUP CONFLICTS BRINGS ABOUT CLOSENESS AND SOLIDARITY AMONG GROUP MEMBERS.DEVELOP GROUP LOYALTY AND GREATER SENSE OF IDENTITY. GROUP COHESIVENESS
  5. FUNCTIONAL CONFLICT
  6. COMPETITION :PROMOTE COMPETITION AND RESULT IN INCREASED EFFORTS
  7. CHALLENGE : THEY HAVE TO BE DYNAMIC AND CRATIVE
  8. STIMULATION  FOR CHANGE
  9. IDENTIFICATION OF WEAKNESSES
  10. AWARENESS : WHAT PROBLEM EXIST
  11. HIGH QUALITY OF DECISIONS
  12. ENJOYMENT
  • DYSFUNCTIONAL CONFLICT
  1. CONFLICTS WHICH HINDER GROUP PERFORMANCE
  2. IN CASE OF INTRA INDIVIDUAL AND INTER INDIVIDUAL CONFLICT,DYNAMIC PERSONS MAY LEAVE THE ORGANIZATION
  3. TENSIONS
  4. DISSATISFACTION
  5. CLIMATE OF DISTRUST
  6. DYSFUNCTIONAL CONFLICT
  7. PERSONAL VS ORGANIZATIONAL GOALS
  8. CONFLICT MAY WEAKEN THE ORGANIZATION
  • CONCLUSION
  1. WITH IN REASONABLE LIMITS BEYOND IT MAY BECOME DESTRUCTIVE AND ADVERSE SITUATIONS LIKE STRIKES,SABOTAGE
  2. OPTIMUM LEVEL OF CONFLICT
  • CONCLUSION
  • LEVELS OF CONFLICT
  1. INDIVIDUAL LEVEL CONFLICT
  2. INTERPERSONAL CONFLICT
  3. GROUP LEVEL CONFLICT
  4. ORGANIZATIONAL LEVEL CONFLICT

 

 

  • STAGES OF CONFLICT

  1. LATENT CONFLICT
  2. PERCEIVED CONFLICT
  3. FELT CONFLICT
  4. MANIFEST CONFLICT
  5. CONFLICT AFTERMATH
  • STAGES OF CONFLICT
  • LATENT CONFLICT
  • CONFLICT IS NOT APPARENT
  • OCCURS IN SUBCONSCIOUS MIND
  • TYPES OF CONFLICT :
  1. COMPEITION FOR SCARCE RESOURCES :
  2. DRIVE FOR AUTONOMY/COMMUNICATION BARRIER
  3. DIVERGENCE OF GOALS
  4. ROLE CONFLICT
  • LATENT CONFLICT

 

  1. TREAT THE ORGANIZATION AS A COALITION OF ROLE SETS EACH COMPOSED OF THE FOCAL PERSON HAVING DIFFERENT ROLE
  2. CONFLICT IS SAID TO OCCUR WHEN THE FOCAL PERSON RECEIVES THE INCOMPATIBLE ROLE DEMAND OR EXPECTATION
  3. TREAT THE FOCAL PERSON MERELY PASSIVE RATHER ACTIVE PARTICIPANT IN THE RELATIONSHIP.
  • PERCEIVED CONFLICT
  1. MAY BE PERCEIVED WHEN NO CONDITIONS OF LATENT CONFLICT EXIST
  2. DUE TO PARTIES MISUNDERSTANDING OF EACH OTHER’S TRUE POSITION
  3. CAN BE RESOLVED BY IMPROVING COMMUNICATION
  • FELT CONFLICT
  • A MAYBE AWARE THAT HE IS SERIOUS DISAGREEMENT WITH B OVER SOME POLICY , BUT THIS MAY NOT MAKE A TENSE OR ANXIOUS AND IT MAY HAVE NO EFFECT WHATSOEVER ON A’ AFFECTION TOWARDS B
  • PERSONALISATION OF CONFLICT : REASONS
  • INCONSISTENT DEMAND ON EFFICIENT ORGANIZATION AND INDIVIDUAL GROWTH WHICH IS CAUSED WITH IN THE INDIVIDUAL
  • BECOMES PERSONALIZE WHEN THE WHOLE PERSONALITY OF THE INDIVIDUAL IS INVOLVED IN THE ORGANIZATION.
  • MANIFEST CONFLICT
  1. WHEN TWO PARTIES ENGAGE IN BEHAVIOUR WHICH EVOKE RESPONSE FROM EACH OTHER
  2. THE MOST OBVIOUS RESPONSE :
  3. OPEN AGGRESSION,APATHY,SABOTAGE,WITHDRAWAL AND PERFECT DISOBEDIENCE EXCEPT FOR PRISON RIOTS,POLITICAL REVOLUTIONS AND EXTREME LABOUR UNREST.
  • CONFLICT AFTERMATH
  • MAY HAVE POSITIVE OR NEGATIVE REPERCUSSIONS OF THE DEPENDING UPON HOW THE CONFLICT IS RESOLVED
  • IF THE CONFLICT IS SUPPRESSED BUT NOT RESOLVED THE LATENT CONDITIONS OF CONFLICT MAY BE AGGRAVATED AND EXPLODE IN MORE SERIOUS FORM

  • LEVELS OF CONFLICT

  1. INDIVIDUAL LEVEL CONFLICT
  2. INTERPERSONAL CONFLICT
  3. GROUP LEVEL CONFLICT
  4. ORGANIZATIONAL LEVEL CONFLICT
  • INTRA INDIVIDUAL CONFLICT
  1. MOST DIFFICULT
  2. ARISES WITH IN AN INDIVIDUAL MEMBER OF THE ORGANIZATION
  3. ARISES DUE TO INCONGRUENCE BETWEEN ORGANIZATIONAL GOALS AND INDIVIDUAL GOALS AND WIDE SPREAD UNCERTAINTY
  4. INDIVIDUAL IS NOT IN POSITION TO TAKE DECISION ABOUT CERTAIN MATTERS.
  5. UNCERTAINTY MAY BE CAUSED BY THE COMPLEXITY OF THE PROBLEM AND LACK OF PAST EXPERIENCE
  6. MARCH AND SIMON : INDIVIDUAL DISSATISFACTION IS THE OUTCOME OF DISPARITY BETWEEN ASPIRATION LEVELS AND ACHIEVEMENTS
  7. GREATER THE DISPARITY : HIGHER POSSIBILITY OF INTRA INDIVIDUAL CONFLICT
  • INTRA INDIVIDUAL CONFLICT
  • DUE TO
  1. ROLE CONFLICT
  2. GOAL CONFLICT
  • INTRA INDIVIDUAL CONFLICT
  • ROLE CONFLICT :
  • A ROLE IS A SET OF ACTIVITIES EXPECTED OF A PERSON HOLDING A PARTICULAR POSITION IN A GROUP OR ORGANIZATION.
  • EXAMPLE : ROLE EXPECTATION COMMUNICATED BY THE MANAGER TO SUBORDINATE ARE LIKELY TO INCLUDE INSTRUCTIONS ABOUT DESIRED BEHAVIOUR AND BEHAVIOUR TO BE AVOIDED
  • ROLE AMBIGUITY OCCURS WHEN AN INDIVIDUAL IS NOT CERTAIN ABOUT THE ROLE EXPECTATION
  • ROLE CONFLICT :
  • ROLE CONFLICT ARISE WHEN THE PERSON IS NOT ABLE TO RESPOND THE EXPECTATION OF THE OTHER PERSON
  • ANOTHER SOURCE OF TENSION: LOSS OF JOB SATISFACTION,DECREASED CONFIDENCE
  • ROLE OVERLOAD : SIMPLY TOO MANY ROLE EXPECTATION
  • FOUR KINDS OF ROLE CONFLICT
  • INTRA-SENDER CONFLICT:THIS CONFLICT ARISES WHEN A PERSON IS ASKED TO DO A JOB WHICH IS NOT CAPABLE OF DOING OR TIME AND RESOURCES ARE NOT SUFFICIENT TO DO THE JOB
  • INTER SENDER ROLE CONFLICT : DIFFERENT ROLE SET MEMBERS MAY HAVE CONFLICTING EXPECTATION FROM A PARTICULAR MEMBER
  • PERSON ROLE CONFLICT : THIS CONFLICT OCCURS WHEN A PERSON IS ASKED TO DO A JOB WHICH IS INCOMPATIBLE WITH HIS OWN VALUE SYSTEM
  • INTER ROLE CONFLICT : WHEN AN INDIVIDUAL HOLD MULTIPLE AND DIVERGENT ROLES
  • GOAL CONFLICT

·         INTRA PERSONAL CONFLICT ALSO INCLUDE ACTUAL OR PERCEIVED PRESSURE FROM INCOMPATIBLE GOALS OR EXPECTATION

·         APPROACH-APPROACH CONFLICT :WHEN A PERSON HAS TO CHOOSE FROM TWO OR MORE EQUALLY ATTRACTIVE GOALS. HE CAN CHOSE GOALS AT THE COST OF OTHER

 

·         AVOIDANCE-AVOIDANCE CONFLICT : HAS TO CHOOSE BETWEEN TWO ALTERNATIVES EACH WITH NEGATIVE ASPECTS. BOTH THE ALTERNATIVES ARE EQUALLY UNATTRACTIVE

·         APPROACH-AVOIDANCE CONFLICT : FACED WITH AN ALTERNATIVE THAT HAS BOTH POSITIVE AND NEGATIVE CONSEQUENCES

  • INTER PERSONAL CONFLICT

·         BETWEEN TWO OR MORE INDIVIDUAL AND IS THE MOST COMMON AND MOST RECOGNIZED CONFLICT

·         EACH INDIVIDUAL HAS A SEPARATE ACCEPTABLE ALTERNATIVES OF ACTION AND DIFFERENT INDIVIDUALS PREFER DIFFERENT ALTERNATIVES AND DIFFERENT INDIVIDUAL PREFER DIFFERENT ALTERNATIVES

  • EXAMPLE
  1. QUALITY CONTROL INSPECTOR’S JOB IS TO FIND ERRORS IN OTHERS WORK
  2. THE ORGANIZATION MAY HAVE REWARD SYSTEM BASED UPON INDIVIDUAL PERFORMANCE BUT PERFORMANCE OF INDIVIDUAL IS DEPENDENT UPON OTHERS
  3. CAUSE INTER INDIVIDUAL CONFLICT THROUGHOUT THE ORGANIZATION.
  • SOURCES OF INTERPERSONAL CONFLICT
    WHETTEN AND CAMERON
  • PERSONAL DIFFERENCE : DUE TO ONE’S UPBRINGING,CULTURAL AND FAMILY TRADITIONS.FAMILY BACKGROUND,EDUCATIONAL EXPERIENCE AND VALUES
  • INFORMATION DEFICIENCY
  • ROLE INCOMPATIBILITY :MANY MANAGERS HAVE MANY FUNCTIONS AND TASKS THAT ARE INTERDEPENDENT AND INDIVIDUAL ROLES MAY BE INCOMPATIBLE
  • SCARCITY OF RESOURCES
  • GROUP LEVEL CONFLICT
  •  A GROUP CONSIST OF TWO OR MORE PERSONS WHO ARE IN INTERACTION WITH EACH OTHER HAVE A WELL DEFINED STRUCTURE OF ROLE AND NORMS OF BEHAVIOUR
  • GROUP NOT ONLY AFFECT THE BEHAVIOUR OF THEIR MEMBERS RATHER THEY HAVE IMPACT ON OTHER GROUPS
  • GROUP LEVEL CONFLICT
  •  INTRA GROUP CONFLICT :
  1. WHEN THE GROUP FACES A NOVEL PROBLEM
  2. WHEN NEW VALUES ARE IMPORTED FROM THE SOCIAL ENVIRONMENT INTO THE GROUP
  3. WHEN A PERSON’S EXTRA GROUP ROLE COMES INTO CONFLICT WITH HIS INTRA GROUP ROLE
  4. INTER INDIVIDUAL CONFLICT MAY ----INTRA GROUP CONFLICT
  5. IN CASE OF SERIOUS NATURE –MEMBERS OF GROUP MAY DIVIDED INTO TWO GROUPS-------------------INTER GROUP
  • CAUSES ARE SIMILAR TO INTERPERSONAL CONFLICT
  • CAUSES
  1. PERSONAL DIFFERENCE
  2. INFORMATION DEFICIENCY
  3. ROLE INCOMPATIBILITY
  4. ENVIRONMENT STRESS
  • INTER GROUP CONFLICT
  • CONFLICT BETWEEN DIFFERENT GROUPS IN THE ORGANIZATION ARE KNOWN AS INTER GROUP CONFLICT
  1. EXISTENCE OF POSITIVE FELT NEED FOR JOINT DECISION MAKING
  2. DIFFERENTIATION OF GOALS—DIFFERENT VIEWS
  3. DIFFERENCE IN PERCEPTION OF REALITY
  4.  FACTORS OF INTER GROUP CONFLICT
  5. JOINT DECISION MAKING : NEED DUE TO :
  6. SHARING OF RESOURCES
  7. INTERDEPENDENCY
  8. NEED FOR COORDINATION

 

  •  FACTORS OF INTER GROUP CONFLICT
  • DIFFERENCE IN GOALS : DIFFERENT IN SUB GOALS OF VARIOUS GROUPS
  • DIFFERENCE IN FAMILY BACKGROUND,CULTURAL VALUES,EDUCATION AND TRAINING ETC
  • PROBLEM IN RELATING DEPARTMENT GOALS WITH ORGANIZATIONAL GOALS
  • PATTERN OF INTERACTION AMONG THE GROUP MEMBERS MAY LEAD TO DIFFERENTIATION OF GOALS
  •  DIFFERENCE IN PERCEPTIONS :
  • DIFFERENCE IN VIEWS
  • DIFFERENCE IN BACKGROUND
  • LACK OF INADEQUACY IN INFORMATION
  • TASK AMBIGUITY : LACK OF CLARITY OVER JOB RESPONSIBILITIES---TASK AMBIGUITY—INTER GROUP CONFLICT

 

  •  DIFFERENCE IN WORK ORIENTATION :
  1. FUNCTIONAL GROUPS DIFFER IN THEIR TIME PERSPECTIVE
  2. VARIATION OF GOALS
  3. INTERPERSONAL ORIENTATION VARY
  • ORGANISATIONAL REWARD SYSTEM :
  • INTER ORGANIZATIONAL CONFLICT
  1.  OCCURS BETWEEN DIFFERENT ORGANIZATION
  2. BETWEEN BUYER AND SELLER ORGANIZATION
  3. UNION AND ORGANIZATION EMPLOYING THE MEMBERS
  • CAUSES
  • COMMUNICATION ASPECT OF CONFLICT :
  1. LACK OF PROPER COMMUNICATION
  2. TOO MUCH OR TOO LITTLE COMMUNICATION
  3. FILTERING OF COMMUNICATION
  4. SEMANTIC PROBLEMS
  5. PROBLEM OF NOISE
  • BEHAVIORAL ASPECT OF CONFLICT
  1. HUMAN THOUGHT AND EMOTIONS,FEELING AND VALUE AND PERCEPTION
  2. DIFFERENCE IN PERCEPTION AND VALUE
  3. BASED ON PERSONAL DIFFERENCES
  4. CONFLICT BETWEEN THE GOALS OF THE FORMAL  ORGANIZATION AND PSYCHOLOGICAL NEED OF THE INDIVIDUAL

 

  • STRUCTURAL ASPECT OF  CONFLICT
  1. THE LARGER THE SIZE AND MORE WILL THE CHANCES OF CONFLICT
  2. INTERDEPENDENCE
  3. COMMON RESOURCES
  4. GOAL DIFFERENCES
  5. AUTHORITY RELATIONSHIP
  6. STATUS INCONSISTENCIES
  7. JURISDICTIONAL AMBIGUITIES

 

  • NATURE OF THE CONFLICT
  1. CONFLICT OCCURS WHEN INDIVIDUALS ARE NOT ABLE TO CHOOSE AMONG THE AVAILABLE ALTERNATIVE COURSE OF ACTION
  2. DUE TO DIFFERENCE IN PERCEPTIONS,VALUES AND GOALS
  3. DYNAMIC PROCESS—SERIES OF EVENTS
  4. MAY BE PERCEIVED BY THE PARTIES
  • TYPES OF CONFLICT SITUATIONS
  1. VERTICAL CONFLICT :LEVELS IN THE ORGANIZATION’S HIERARCHIES---SUPERVISOR AND SUBORDINATE
  2. HORIZONTAL CONFLICT : BETWEEN PERSON OR GROUPS AT DIFFERENT LEVEL
  3. LINE-STAFF CONFLICT
  4. ROLE CONFLICT

  • APPROACHES FOR MANAGEMENT OF CONFLICT

  • PREVENTIVE MEASURES
  • CONFLICT IS DESTRUCTIVE IN NATURE AND SHOULD BE RESOLVED AS SOON AS POSSIBLE AFTER IT HAS DEVELOPED BUT ALL EFFORTS SHOULD BE MADE TO PREVENT IT FROM DEVELOPING
  • TWO APPROACHES :
  1. PREVENTIVE
  2. CURATIVE APPROACH
  • PREVENTIVE MEASURES
  1. ESTABLISHING COMMON GOALS :
  2. FINDING COMMON GOALS
  3. MUTUAL DEPENDENCE OF THE GROUPS CAN BE BROUGHT THROUGH THE SUPER ORDINATE GOALS. SUPER ORDINATE GOALS ARE THOSE THAT ARE PRECEDENCE OVER THE GOALS THAT MAY SEPARATE THE CONFLICTING PARTIES
  4. REDUCTION IN INTERDEPENDENCE : INTER DEPENDENCE BETWEEN LINE AND STAFF
  5. REDUCTION IN SHARED RESOURCES : INCREASING THE RESOURCES AND SO THAT EACH EACH UNIT IS INDEPENDENT IS USING THEM BUT SOME TIME THE RESOURCES ARE LIMITED SO BEST POSSIBLE ALTERNATIVE IS OPTIMUM ALLOCATION OF THE LIMITED RESOURCES
  6. TRUST AND COMMUNICATION : GREATER THE TRUST AMONG THE MEMBERS OF THE UNIT,THE MORE OPEN AND HONEST COMMUNICATION WILL BE
  7. COORDINATION : PROPERLY COORDINATED ACTIVITIES REDUCE THE CONFLICT. SPECIAL LIAISON OFFICER SHOULD BE HIRED TO DEAL WITH THESE PROBLEMS
  8. EXCHANGE  OF PERSONNEL : EXCHANGE OF PEOPLE IS VERY SIMILAR TO ROLE REVERSAL AND AIMED AT GREATER UNDERSTANDING BETWEEN PEOPLE BY FORCING EACH TO PRESENT AND DEFEND THE OTHER’S POSITION
  9. USE OF SUPERIOR AUTHORITY : REFERRED TO COMMON SUPERVISOR WHO WILL RESOLVE THE CONFLICT BY GIVING A DECISION.
  • REORGANIZATION OF GROUPS :. CONFLICT CAN BE HANDLED BY REORGANIZATION THE GROUPS.PEOPLE WHO HAVE GOT SOMETHING IN COMMON WILL BE PLACED IN ONE GROUP.
  • CURATIVE MEASURES
  • INCLUDE THE RESOLUTION OF CONFLICT WHEN THEY TAKE PLACE AND BECOME DYSFUNCTIONAL IN THE ORGANIZATION.
  • WHAT ARE THE DIFFERENT CONFLICT RESOLUTION MODES
  • WHAT STRATEGY SHOULD BE ADOPTED
  • CURATIVE MEASURES

1.       AVOIDANCE

2.       COMPETING

3.       COLLABORATION

4.       ACCOMMODATING

5.       COMPROMISE

  • MODES OF HANDLING CONFLICT
  • THOMPSON SUGGESTED FIVE MODES :
  1. COMPETITION
  2. COLLABORATION
  3. ACCOMMODATING
  4. COMPROMISING
  5. AVOIDANCE

 

  • MODES OF HANDLING CONFLICT
  • SCHMIDIDIT AND TANNENBAUM:
  1. AVOIDANCE
  2. REPRESSION
  3. SHARPENING THE DIFFERENCE INTO CONFLICT
  4. TRANSFORMATION OF CONFLICT INT PROBLEM IN SOLVING
  •  GENERAL MODES OF HANDLING CONFLICT
  • AVOIDANCE AND REPRESSION OF CONFLICT
  1. DIFFUSION OF CONFLICT
  2. CONTAINMENT OF CONFLICT
  3. CONFRONTATION
  4. PROBLEM SOLVING
  5. CONFLICT STIMULATION
  • AVOIDANCE AND REPRESSION OF CONFLICT
  • AVOIDANCE OR IGNORING THE CONFLICT :THE MANAGER AVOIDS DEALING WITH CONFLICTS. HE MAY CLOSE HIS EYES AND PRETEND THAT CONFLICT DOES NOT EXIST. USEFUL WHEN THE DIFFERENCE ARE NOT RELEVANT TO THE ORGANIZATION’S TASK.
  • REORGANIZATION OF GROUPS : BY REORGANIZATION OF THE GROUPS. PLACING OF PEOPLE IN GROUPS WHOSE EXPERIENCE IS SIMILAR,SIMILAR TRAINING AND SIMILAR  LEVEL OF SOCIETY
  • REDUCTION OF INTER DEPENDENCE BETWEEN GROUPS : DIFFERENT DEPARTMENTS ARE PROVIDED THE RESOURCES INDEPENDENTLY AND THEIR INTERDEPENDENCE IS REDUCED
  • DOMINANCE OR REPRESSION OF DIFFERENCES : MEANS FORCING THE CONFLICTING PARTIES TO ACCEPT A SOLUTION DEVISED BY A HIGHER LEVEL MANAGER
  • REGULATION OF INTERPERSONAL CONTACTS THROUGH TRANSFER :BY INVOKING THE TRANSFER OF THE FIRM. HE CAN TRANSFER SOME OF THE EMPLOYEES TO DIFFERENT DEPARTMENTS. ROTATION OF  EMPLOYEES AMONG DIFFERENT DEPARTMENTS HAS ALSO THE ADVANTAGES OF MAKING THEM REALIZE THE PROBLEMS AND FUNCTIONING OF THE DIFFERENT DEPARTMENTS
  • AVOIDANCE AND REPRESSION OF CONFLICT
  • SHOULD CONFLICTS BE SUPPRESSED :
  • QUESTION HERE IS CONFLICTS SHOULD BE SUPPRESSED IN BEGINNING OR NOT
  • MANY PEOPLE VIEW AS SOMETHING VERY BAD AND SO ACCORDING TO THEM IT SHOULD ALWAYS BE AVOIDED . BUT IT MAY WORK WELL IN CERTAIN SITUATIONS
  • DANGER OF THE ORGANIZATION’S SLIPPING TOWARDS COMPLACENCY.
  • DEFUSION OF CONFLICT
  • SMOOTHING :DIPLOMATIC PLEA FOR EMPATHY AMONG THE MEMBERS. IT HIGHLIGHT THE SIMILARITIES IN VIEW POINT. IT AVOIDS RESOLVING CONFLICTS. SOME TIMES IT IS VERY EFFECTIVE BUT GENERALLY IT IS INEFFECTIVE.
  • SUPER ORDINATE GOALS :BY APPEALING TO SUPER ORDINATE GOALS THE MANAGEMENT MAY BE ABLE TO DIVERT THE ACTIONS OF GROUPS FROM THE CURRENT PROBLEMS
  • THE DIFFUSION STRATEGIES HELP THE MANAGERS IN KEEPING THE DIFFERENCE UNDER COVER
  • THE MANAGER CAN AVOID CONFRONTATION BETWEEN EMPHASIZING TEAM WORK,COOPERATION AND LOYALTY TO THE ORGANIZATION
  • CONTAINMENT OF CONFLICT
  • UNDER CERTAIN STRATEGIES : THE MANGERS ALLOWS SOME CONFLICT TO SURFACE BUT FULLY REGULATES THE ISSUES TO BE DICUSSED AND THE MANNER IN WHICH THEY ARE TO BE RESOLVED
  • COMPROMISE /BARGAINING : FORM OF TRADE OFF UNDER WHICH TWO GROUPS EXCHANGE CONCESSIONS UNTILL A COMPROMISE SOLUTION IS REACHED
  • TACTIC  COMMUNICATION; EACH PARTY SIGNALS A WILLINGNESS TO BE FLEXIBLE IN EXCHANGING CONCESSIONS WITHOUT MAKING AN EXPLICIT OFFER OR PROMISE. BARGAINING FAILS TO DEAL WITH THE UNDERLYING PROBLEM IN RATIONAL MANNER
  • RESTRUCTURING THE INTERACTIONS BETWEEN GROUPS : MAY REDUCE THE FREQUENCY OF INTERACTION BETWEEN GROUPS TO DEAL WITH THE CONFLICT. THE STRUCTURING OF INTERACTIONS IS ESPECIALLY USEFUL IN TWO SITUATIONS :
  • WHEN PREVIOUS ISSUE TO OPENLY DISCUSSION LEAD TO CONFLICT ESCALATION.
  • WHEN A RESPECTED THIRD PARTY IS AVAILABLE TO PROVIDE AND MAINTAIN SOME STRUCTURE TO THE INTERACTION BETWEEN THE GROUP AS MEDIATOR.
  • CONFRONTATION OR SHARPENING DIFFERENCE IN CONFLICT
  1. MANAGER IS AWARE SOME DIFFERENCE EXIST
  2. TRY TO CREATE AN ARENA IN WHICH CONFLICTING PARTIES MAY FIGHT IT OUT
  3. MAY MOBILIZE THE STRENGTH AND WEAKNESSES OF EACH OTHER
  4. MANAGER ENSURE THAT PARTY UNDERSTAND THE ISSUE AND SORT OUT THE DIFFERENCE
  5. MAY BE FOLLOWED WHERE THE PARTIES TO THE CONFLICT FOLLOW A RIGID STAND.
  • PROBLEM SOLVING
  • THE MANAGER USING THIS APPROACH MAY HELP TO CHANNEL THE ENERGY GENERATED BY FEELING INTO CREATIVE RATHER THAN DESTRUCTIVE ACTIVITIES
  • UNDERSTAND THE NATURE OF CONFLICT
  • TWO GROUPS WORK TOGETHER TO DEFINE THE PROBLEM AND TO IDENTIFY MUTUALLY SATISFACTORY SOLUTIONS
  • CONFLICTING SIMULATIONS
  • COMMUNICATION :
  • A MANAGER CAN GIVE AMBIGUOUS OR THREATENING MESSAGES TO THE GROUP SO AS TO INCREASE CONFLICT LEVEL
  • MAY SPREAD THE MESSAGE THAT UNIT IS TO BE DISBANDED
  • STIMULATE NEW IDEAS AND FORCE EVALUATION OF EXISTING PRACTICES
  • ENCOURAGING COMPETITION
  • HEALTHY COMPETITION BETWEEN INDIVIDUALS AND GROUPS MAY BE STIMULATED THROUGH PROPERLY ADMINISTERED INCENTIVE SYSTEM
  • BONUS,PAY AND INCENTIVES AND AWARDS FOR EXCELLENT PERFORMANCE
  • BRINGING NEW EMPLOYEES :THE MANAGEMENT CAN ADD NEW EMPLOYEES TO GROUP WHOSE BACKGROUND,VALUES AND ATTITUDES DIFFER FROM THOSE OF PRESENT MEMBERS
  • RESTRUCTURING THE ORGANIZATION : CAN REALIGN THE WORK GROUPS,ALTER RULES AND REGULATIONS,INCREASE INTERDEPENDENCE AND STRUCTURAL CHANGES

 

 

 

 

 

 

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