CONFLICTS

According to Stephen Robbins- “Conflict is a process

in which an effort is purposefully made by one person
or unit to block another that results in frustrating the
attainment of the other’s goals or the furthering of his
or her interest”
 CONFLICT

• Clash of interest, values, actions,

views or direction
• Arises within an individual and
also between two or more people
• Once resolved it can provoke
positive changes
 CAUSES OF CONFLICT

• Changes in work pattern

• Differences in perceptions
• Differences in values
• Availability of options
• Allocation of limited resources
• Inter-dependence
• Unequal work-load
• Biased assessment of
subordinates
• Unattainable targets
• Lack of trust and confidence
• Threat to status quo
ELEMENTS OF A CONFLICT

• POWER: capacities and means

to get work done

• ORGANISATIONAL DEMANDS:
people’s expectations

• WORTH: persons self-esteem

 STAGES OF CONFLICT

LATENT CONFLICT

PERCEIVED CONFLICT

FELT CONFLICT

MANIFEST CONFLICT

FUNCTIONAL DYFUNCTIONAL
CONFLICT CONFLICT
 TYPES OF CONFLICTS

• INTRA PERSONAL CONFLICT

• INTER PERSONAL CONFLICT
• INTRA GROUP CONFLICT
• INTER GROUP CONFLICT
INTRA PERSONAL CONFLICT

• FRUSTRATION: It occurs when a

motivated drive is blocked before a
person reaches a desired goal.
• COGNITIVE DISSONANCE: It occurs
when individuals recognise
inconsisties in their own thoughts or
behaviour.
• NEUROTIC TENDENCIES: This is
an irrational personality
mechanism that an individual
uses that create inner conflict
INTER PERSONAL CONFLICT

• Inter means between, two or

more individuals. Inter personal
conflict arises mainly because
of difference in perception,
temperaments, personalities,
values, systems, socio- cultural
factors and role ambiguities.
 INTRA GROUP CONFLICT

• It refers to disputes among some or

small or all of a group’s members
which often affect the group’s
performance. Family run business is
prone to this type of conflict. These
conflicts typically become more
intense when an owner- founder
approaches retirement, actually
retires or die.
 INTER GROUP CONFLICT

• It is also called Organisational

conflict refers to the conflict
between groups, departments
or sections in an organisation.
Conflict between groups is
frequent and highly visible.
EFFECTS OF
CONFLICTS
POSITIVE EFFECTS :
1. Increase involvement
2. Increase cohesion
3. Increase innovation and creativity
4. Personal growth and change
5. Clarification of key issues
6. Organisational vibrancy
7. Individual and group identities
NEGATIVE EFFECTS
1. Unresolved anger
2. Personality clashes
3. Less self esteem
4. Inefficiency
5. Diversion of energy from work
6. Psychological well being
threatened
7. Wastage of resources
8. Negative climate
9. Group cohesion disrupted
 Styles of Conflict

Management
1 Contending
• Actors pursue own outcomes strongly, show
little concern for other party obtaining their
desired outcomes
2 Yielding
• Actors show little interest in whether they attain
own outcomes, are quite interested in whether
the other party attains their outcomes
3 Inaction
• Actors show little interest in whether they attain
own outcomes, little concern about whether the
other party obtains their outcomes
RESOLUTION OF
CONFLICTS

CONFLICT RESOLUTION

Avoidance Smoothing Compromising Confronting

Forcing
RECENT INCIDENT OF
CONFLICT IN THE BUSINESS
WORLD

L.K.CHAUDHUR
Y,
CEO, GRAZIANO
TRANSMISSIONI
On September 22 2008 about
200 ex-employees of the Italian
auto parts company Graziano
Transmissioni, went berserk,
they barged into the company
premises, and clubbed CEO Lalit
Kishore Chaudhury to death.
The incident happened in Noida,
a capital suburb, in broad
daylight.
Graziano fired some of its rampaging
workers the conflict was to employee the
fired workers on a new contract which the
company did not wanted too.A dispute over
these terms led to the company requesting
the court to keep the ex-employees away
from the company gates. But on 22nd
September 2008 the ex-employees entered
the company premises and started
damaging the companies property when
L.K.Chaudhary came out to talk and take
control over the ex-employee but they
instead of hearing to him started beating
him and one the employee bludgeoned his
head with a hammer.He died on the spot
but this incident not only shocked the
Graziano transmissioni but also the
business world.
This tragic incident could have
been avoided had the
management been a little more
foresighted, police had acted on
time and the sacked workers
been a little more patient. But
now the lesson has been learnt
at a very high cost.
THANK
YOU