WHAT IS HAPPENING IN

THE PICTURE?
CONFLICT
 Introduction
 Choices and Decision-making
 Intrapersonal and Interpersonal
 Individual level and Organizational level
 Intradepartmental
 Goal Diversity
 Scarcity of resources
 Task interdependence
 MODERN MANAGERS-20% OF TIME
 TYPES OF CONFLICT
 Conflict within an individual
 Conflict between individuals-Personal
dislikes and personality differences
 Conflict between individual and group-
Fair day’s work-Group norms
 Conflict between groups within an
organization- Microsoft, Union Vs
Management
 Conflict between organizations
 THE PROCESS OF
CONFLICT

COGNITION AND
PERSONALISATION
CONFLICT HANDLING
BEHAVIOR

POTENTIAL
ANTAGONISM AFTERMATH
 SOURCES OF CONFLICT

 Competition for  Organizational

limited resources ambiguities
 Diversity of goals  Introduction of
 Task change
interdependence  Nature of
 Differences in values communication
and perception  Aggressive nature of
people
 THE IMPACT OF CONFLICT

 Increase in group cohesiveness

 Group becomes task oriented
 Leadership becomes more directive
 Organizational structure-Rigid
 Stress on group unity
On the other side……

 Groups become antagonastic

 Distorted perceptions
 Communication ceases to exist
 Groups apply double standard
POTENTIAL BENEFITS OF CONFLICT

 Clarifies the real issue

 Increases innovation
 Solidifies group
 Serves as catharsis
 CONFLICT MANAGEMENT-
TECHNIQUES
Conflict Resolution Techniques
Problem solving Face to face-conflicting parties-Open
discussion
Superordinate goals Creating shared goal-compulsion
Avoidance Withdrawl or suppression
Smoothing Playing down differences-Emphasize
common interests
Compromise Both the parties give up something of
value
CONFLICT MANAGEMENT
CONFLICT RESOLUTION TECHNIQUES
Authoritative command
Altering the human variable
Altering the structural variable
Formal authority and communication
Behavioral change techniques-
human relations training- alter
attitudes and desires of the parties
Changing organization structure, and
interaction pattern of parties thru
Job design, transfers, coordinating
positions.