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DEFINITION
• Conflict is any situation in which two or more parties feel themselves in opposition.
• Conflict is an interpersonal process that arises from disagreements over the goals to attain or
the methods to be used to accomplish those goals.
• Conflict is inevitable.
• All conflict is not necessary bad but there are conflicts that can increase the performance of
the employees.
TRANSITIONS IN CONFLICT THOUGHT
TRADITIONAL VIEW
• Conflict is natural and inevitable, and that need not to be evil, but rather has
the potential to be a positive force in determining group performance.
Task Conflicts
Process Conflicts
Organisational
Intergroup
Interpersonal
Intrapersonal
INTRAPERSONAL
• Kurt Lewin 1930s has described conflict as two opposite tendencies i.e. Approach and
Avoidance.
• Three types of goal conflict :
1. Approach-approach conflict
2. Approach-Avoidance conflict
3. Avoidance- Avoidance Conflict
APPROACH-APPROACH CONFLICT
• Role is defined as a position that has expectations evolving from established norms.
• There are three types of role conflict:
1. Conflict between the person and the role: in this there is a conflict between the person’s
personality and the expectations of the role.
2. Intra role conflict: usually it is created by the contradictory expectations about how a role
should be played.
3. Inter role conflicts: results from differing requirements of two or more roles that must
played at the same time.
INTERPERSONAL LEVEL
Advantages Disadvantage
• Conflict Resolution is any methodology that effectively get all parties’ needs met, as
sufficiently as possible, in order to restore peace and cooperation.
• Intentions help the participants to choose their strategy.
• The participant needs to choose his intentions i.e. win or lose. Which depends on two
dimensions i.e.
1. Assertiveness; the degree to which the person attempts to satisfy his own needs.
2. Cooperative the degree to which the person attempts to satisfy the needs of others
STRATEGIES
CONFLICT MANAGEMENT
• Problem solving in which they have face to face meeting of the conflicting parties to identify
their problem and find a solution.
• Expansion of resources when the conflict occurs by scarcity of resource.
• Authoritative command is where management uses its authority to resolve the conflicts.
CONFLICT STIMULATION TECHNIQUES
• Robins and Sanghi, (2007) 11th edition Organisational Behaviour: Pearson Education, India.
• Luthans, F (2013) Organisational Behaviour : An evidence based approach, N.D: McGraw-Hill
(India).
• Newstrom, J.W (2007) Organisational Behaviour : Human Behaviour at work: N.D McGraw-
Hill.
THANK YOU