_OB_CH_1_(5)

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.. 2. conflict.

Meaning. ..

Regarding the dealings of conflict in the organization, the following 3 major approaches were the most important: a) Traditional Approach: believes that conflicts are violent and destructive which result in poor communication, lack of trust, failure of the management to meet the aspirations of employees and so on. So, the causes of conflict must be revealed to avoid it, because conflict avoidance increases performance..

Regarding the dealings of conflict in the organization, the following 3 major approaches were the most important: b) Human relations Approach: The human relations approach argued that conflict was a natural and inevitable occurrence in all groups and organizations. It cannot be eliminated. So, Conflict has to be used by management for its positive results. c) Interactionist Approach: This approach believes that minimum level of conflict is essential for performance, as some conflicts are helpful for performance. These are called functional conflicts because they are constructive and are essential part of an organization. On the other hand, there are dysfunctional conflicts which hinder the performance of an organization..

There are five levels of conflict in organizations. These are intrapersonal (within an individual), interpersonal (between individuals), intragroup (within a group), intergroup (between groups), and intra-organizational (within organizations). Intra-personal Conflict: It occurs within an individual’s mind. It is psychological in its nature involving the individual’s thoughts, values, principles and emotions. Intrapersonal Conflict often involves some form of goal conflict. Goal conflict exists for individuals when their behavior/action will result in mutually exclusive positive and negative outcomes..

The positive and negative conflict out comes might be expressed in the following conditions: Approach-approach conflict: it is a situation in which a person has a choice between two or more alternatives with positive outcomes. For example, a person can choose between two jobs that appear to be equally attractive. Avoidance - avoidance conflict: it is a situation in which a person must choose between two or more alternatives having negative outcomes. For example, conflict if he or she has to decide between accepting a salary cut or quitting his or her job. Approach-avoidance conflict: a situation in which a person must decide whether to do something that had both positive and negative outcomes. For example, being offered a good job in a bad location..

Inter-personal Conflict: It is a conflict between two or more individuals. It occurs as employees have to act and react with other employees (their interdependence). Reasons for interpersonal conflict include: Personality differences Perceptions Clashes of values and interests Scarce resource AND Power and status differences..

Intra-group Conflict: It is a type of conflict that happens among individuals within a group/team. The incompatibilities and misunderstandings among these individuals lead to an intragroup conflict. Within a team/group, conflict can be helpful in coming up with decisions which will eventually allow them to reach their objectives as a team. However, if the degree of conflict disrupts harmony among the members, then some serious guidance from a different party will be needed for it to be settled..

Inter-group Conflict: As the situation demands, individuals form various groups. The success of the organization as a whole depends upon the harmonial relations among all interdependent groups. This leads to a feeling of we and they; “We are always right and they are always wrong”. Factors for this type of conflict may include a rivalry in resources or the boundaries set by a group to others which establishes their own identity as a team. For instance, the HRM department of an organization can come in conflict with the production department..

Intra-organizational Conflict: it is a type of conflict in which incompatibilities and disagreement exists due to several factors within the organization it self. The 4 types of intra-organizational conflict were the followings: Vertical Conflict: A conflict between levels in an organization. E.g. superior-subordinate conflict . Horizontal Conflict: conflict between employees or departments as the same hierarchical level in an organization. e.g. conflict between mgt& hotel mgt dept’s. Line-Staff Conflict: Most organizations have staff departments to assist the line departments. E.g. HRM & mgt. Role Conflict: A role is the cluster of activities that others expect individuals to perform in their position..

Inter-organizational Conflict: it involves disputes between two or more organizations. For example, different energy suppliers may engage in inter-organizational conflict when they are competing for a larger market share. The more interesting inter-organizational conflicts, however, may be those among organizations that are working together. perhaps in joint operating agreements or community consortiums. Other common examples include disagreements between unions and the organizations employing their members, between government regulatory agencies and the organizations subject to their surveillance, between organizations and their suppliers, and between organizations and outside activist groups..

Conflicts in the organizations may arise due to several reasons and the followings were the major ones: Competition for limited resources: The greater the scarcity of resources, the greater the potential for conflict. Work flow relationship: it is When group’s performance is dependent on another group . Communication problems: conflict may arise because all groups may not have the same information or may not have adequate information..

Overlapping or unclear boundaries: If activities or resources are allocated to whom is not clearly delineated, it can lead to conflict between the parties involved. Unclear authority structure: people may not know how far their authority extends. Unreasonable or unclear procedures or rules: it occurs when rules and regulations are stipulated in ambiguous manner. Collective decision making: The greater the number of people participating in a decision, the greater the potential for conflict as group members may have different background, level of information, experience and the like..

Conflict outcomes may be either functional (in that the conflict results in an improvement in the group’s performance) or dysfunctional (in that it hinders group performance). 1) Functional outcomes: Generally, conflict is constructive when it stimulates creativity and innovation, improves the quality of decisions and encourages interest among group members, provides the medium through which problems can aired and tensions released, and fosters environment of self evaluation and change. Evidences shows that when groups analyzed decisions that had been made by the individual members of that group, the average improvement among the high conflict groups was 73% greater than that of those groups characterized by low conflict conditions..

Basic positive outcomes of conflict include: strengthen friendship. The energy level of individuals or groups increases with conflict. Group cohesion increases-external threats make a group to pull together as a unit. Blind faith is replaced by logical understanding. Minorities views are given due attention and Inactive decisions are revealed due to conflict. Generally, groups composed of members with different interests tend to produce higher quality solutions to a variety of problems than do homogeneous groups..

2) Dysfunctional outcomes: The destructive consequences of conflict on a group/team or organization’s performance are generally well known. Uncontrolled opposition breeds discontent which acts to dissolve commonalities, and eventually leads to the destruction of the group/team. The two extremes of conflict are dysfunctional whereas the optimum level of conflict is functional. Therefore, managers should strive to maintain optimum level of conflict in their organizations. Evidence indicates that the type of group activity is a significant factor for determining functionality. The more non routine the tasks of a group are, the greater the probability that internal conflict will be constructive..

The more undesirable consequences of conflict are: Decline in communication between conflicting parties. Reduction in group cohesiveness . Relationships may be damaged. Subordination of group goals to fighting members. Delay in decision making which need to be done urgently. Hostility and aggression disrupts harmony and peace. At the extreme, conflict can bring group functioning to halt and threaten the group’s survival..

Conflicts increase employee turnover, decrease employee satisfaction and increases inefficiencies of work units. Conflict may cause job stress, burnout and dissatisfaction. A climate of distrust and suspicion may be developed. Job performance may be reduced. Resistance to change will increase. Organizational commitment and loyalty may be affected..

Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. In this sub section, three important issues, that is, analysis of the conflict situation, conflict stimulation and conflict resolution are discussed as tools of conflict management..

Conflict management vs conflict resolution. Conflict management involves taking action to keep a conflict from escalating. further it implies the ability to control the intensity of a conflict and its effects through negotiation, intervention, institutional mechanisms and other traditional methods..

A) Analysis of the conflict situation: A viable strategy for conflict management begins with an analysis of the conflict situations and then moving to the development of strategy. Management can analyze a conflict situation by identifying: The conflicting parties– the conflict may be between individuals, between individuals and groups, or between departments. The source of conflict– competition, resource, personal difference, inadequate communication and the like. The level of conflict– the situation may be at a stage where the manager must deal with it immediately or the conflict may be at a moderate level of intensity..

B) Conflict stimulation: Conflict can be stimulated by employing the following mechanisms: Competition: Encouraging competition by offering bonuses, incentive pay and citation of outstanding performance may lead to productive conflicts as groups struggle to outdo each other. Bringing outsiders: adding employees to a group whose back grounds, values, attitudes or managerial styles differ from those of present members can be adopted as means of stimulating conflict to its functional level. Appointing devil’s advocate: These types of person solve the problems differently of the members of organization. He works as conflict motivator. If he has good skill, knowledge and mind, can be good advocator of organization. Restructuring the organization: realigning work groups, altering rules and regulations, increasing interdependence and making structural changes to disrupt the status quo will stimulate conflict..

C) Conflict Resolution: Managers as well as other individuals who are in charge of resolving conflicts that arise in their organizations or units must resolve the conflict between parties by five using different modes as of the followings..

.. [image] High Cooperative Behaviour Concern for Other Cooperative Behaviour Low Accommodating Compromising Avoidance Collaborating Competing Low (Unassertive behaviour) concern for self High (Assertive behaviour).

Avoidance: this is when there is low concern for you and others. One or both parties could avoid facing the conflict. The situation pertains to un-cooperative and unassertive behavior on the part of parties involved. e.g. A Party may avoid, postpone or even withdraw facing B Party. This strategy is useful when issues involved in conflict is very minor or when more important issues deserve attention. Avoidance strategy should be applied when one feels that people in the organization should cool down so that the issue can be handled at a later date in a better psychological environment..

Competing: This is when there is high concern for your self but low for others. It will be adopted when other strategies of conflict resolution are not working. Competing is also useful in emergencies where quick decisions are required. In this strategy power must be used unilaterally as a weapon when unpopular decisions like termination, pay cuts, layoffs, cost cutting and enforcing discipline are required to be taken. This strategy is based on win-lose principle of managing conflicts..

Collaborating: this is when you give high concern for you and others. It involves attempt of one party to work with the other party in cooperative manner and find solutions to the problem for mutual benefits. The strategy involves identification of areas of disagreement, examining the issue in greater detail and a workable solution arrived at, which is for mutual benefit. This strategy signifies joint efforts, gain for both parties and integrated solutions arrived at by consensual decisions..

Accommodating: this is when you give low concern for your self and high concern for others. In accommodating mode, a person scarifies his own interest for accommodating other person’s interest. It is form of selfless generosity, obeying other person’s point of view. This mode is usually adopted when other person’s view is stronger, you want to achieve goodwill and indicate that you are reasonable. This strategy of conflict resolution is also important when you want other person to give at a later date when it favors you..

Compromising: It is when you have medium concern for you and others. It is when both parties try to find out some expedient, mutually acceptable solution that sacrifices both the parties partially. In compromising, there is no clear winner or loser. None of the party is fully satisfied as they ration the object of conflict and accept the solution which is not complete to either of the parties. Values, ethics, principles and long term objectives of the organization must be protected while adopting compromising..

When quick, decisive action is vital (in emergencies); on important issues Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline) On issues vital to the organization’s welfare When you know you’re right Against people who take advantage of noncompetitive behavior.

To find an integrative solution when both sets of concerns are too important to be compromised When your objective is to learn To merge insights from people with different perspectives To gain commitment by incorporating concerns into a consensus To work through feelings that have interfered with a relationship.

When you find you’re wrong and to allow a better position to be heard To learn, and to show your reasonableness When issues are more important to others than to yourself and to satisfy others and maintain cooperation To build social credits for later issues To minimize loss when outmatched and losing When harmony and stability are especially important To allow employees to develop by learning from mistakes.

When an issue is trivial, or more important issues are pressing When you perceive no chance of satisfying your concerns When potential disruption outweighs the benefits of resolution To let people cool down and regain perspective When gathering information supersedes immediate decision When others can resolve the conflict effectively When issues seem tangential or symptomatic of other issues.

When goals are important but not worth the effort of potential disruption of more assertive approaches When opponents with equal power are committed to mutually exclusive goals To achieve temporary settlements to complex issues To arrive at expedient solutions under time pressure As a backup when collaboration or competition is unsuccessful.

Performance of members of any organization depends on their ability to effectively interact with their superiors, subordinates and co-workers within the organization and consumers, suppliers and general public outside. Most organizations have people problems rather than business problems. People problems are due to faulty interpersonal relations which hinder the attainment of organizational goal. IPR is the association of individual working in one organization. It indicates the degree to which members of an organization are associated each other..

Do not treat office as your home: Never misbehave with any of your colleagues. An individual should not interfere in his colleague’s work: Overlapping of job responsibility leads to employees interfering in each other’s tasks and eventually fighting over small issues. One should be concerned only with his work rather than trying to find out what the other employee is up to. Give space to your fellow workers: Overhearing anyone else’s personal conversation is strictly unprofessional. An employee must not open envelopes, couriers or letters not meant for him. Such practices lead to severe displeasure among employees and eventually spoil relationships. Do not spread baseless rumors at workplace: Even if you know something about someone, learn to keep things to yourself. Organizations are not private….

Pass on correct information to others: If your superior has asked you to share some information with any of your colleagues, make sure it is shared in its desired form unless it will lead to confusions at the workplace. Do not share all your secrets with your co workers: You never know when they might misuse them. Even if you do, make sure you are doing it with someone you trust blindly. Leave your ego behind: Do not bring your personal tensions to work. Think before you speak. Making fun of colleagues is something better @ work. A team leader should not scold any of his team members in front of others: Avoid comparisons among team members. Stay away from nasty politics at workplace: Do not try to harm anyone around you because it may harm you tomorrow..

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ባለ ግመሉ እና ተከራዩ. .. [image]. [image]. [image]. [image].