1. Conflict in Organizations

2. What is Conflict? Two essential concepts in any conflict –Divergent views and –Incompatibility of those views

3. Is Conflict Bad? If not controlled, can interfere with the organization’s ability to meet its goals. “The confrontation of divergent views often produces ideas of superior quality.” »Kenneth Thomas Conflict causes people to seek ways of dealing with it. Can lead to improved organizational functioning

4. What is the bureaucratic view? In classical bureaucratic organizations, conflict is something to be suppressed and avoided. –Organizations should be smooth running, harmonious and ordered. –Use of control and structure to manage conflict.

5. What is the human relations view Human relations views see conflict as a failure to develop appropriate norms for groups. –Seeks to achieve harmony through happy, congenial work groups.

6. What is the human resources view Conflict is inevitable, endemic and often legitimate. Chester Barnard described negotiating, stress, and conflict as normal social patterns in organizations. Finite resources lead to competition. Participatory management will result in conflicts Leaders need to manage conflict.

7. Can Lead To Hostility Two Types of Hostility –Non-Malevolent –Malevolent Non-malevolent behavior may worsen the position of others, but is done to support one’s views. Malevolent hostility may give rise to nefarious attacks, that may: –Focus on people (not issues). –Use hateful and emotional language and terms. –Use dogmatic statements. –Be intransigent even in light of new information. The key to determining the type of hostility is the motivation of the hostile party. –Do they want to work within the system or to destroy it?

8. Copyright (c) Allyn & Bacon 20078 Effects of Organizational Conflict Hostile conflict can result in: –Psychological withdrawal--alienation, apathy, and indifference. –Physical withdrawal—absence, tardiness, and turnover. Conflict can create a downward spiral in organizational health Effective conflict management can lead to improved organizational health

9. The impact of conflict on the organization and the behavior of role incumbents largely depends on the way the organization handles it.

10. Ineffective Response to Conflict

11. Effective Response to Conflict

12. Copyright (c) Allyn & Bacon 200712 The Criterion: Organizational Performance The central issue to leaders is to insure the impact of conflict does not negatively affect performance of the organization as a system. Leaders should assess organizational culture and the interaction-influence system.

13. Copyright (c) Allyn & Bacon 200713 The Criterion: Organizational Performance (continued) Participative management assumes that many people have good ideas and quality information. Divergent views can assist individuals in confronting previously unknown or ignored information. Dealing with problems can result in improved cohesiveness, clarified relationships and better problem-solving procedures. Whereas, pent-up conflict may explode, followed by long periods of frustration.

14. Styles of Dealing With Conflict Muscle – Just do it Reconciliation – Agree to disagree Harmony – Find the middle ground Retreat – Avoidance Collaboration – Reach consensus