chapter 09 conflict,communication,and coordination

CONFLICT, COMMUNICATION,

AND COORDINATION

CHAPTER-9

AUTHORS:DR. K IRAN NERKARDR. VILAS CHOPDE

Confl ict is the struggle between incompatible or opposing needs, wishes, ideas, interests, or people. According to them confl ict arises when individuals or groups encounter goals that both parties cannot attain satisfactorily. ---- Chung and Meggison

Confl ict has been defined as the condition of objective incompatibility between values and goals; as the behavior of deliberately interfering with another’s goal achievement; and as emotionally in terms of hostility. Descriptive theorists have explained confl ict behavior in terms of objective confl ict of interest, personal styles, reactions to threats, and cognitive distortions. ---- Pondy

DEFINE CONFLICT

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Occurs when two or more individuals pursue incompatible goals

Refers to the behavior of individuals due to which they try to prevent others from attaining their goals

Arises due to a dilemma within an individual to select the right course of action

Occurs when there is a mismatch between the actual and expected role

Arises when the goals of one individual or department clashes with the goals of the other individual or department

CHARACTERISTICS OF CONFLICT


• Refers to the conflict that supports the group goals, thus, improve its performance. Functional

Conflict

• Refers to the conflict that obstructs group performance or provides negative results. This is a negative conflict that hampers the group as well as individual performance.

Dysfunctional Conflict

TYPES OF CONFLICT


Individual-Level

Conflict

Intra-Individual Conflict• Goal Conflict• Role Conflict

Inter-Individual Conflict

Group-Level Conflict

Intra-Group Conflict

Inter-Group Conflict

Organizational-Level

Conflict

Intra-Organizational Conflict• Horizontal Conflict• Vertical Conflict

Inter-Organizational

Conflict


LEVELS OF CONFLICT

1• Potential Opposition or Incompatibility Stage

2

• Cognition and Personalization Stage• Perceived Conflict• Felt Conflict

3• Intentions Stage

4• Behavior Stage

5• Outcome Stage


PROCESS OF CONFLICT


RELATIONSHIP BETWEEN CONFLICT AND PERFORMANCE

Communication Implies that a confl ict arises when the correct information does not reach the

employees of the organization. Personal Variables

Refer to variables, such as personality and the value system of an employee. Unrealistic Expectations

Refer to impractical expectations of managers from employees. Change

Indicates that individuals or groups might be resistant to adopt to any new change in an organization, thus, giving rise to confl ict.

Goal Confl ict Indicates that the goals of two or more individuals or groups collide with one

another, leading to confl ict. Diff erence in Values

Indicate that people have diff erent value system to which they are emotionally attached and uncompromising.

Behavior Indicates that any extreme action of an individual, whether defensive or

off ensive, can be a reason of confl ict.

SOURCES OF CONFLICT


Positive outcome: Leads to innovation and new direction Draws attention towards the areas where improvement is needed Energizes as well as motivates individuals and groups to prove

themselves by performing well in diffi cult situations Makes the work environment challenging by developing competition

among individuals Negative outcomes:

Produces unproductive outcomes when problem is not handled in the desired or expected manner

Creates a climate of distrust and suspicion among individuals Creates misunderstanding among individuals Distorts the perception of individuals, thus, creates barrier in the

overall working of an organization Distracts attention of individuals from basic organizational objectives Creates tension among individuals that further leads to unharmonious

environment in the organization

OUTCOMES OF CONFLICT


•Refers to an approach of conflict resolution where individuals or groups, who are involved in conflict meet face-to-face to resolve the matter through discussion.Problem Solving

•Refer to the shared goals of two or more parties that are based on mutual trust. Super-Ordinate Goals

•Refers to increase the availability of resources.Increasing Resources

•Supports the suppression of conflict or withdrawal from it. Avoidance

•Refers to a technique in which both conflicting parties, which are involved in conflict, are required to give up their personal motives and think collectively to resolve a conflict.

Compromise

• Indicates that by the usage of formal authority, managers can resolve the conflict.Authoritative Command

• Indicates the techniques, such as training to change the human behavior or attitude to deal with conflict in a better manner.

Altering the Human Variable

CONFLICT RESOLUTION TECHNIQUES


• Means that a manager can stimulate conflict by including an employee whose working style, personality, and way of thinking is quite different from existing employees.

Bringing in Outsiders

• Refers to reshuffling between two or more groups to exchange their members.

Restructuring the Group

• Refers to an act of appointing a manager, who can initiate arguments and oppose the already set-ideas to induce the conflict in the organization.

Appointing the Devil’s Advocate

CONFLICT STIMULATION TECHNIQUES


Negotiation is a communication process that helps to manage all types of confl ict in an eff ective and mutually satisfying way.

According to Lewicki and Litterer, a negotiation situation can be defined by three characteristics, which are as follows: Identifying the conflict of interest between two or more

parties Following no pre-determined set of rules and procedures to

resolve the conflict Trying to a reach at an agreement

NEGOTIATION


1• Preparing and Planning

2• Defining Ground Rules

3• Clarification and Justification

4• Bargaining and Problem Solving

5• Closure and Implementation

NEGOTIATION PROCESS


Distributive Negotiation Refers to the type of negotiation, where both the conflicting

parties try to gain the maximum benefits from the process of negotiation.

Integrative Negotiation Refers to the type of negotiation in which both the parties

try to maximize their mutual benefit.

NEGOTIATION STRATEGIES


Communication is the intercourse by words, letters, or message, intercourse of thoughts or opinions. It is the act of making one’s ideas and opinions known to others. ---- Fred G. Meyer

Communication is the sum of all the things one person does when he wants to create understanding in the mind of another. It is a bridge of meaning. It involves a systematic and continuous process of telling, listening, and understanding. ---- Louis A. Allen

COMMUNICATION


Sender

• Refers to a party or agent who sends the intended message to another party or agent.

Encoding

• Refers to a process that puts the thoughts in a framework of symbols or words.

Message

• Refers to the collection of symbols or words that together convey the intention of the sender.

Decoding

• Refers to the process of deciphering the received message and understanding its intended meaning.

Receiver

• Refers to a party or agent who receives the sent message. The receiver is also called audience or destination.

Feedback

• Refers to the response of the receiver to the message of the sender.

COMMUNICATION PROCESS


Formal Communication Ensures that communication should occur in a formal

format or pattern that is acceptable in an organization

Informal Communication Includes a free and uninhibited communication between two

agents, parties or people who share a rapport with each other

TYPES OF COMMUNICATION: ON THE BASIS OF CHANNEL USED


Upward Communication Refers to the communication that flows from the lower level

to upper level of organizational hierarchyDownward Communication

Refers to the communication that flows from upward to downward level of organizational hierarchy

Horizontal Communication Refers to the communication taking place among the

members at the same level in the organizationDiagonal Communication

Refers to the communication that takes place between individuals in different departments and at the different levels of organizational hierarchy

TYPES OF COMMUNICATION: ON THE BASIS OF DIRECTION


Verbal Communication Takes place with the help of sounds, words, and language

Nonverbal Communication Refers to the kind of communication that involves various

characteristics, such as tone of the voice (inflexions), smell, touch, and body motion

Written Communication Involves the use of e-mails, articles, reports, and memos

Visual Communication Involves the visual display of information, such as photos,

formats, signs, codes, symbols, and designs

TYPES OF COMMUNICATION: ON THE BASIS OF MEANS USED


Coordination is the orderly synchronization of eff orts of the subordinates to provide the proper amount, timing, and quality of execution, so that their unified eff orts lead to the stated objective, namely the common purpose of the enterprise. ---- Haimann

Coordination involves the development of unity of purpose and harmonious implementation of plans for achievement of the desired ends. ---- James L. Lundy

COORDINATION


Coordination in Planning Implies that a manager needs to coordinate various activities, such as

integrating plans through mutual dialogue with fellow individuals participating in the planning process and sharing ideas, thoughts, and opinions.

Coordination in Organizing Refers to the fact that coordination is the essence of the organizing

function of an organization. Coordination in Staffi ng

Implies that a manager needs to coordinate various activities with one another while recruiting individuals.

Coordination in Directing Refers to the fact that the overall directing function, such as issuing orders

and instructions to subordinates, is possible when there is a proper coordination between a manager and subordinates.

Coordination in Controll ing Implies that there should be proper coordination between the actual

performance and the projected performance for the successful accomplishment of organizational goals and objectives.

SIGNIFICANCE OF COORDINATION


Internal Coordination Comprises all coordination activities that can be used

effectively to synchronize internal organizational environment. Internal coordination can be further subdivided into three

types, which are explained as follows: Vertical Coordination: Involves coordination among different levels

of the organization. Horizontal Coordination: Refers to the coordination that takes place

between different departments and units at the same level of the organizational hierarchy.

Substantive and Procedural Coordination: Implies that coordination must be done at both substantive and procedural dimensions of work.

External Coordination Aims at aligning elements present in external organizational

environment with the internal business environment.

TYPES OF COORDINATION


Sound Planning Defines the organizational goals and functions to be performed

by different departments in pursuit of those goals. Simplifi cation of Organizational Structure

Refers to the fact that a sound and simple organizational structure is critical for coordination.

Eff ective Communication Refers to the fact that the open and regular exchange of

information and opinions is essential for coordination. Leadership and Supervision

Ensure coordination both at the planning and implementation stage.

Self-Coordination Refers to the technique that involves the voluntary cooperation

of employees.

TECHNIQUES OF COORDINATION


Confl ict can infl uence the productivity of employees in both the positive and negative ways.

Therefore, it is very crucial for an organization to minimize the negative eff ects of confl ict and maximize the positive eff ects through various confl ict management techniques.

Eff ective communication helps managers to delegate authority and get the tasks done from employees within the stipulated time.

Coordination enables managers to perform various management functions, such as planning, organizing directing, and controlling, eff ectively.

There should be an eff ective coordination at all the levels of the organizational hierarchy to reduce confl ict and increase the level of communication.

RECAP


chapter 09 conflict,communication,and coordination

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