conflict in organizations. what is conflict? two essential concepts in any conflict –divergent...
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Conflict in Organizations
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What is Conflict?• Two essential concepts in any conflict– Divergent views and – Incompatibility of those views
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Is Conflict Bad?
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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.
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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.
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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.
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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?
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Copyright (c) Allyn & Bacon 2007 8
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
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• The impact of conflict on the organization and the behavior of role incumbents largely depends on the way the organization handles it.
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Ineffective Response to Conflict
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Effective Response to Conflict
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Copyright (c) Allyn & Bacon 2007 12
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.
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Copyright (c) Allyn & Bacon 2007 13
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.
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Styles of Dealing With Conflict
• Muscle – Just do it• Reconciliation – Agree to disagree
• Harmony – Find the middle ground
• Retreat – Avoidance • Collaboration – Reach consensus