11111 cm presentation (final)

8/8/2019 11111 CM Presentation (Final)

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Lexon Corporation

(Interpersonal

Conflict)

By

Salman Ali Shah, Sharif Ullah Jan

Rameez Javed, Fahim Ali Khan

Muhammad Irfan, Ahsan Riaz


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Road Map

Overview of the case study by Salman

Answers to the questions by Sharif

Chapter 2 Interpersonal Conflict:

- Introduction to chapter by Rameez

- Behavior Patterns, etc. by Irfan

- Conflict Resolving strategies

by Faheem and Ahsan


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Introduction

Lexon Corporation (Manufacturing company,southern California)

Earl Berzin (Vice President & General Manager)

JeffLupo (Manager, Computer Operations & DataCommunication)

Lena Martin (System Programmer/Analyst, IRD) Employees (Stake Holders)

Lupo, supervisor ofLena Martin


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MCIs Mail System

The companys internal HP3000

computer system was linked to MCIs

public network electronic mail systemby a software program called Gateway

3000.

The e-mail system permitted the some

700 Lexon employees at the California

location to communicate with fellow

employees at other locations and with

outside individuals.


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Interpersonal Conflict

Lena Martins Point:

Martins special responsibility

Martins complaint about her supervisor

Lupo wantedLena Martinfired:

In the meeting with Berzin, Lupo didntsee a problem

He called Martin as a troublemaker

Lupos complaint about Martin


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Berzins

Reaction???


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Assignment Questions

By Sharif Ullah Jan


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Assignment Questions?

What are the concerns of the stakeholders in this

situation?

Employees are internal customers

Their expectations form :

company and Lupo.


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Whats your appraisal ofLupos behavior? OfMartins behavior? Has either done anything wrong

or unlawful?


Maritns behavior (Wrong one)

Lupos behavior (Illegal)


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What would you advise Berzin to do?


Call a meeting

Mutually discuss

Define operational limits

Segregate both of them


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Now a days business provide..

But!!

Recommendations to Lexon Corporation:

- Review current policy

- Or develop a one- Implement, Notify, Educate, & Enforce

- Decide the extents, and its use should be

- Specify the consequences (disciplinary

actions/dismissal, etc.)


What type ofE-mail policy would you recommend toLexon?


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As a business leader, what position would youtake on the privacy of workers?


Performance is directly related with their

motivation & job satisfactions

But, the integrity of organization is alsoimportant

So, I will refer to their privacy law


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ManagingInterpersonal

conflict!

By Rameez Javed


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History is largely therecord of conflict

Kenneth Boulding


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Introduction

Conflicts can be seen quite often in

organizational environments.

The ability to productively manage suchconflict is critical to managers success.

The crucial part is that how we can

manage the interpersonal conflict.


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Interpersonal Conflict

It involves a relationship in which a

sequence of conditions and events tend

towards aggressive behavior and disorder.

Conflicts can be seen in terms of its

background, perception of parties

involved, their feelings and behaviors, and

outcomes of their behavior.


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Inherent Nature

Conflict in itself is neither good nor bad.

It can be disruptive but it can also play a

productive role for organization at times. Problem occurs when the conflict is

artificially suppressed or it escalates

beyond the control of adversaries.


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Best way of managing

conflict In fact there is no best way of managing a

conflict either as an involved party or athird party.

There can be number of tactics thatinvolve external conditions, differentperceptions, internal feelings, behavior &

outcomes. The relationship of parties & their history is

also of important consideration.


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The Third Party

Conflict seen as an involved party is

emotionally very different from conflict

seen as an objective third party.

The third party adds different perspective

to the perceptions, feelings and behaviors

of involved adversaries.


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Conflict grabs attention

A manager may become concerned with

conflict when it leads to lower productivity,

satisfaction and growth.

The behavior manifestation of the partiesinvolved.

Differing feelings and perceptions.

Underlying conditions that initiatethe conflict.


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Outcome

Considerations Conflicts can result in both negative and

positive consequences.

Considering both of them will give us avaluable insight into the outcomes of the

conflict.


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NegativeOutcomes

Penalizes the organization & has

emotional impact on the people involved.

Creates a sense of personal inadequacy,fear of failure, frustration & anger.

Can ruin the career of an individual.


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Cont

Can lead to pattern of worsening

relationship.

Results in direct loss of productivity.

Disrupts the patterns of work & consume

inordinate time for those who are involved

& those who are indirectly concerned.


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Behavior Patterns,etc.

By Muhammad Irfan


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Behavior Patterns

Interpersonal conflict tends to develop

patterns.

The two parties first engage in openconflict.

Then they separate and gather forces

before coming together and going at each

other.


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Cont

There are some triggering events which

result in distorted perceptions & feelings.

They are

Poor listening

One-up-man ship

Power plays for resources.

Perceived putdowns and over controlling

comments.


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Issues In Conflict

There are two different distinctive kind of

issues.

Substantive

Issues

Emotional Issues


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Substantive Issues

It involves disagreement over

Policies

Procedures Decisions

Use of resources

Roles and responsibilities


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Emotional Issues

It involves the highly personal perceptions

and feelings that people can have about

each other and about the substantive

issues in common.


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AdvantageOfThird

Party Outside perceptions and feeling act as a

reality check for both parties.

Can work out a procedure for theagreement & resolution of the conflict.

Can maintain a power balance between

the adversaries.

U d l i


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Underlying

Background and

ConditionsThe underlying factors or causes of a

conflict are divided into two categories.

Situational-External Characteristics

Personal-Internal Characteristics


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Situational-External

CharacteristicsThis category includes external conditions

like

The pressure of time & deadlines.

Competition for budgetary funds.

Organizational influence

Scarce resources


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Cont

Performance pressure from bosses and

peers & other departments.

Promotional opportunities.

Organizational rules and procedures that

affect interaction.


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Personal-Internal

Factors A person's goals, styles and abilities.

Internal feelings of anger, frustration &

anxiety. Bad chemistry between two people.

Capacity for coping with stress.


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ConflictManagement

Strategies

By Fahim

Ali Khan


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Managing the Conflict

A manager can use three general

approaches for managing the conflict.

Bargaining

Controlling

Confrontation


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Bargaining

Most prevalent under conditions ofrequired interdependence & a rough

balance of power.

Appears to be a more reasonable

approach for managers to manage

conflict.

Win-lose warfare or withdrawal into a

stalemate condition.


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Advantages

Goal of compromise is a step beyond the

goal of conflict.

Presents an acceptable solution thatappears to be rational for outside

consumption.


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Disadvantages

Involves games such as bluffing, behind

the scene negotioations, an attemps to

marshall outside power sources, tendency

to overstate ones initial demands & heavy

use of legalistic procedures.

Place a higher premium on acceptable

compromises than on sound solutions.


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Cont

Manager can lose sight of organizational

well being & get consumed in limited goals

of getting an acceptable solution.


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ManagingInterpersonal

conflict!

ByA

hsanR

iaz


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Controlling

When one party or other has relativelyhigh power.

Where interdependence requirements are

more flexible. Temporary approach used until the crisis

is over.


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Four Controlling

B

ehaviors Preventing interactions or reducing its

frequency

Structuring the forms & patterns ofinteraction

Reducing or changing the external

situational factors

Personal Counselling


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Preventing interactions

or reducing its frequency

Used when emotions are high.

Controls conflicts by reducing the

possibility of triggering events. Interaction is reduced by

Modifying operating procedures

Substituting peers for one or other parties.


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Advantages

Useful when there is no other way to work

out differences.

When hostility has reached a level whereconfrontation would be impossible or

inordinately drawn out.


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Disadvantages

Separating the two parties may create

serious long term problems.

Hostilities merely go underground & maybecome more rather than getting less

intense.

Eventual confrontation become more

serious.


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Structuring the forms of

interaction Conflict can be controlled by adoptingclear guidelines of behaviors.

Procedures can be as specific & narrow asthe parties wish.

Imposed procedures might specify or

imply new channels of communication.


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Cont

Ground rules are often arrived at

By negotiation

By Mutual agreement By help of a third party


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Advantages

Permits the continued exchange of vital

information.

Prevents the exchange of hostile &judgmental emotions.


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Disadvantages

Suppression of strong emotions can lead

to violent & destructive flare-ups in future.

Involved parties may find that their ownperspective need the objectivity of

outsiders to reduce distortion.


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Reducing or changing

external pressures

Changes the condition which is feeding

the conflict.

W

hen situational factors are responsiblefor problem, dealing them directly can

eliminate the problem.


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Cont

Situational factors that could be changed

include

E

xtending deadlines Adding new project personnal

Modifying organizational policies

Making temporary expectations

Increasing budget allocations


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Cont

Setting up periodical informational

meetings

Protecting principals from harassment by

peers & even organizational superiors


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Personal Counseling

Does not address the conflict itself rather

focuses on how parties are reacting to it.

Provides counseling , reassurance &

emotional support to the involved

adversaries.


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Advantages

Creates new ways to deal with the

conflicts.

Reduces the inherent stress in the conflict.


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Confrontation

Manager make choices in confronting the

conflict.

Confrontation can be in a constructive way

or in a destructive way.

Process can be aided by a third party.


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Advantages

A constructive confrontation

Conveys the possibility of a win-win

situation.

Seeks an exchange of information both

substantive & emotional.

Provides new definition of the problem &

new motive for a common solution.


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Disadvantage

Without ground rules for expression of

feelings, confrontation can become

destructive.


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11111 cm presentation (final)

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