Institute Of Management StudiesD AVV, In d o re

CONFLICT

Submitted to

Mrs. SAPNA PREMCHANDANI Faculty IMS, DAVV

Submitted by

PAWAN PATIDAR GAURAV BHAWSAR NAMITA JAIN TEJSINGH

CONFLICTDefinition :A Process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

CONFLICTIt consists wide range of Conflicts that people experience in organisation likeIncompatibility of goals Differences over interpretation of facts Disagreements based on behavioral expectations

Various Views Of Conflict1.Traditional view of conflict. 2.Human relation view of conflict. 3.Interactionist view of conflict.

The Traditional ViewThe belief that all conflict harmful and must be avoided. is

The Human Relations ViewThe belief that conflict is a natural and Inevitable outcome in any group.

The Interationist ViewThe belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

FUNCTIONAL VS. DYSFUNCTIONAL CONFLICTFunctional Conflict :Conflict that supports the goal of the group and improves its performance. Dysfunctional conflict :conflict that hinder group performance.

TYPES OF CONFLICT Ta s k c o n f lic t

Relationship conflict

Process conflict

TYPES OF CONFLICT Inte rs rpe onal conflict Intrape onal conflict rs Inte roup conflict rg Intrag roup conflict

THE CONFLICT PROCESSPotential opposition Cognition & personalization intentions behavior outcomes

Conflict holding Perceived conflict Intentions Antecedent conditions Competing Communication Collaborating Structure Compromising Personal variables Avoiding Felt conflict Accommodating

Increased group performanc

Overt conflictPartys behavior Others reaction

Decreased group performan

STAGE IPote ntial oppos ition or incom patibilityAntecedent conditions

Communication Structure Personal variables

COMMUNICATION

STRUCTURE

PERSONAL VARIABLES

vs.

STAGE IICog nition & pe onalization rs

Pe rc e ive d c o n flic t

Fe lt c o n flic t

STAGE III: IN TEN TION SIn t e n t io n sIn t e rv e n e b e t w e e n p e o p le s p e rc e p t io n s a n d e m o t io n s a n d t h e ir o v e rt b e h a v io r. Cooperativeness: Attempting to satisfy the other partys concerns. Assertiveness: Attempting to satisfy ones own concerns.

N S OF CON FLICT-H AN D LIN G IN

STAGE IV: BEH AV IOR

ON FLICT-IN TEN SITY CON TIN UU

S t a g e V: Ou t c o m e s

Fu n c t io n a l Ou t c o my ssf u n c t io n a l De

Ou t c o m

Functional Outcomes from ConflictIn c re a s e d g ro u p p e rfo rm a n c e Im p ro v e d q u a lit y o f d e c is io n s S t im u la t io n o f c re a t iv it y a n d in n o v a t io n En c o u ra g e m e n t o f in t e re s t a n d c u rio s it y P ro v is io n o f a m e d iu m fo r p ro b le m - s o lv in g Cre a t io n o f a n e n v iro n m e n t fo r s e lf-

DYSFUNCTIONAL OUTCOMES FROM CONFLICT De lopm nt of dis ve e conte nt Re duce g d roup e ctive s ffe ne s Re tarde com unication d m Re duce g d roup cohe ive s s ne s Infig hting am ong g roup m m rs ove e be rcom s e g roup g oals

CONFLICT MANAGEMENT TECHNIQUEA. Conflict Resolution technique 1. Problem solving 2. Superordinate goals 3. Expansion of resources 4. Avoidance 5. Smoothing 6. Compromise 7. Authoritative command 8. Altering the human variables 9. Altering the structural variables

B. Conflict stimulation techniques 1. Communication 2. Bringing in outsiders 3. Restructuring the organization 4. Appointing a devils advocate