ob-ut5-2
TRANSCRIPT
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Managing conflict: What is conflict?
different interpretation
disagreement b/w groups or individuals.
Pondy describes it as:
Antecedent conditions of conflictual behavior
-resource policy
Individual state of mind Cognitive perception.
Behavior patterns of self.
Conflictual behavior range
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Features:
Incompatibility b/w 2 or more aspects of element-goalsetc.
Indecisive
Series of events with interlocking conflict episodes.
Must be perceived and expressed by parties
Issues involved in conflict:
Facts: way of definingGoals: priorities
Method : procedures
Values: beliefs.
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Approaches for conflict Traditional view:
considered dysfunctional, having adverse effects.
believed to spread disequilibrium .
orgn interest prevails- Henry Fayol. Human relations view:
natural phenomenon
arise due to difference in values and beliefs. Interactionist view:
positive approach, give way to new ideas, drivestowards innovation and change.
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Aspects of conflict
Positive aspect:
--Helps to create dynamic environment.
--Leads to innovation.--Cohesiveness in group
--Competition increases
--Releases frustration
--Scope of improvement
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CONFLICT FUNCTIONA OR
DYSFUNCTIONAL
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CONFLICTS ARE DYSFUNCTIONAL
CONFLICT IS AN INDICATION THAT SITUATION ISTHREATENING, DEVASTATING OR ON A POINT OFBREAKING.
CONFLICTS ARE UNPRODUCTIVE AND DYSFUNCTIONAL.
CONFLICTS CAN DELAY OR PREVENT THE ATTAINMENTOF A GOAL OR FRUSTRATE AN INDIVIDUAL. IN HOSPITALSITUATION
CONFLICT IS INEVITABLE
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CONFLICT ARE FUNCTIONAL
ALL CONFLICTS ARE NOT UNPRODUCTIVE.
CONFLICTS CAN BE USEFUL CONSTRUCTIVE,AND POSITIVE
IN FACT, A RELATIONSHIP WITH FREQUENTCONFLICT MAY BE HEALTHIER THAN ONE
WITH NO OBSERVABLE CONFLICT
CONT.
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CONFLICT CAN PROMOTE INNOVATION,
CREATIVITY AND DEVELOPMENT OF NEW IDEAS,WHICH MAKE ORGANISATIONAL GROWTHPOSSIBLE.
IF IT IS HANDLED WELL, HOWEVER, CONFLICT
CAN BE PRODUCTIVE LEADING TO DEEPERUNDERSTANDING, MUTUAL RESPECT ANDCLOSENESS.
AND THE REALITY IS ALL THE MAJOR REFORMS
AND CHANGES OCCUR AS A CONSEQUENCE OFCONFLICT
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Negative aspects:
--Cost addition- deliberate--Source of disequilibrium-inefficiency
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Types of conflict
Individual level
Group level
Organizational level
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Individual levelconflict
Inter-Individual/Interpersonal
Verticalconflict
Horizontalconflict
Intra-individual
Roleconflict
Goal conflict
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Individual level conflictIntra-individual/Interpersonal:
Goal Conflict
Role conflict- ambiguity, orgn positionInter-Individual:
Vertical conflict
superior-subordinate
resistance by subordinate
leads to inefficiency
resultant- leave orgn.
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Horizontal conflict:
same level ppl: exchange of information.
Causes of Interpersonal conflict:
--nature of people
1. ego states2. value systems
3. socio cultural factors
--situational factors1. Interest conflict
2. role ambiguity
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Group level conflictInto 2 or more people.
1. Intra group (within a group)
when normal tasknew values imported
when extra group role comes into group-comparisons.
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Inter-group (with different groups)
Goal compatibility: mktg & production.Resource sharing common pool of resources.
Task relationship- JIT, dependent on tasks
Absorption of uncertainty-allocation of money
Attitudinal sets- closed communication
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Organizationallevel conflict
Inter-organization
Intra-organization
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Organizational level conflict:
Hierarchical conflict
Line and staff conflict
Functional conflictFormal and informal conflict
T f C fli t S f C fli t M t St t
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Type of Conflict Sources of Conflict Management Strategy1. Intra individual Conflicting goals,
needs, motives
Role Definition
2. Interpersonal Disagreementsantagonism
IPC Skills,TA, Johari-Window, Creative P S,
Assertive Behaviour
3. Inter-group Power, Authority
Status
Participative Mgt.
Team Bldg,Training4. Organizational Hierarchical Conflict
Functional conflict
Institutional Goal
setting
5. Client Hospital Quality of patient careand communication
Community GoalSetting, Public
Relations
Model for diagnosis and management of conflict
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Empowerment and participation:
Dependency on others leads to frustration, needsempowerment.
Empowerment is a process that provides greaterautonomy through sharing of relevant information
and provision of control over factors affecting jobperformance .
Approaches to empowerment:
1. Helping to achieve job mastery.
2. Allowing more control
3. Providing successful role models
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4. Using social reinforcement
5. Emotional support
Characteristics:
Relies on delegation of authority
Flat hierarchyFew managers with wider responsibilities
Employee satisfaction is core value of organization
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ORIGINAL HOFSTEDE FINDINGS
POWER DISTANCE
16 46 54 68 81 104
Austria USA Japan France Mexico Malaysia
UNCERTAINTY AVOIDANCE
8 46 65 82 92 112
Singapore USA Germany Mexico Japan Greece
INDIVIDUALISM / COLLECTIVISM
6 30 46 67 71 91
Guatemala Mexico Japan Germany France USA
MASCULINITY / FEMININITY
5 43 62 66 69 95
Sweden France USA Germany Mexico Japan
CONFUCIAN DYNAMISM
10 29 31 80 96
Pakistan USA Germany Japan Hong Kong
THE G L O B E FINDINGS
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THE G.L.O.B.E. FINDINGSJAVIDAN & HOUSE (01)
DIMENSION LOW MODERATEHIGH
UNCERTAINTY Russia USA Austria
AVOIDANCE Bolivia Mexico GermanyHungary Israel Denmark
POWER Denmark France Russia
DISTANCE Netherlands England Spain
South Africa Brazil Thailand
INDIVIDUALISM Singapore Hong Kong GreeceCOLLECTIVISM Denmark Egypt Hungary
Japan USA Germany
ASSERTIVENESS Sweden Ireland Spain
(Masculinity?) New Zealand Philippines USA
Switzerland Egypt Greece
HUMANE Germany Hong Kong Indonesia
ORIENTATION France Taiwan Malaysia
(Nurturing?) Spain Sweden Egypt
FUTURE Russia Slovenia Denmark
ORIENTATION Argentina Egypt Canada
(Long-term?) Poland Ireland Netherlands
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Managing change