this presentaion is about Conflicts in organisation working invironment.

2. CONFLICTS

3. OUTLINE
• What is conflict?
II. Traditional view of conflict
III. Human relations view of conflict
IV. Interactionist view of conflict
• Causes of Conflict

4. OUTLINE
• An Article on conflict resolution
I. Benefits of resolving conflicts
II. How to reslove conflicts

5. What is conflict?
• A state of opposition
• Clash of opposed interest
• Be incompatible
• Struggle
• fight

6. Causes of Conflicts
• Authority Relationships (The boss and
employees beneath them)
• Common Resources (Sharing the same
secretary)
• Goal Differences (One person wants
production to rise and others want
communication to rise)

7. Causes of conflict(contd)
• Jurisdictional Ambiguities (Who can
discipline whom)
• Specialization (The experts in fields)
• status inconsistencies
• Need of resources (distribution of rewards)

8. Traditional view of Conflict
• All conflict are bad and harmful
• It is used with the term voilence,
distruction, irrationality
• Cause negative effects
• Conflict should be avoided

9. The human relations view
• It is natural
• It cannot be illiminated
• Dominated conflict
theory(1940-1970)

10. Interactionist view
• It is a possitive fource and is absolute
requirement of a group
• All conflicts are not good
• Some conflicts support the goals of
the group
 Functional conflict
 Dysfunctional conflict

11. Workplaces conflict
• Conflict arises because of
 Harasshment
 Discrimination
 Personality clashes
• Between employees , managers and
employees, recently hired
managers

12. Consequences of conflict
• Performance problem
• Voilation of company rules
• Need of discipline
• Sometimes leads to voilance

13. Benefits of implementing
dispute resolution process
• Reduce conflict increse prductivity
• You are less likely to have wrongful
dismissal claims or human rights or other
complaints
• Your conflict-related absenteeism rate
decreases
• It will increase trust, motivation and
commitment

14. • You hold your staff accountable for their
actions

15. How do u deal with workplace
conflict?
• Managers may unilaterally resolve conflicts
• Employees may be required to work
differences out for themselves
• The Human Resources Manager may
attempt to mediate the dispute
• The President may phone the organization's
lawyer the minute a conflict develops

16. Alternative Methods of
Dispute Resolution
Facilitation :-
Formal process in which third party is
involved
Conciliation :-
a formal process in which an impartial
third party, with no decision-making power

17. AMD(Contd..)
Arbitration:
A formal process in which a third party who
has been chosen by the disputing parties

18. How Does Your Organization
Stack Up?
• Are our employees aware of our dispute
resolution system and do they use it? If
not, why not?
• Does our system seek to find blame as its
primary goal?
• Is our system confidential?
• Is it committed to timely and fair
resolution?

19. How Does Your Organization
Stack Up?
• Do we encourage communication when
differences arise?
• Does our system foster trust and facilitate
growth in relationships?
• Does it take into account inherent power
imbalances between managers and
employees?

20. A complete system should have
these points
• An investigation process
• An opportunity to explore internal dispute
resolution options through dialogue
between the parties;
• A formal internal complaints process;
• An opportunity for internal or external
interest-based dispute resolution e.G.,
Mediation or arbitration;

21. A complete system should have
these points
• Access to formal rights-based dispute
resolution;
• Ongoing training to reach and reinforce the
process; And
• Feedback mechanisms to allow for
revisions to the process as needs change.

22. Tips for sloving conflicts
• Be proactive not reactive
• Listen to all sides - get the whole story!
• Make a preliminary diagnosis as to the
cause(s) of conflict - but, exercise
humility, it's their dispute!
• Explore interest-based options for
resolution

23. TIPS(contd)
• Explore rights-based options for resolution
as a last resort
• Communicate, communicate, communicate
• Model good practice

24. What if You're the Problem
• Change your management style
• Emloyees want flexibility
• They want their work valued
• Employees want Work life
balance

25. Questions?