Presentation on organizational behavior

2. DONE BY
KUNAL DEY

4. Organizational conflict, or workplace conflict, is a
state of discord caused by the actual or
perceived opposition
of needs, values and interests between people
working together. Conflict takes many forms
in an organization. There is the inevitable clash
between formal authority and power and those
individuals and groups affected. There are
disputes over how revenues should be divided,
how the work should be done, and how long
and hard, people should work.

5. Functional Conflict:- The people in an Organization may have their performance which they can increase
and advantages in issues. Functional Conflict can lead to enhances awareness of issues which people
willing to solving the problem and willing to listen to other’s opinion.
Dysfunctional Conflict:- The people who in an Organization may have decreases or disadvantages in
result of outcome they gain which they negotiate in the process. It consists of disputes and
disagreements of individual’s discourage to improve Company performances.

6. INTERPERSONAL CONFLICT
It occurs when two or more parties disagreement with the different idea and goals.
INTRAPERSONAL CONFLICT
It occurs when one people want to achieve two goals at the same time.
INTERGROUP CONFLICT
It occurs among members of different group i.e. when a group of people disagrees
with another group of members.
INTERORGANIZATIONAL CONFLICT
It occurs when two or more Organizations friction. When Organizations continuously
expand their areas, then it may lead to conflict with other Organizations.

8. Stage 1: Potential Opposition or Incompatibility
The first step in the conflict process is the presence of conditions that create opportunities for conflict to
develop. These cause or create opportunities for organizational conflict to rise.
These three conditions cause conflict.
Communications
Different words connotations, jargon insufficient exchange of information and noise in the
communication channel are all antecedent conditions to conflict.
Too much communication, as well as too little communication, can lay the foundation for conflict.
Structure
In this context, the term structure is used to include variables such as size, the degree of specialization
the tasks assigned to group members, jurisdictional clarity, members/goal compatibility, leadership
reward systems and the degree of dependence between groups.
The size and specialization act as forces to stimulate conflict. The larger the group and the more
specialized its activities, the greater the likelihood of conflict. Tenure and conflict have been found to be
inversely related.
The potential for conflicts tends to be greatest when group members are younger and when turnover is
high.
In defining where responsibility for action lies; the greater the ambiguity is the greater the potential for
conflict to surface. Such Jurisdictional ambiguity increases inter-group fighting for control or resources
and territory.

9. Personal Variables:-
Certain personality types- for example, individuals
are highly authoritarian and dogmatic- lead to
potential conflict. Another reason for conflict is the
difference in value systems.
Value differences are the best explanations of diverse
issues such as prejudice disagreements over one’s
contribution to the group and rewards one deserves.

10. Stage 2: Cognition and Personalization
Conflict must be perceived by the parties to it whether or not the conflict exists is a
perception issue, second step of the Conflict Process.
If no one is aware of a conflict, then it is generally agreed that no conflict exists.
conflict is perceived does not mean that is personalized.
For example;
A may be aware that B and A are in serious disagreements but it may not make A
or nations and it may have no effect whatsoever on A’s affection towards B.
It is the felt level when individuals become emotionally involved that parties
anxiety , tension or hostility.
Stage-2 is the place in the process where the parties decide what the conflict is about
and emotions play a major role in shaping perception.

11. Stage 3: Intentions
Intentions are decisions to act in a given way, intentions intervene between people’s
perception and emotions and their overt behavior.
Using two dimensions cooperativeness (the degree to which one party attempts to
the other party’s concerns) and assertiveness (the degree to which one party attempts
satisfy his or her own concerns) five conflict-handling intentions can be identified.

12. Five Conflict-Handling Intention
Competing: when one person seeks to satisfy his or her own interests regardless of
the impact on the other parties to the conflict, he is competing.
Collaborating: A situation in which the parties to a conflict each desire to satisfy fully
the concerns of all the parties.In collaborating, the intention of the parties is to solve
the problem by clarifying differences rather than by accommodating various points
view.
Avoiding: a person may recognize that a conflict exists and want to withdraw from it
or suppress it. Avoiding included trying to just ignore a conflict and avoiding others
with whom you disagree.
Accommodating: The willingness of one partying a conflict top lace the opponent’s
interest above his or her own.
Compromising: A situation in which each party to a conflict is willing to give up
something.
Intentions provide general guidelines for parties in a conflict situation. They define
each party’s purpose.
Yet people intention is not fixed. During the course of the conflict, they might
because of re-conceptualization or because of an emotional reaction to the
of another party.

13. Stage 4: Behavior
This is a stage where conflict becomes visible. The behavior stage includes the
statements, actions, and reactions made by the conflicting parties.
These conflict behaviors are usually overt attempt to implement each party’s
intentions.

14. Stage 5: Outcomes
The action-reaction interplay between the conflicting parties results in consequences.
These outcomes may be functional in that the conflict results in an improvement in the
group’s performance, or dysfunctional in that it hinders group performance.
Conflict is constructive when it improves the quality of decisions stimulates creativity and
innovations encourage interest and curiosity among group members provide the medium
through which problems can be aired and tensions released and foster an environment of
self-evaluation and change.
Conflict is dysfunctional when uncontrolled opposition breeds discontent, which acts to
dissolve common ties and eventually leads to the destruction of the group.
Among the more undesirable consequences are a retarding of communication, reductions
in group cohesiveness and subordination of group goals to the primacy of infighting
between members.

17. It is a process, which takes place between two or more parties, each with it’s own aims,
needs and viewpoints, seeking to discover a common ground and reach an agreement
to settle a matter of mutual concern or resolve a Conflict.
Factors inhibiting Negotiations:
 Employer’s reluctance
 Weak union
 Inadequate Intervention

18. Distributive Negotiation[WIN – LOSE]
It is the approach to Bargaining or Negotiation that is used when the parties are trying
to divide something up- distribute something. Zero-sum or win-lose negotiations
(where one party's gain is the other party's loss).
Integrative Negotiation.[WIN – WIN]
It is a Negotiation strategy in which parties collaborate to find a “WIN-WIN” solution to
their dispute. This strategy focuses on developing mutually beneficial agreements
based on the interests of the disputants.

19. Identification of the problem-
Collection of data-
Selection of Negotiation
Bargaining Climate.
Bargaining strategies & tactics.
Finalise the agreement.
Closure & Implementation.

21. Leadership is the quality of behaviour of individuals, whereby it guides people on their
activities in organising efforts.
[CHESTER.I.BERNARD]
Leadership is the ability of the superior to induce subordinates to work with confidence
and zeal.
[KOONTZ & O’DONNELL]

22. AUTOCRATIC:-
The autocratic leadership style allows managers to make decisions alone without the input of others. Managers possess total authority
and impose their will on employees. No one challenges the decisions of autocratic leaders. Countries such as Cuba and North Korea
operate under the autocratic leadership style. This leadership style benefits employees who require close supervision. Creative
employees who thrive in group functions detest this leadership style.
DEMOCRATIC
In this leadership style, subordinates are involved in making decisions. Unlike autocratic, this headship is centered on
subordinates’ contributions. The democratic leader holds final responsibility, but he or she is known to delegate authority to
other people, who determine work projects.
The most unique feature of this leadership is that communication is active upward and downward. With respect to statistics,
democratic leadership is one of the most preferred leadership, and it entails the following: fairness, competence, creativity,
courage, intelligence and honesty.

23. LASSEZ FAIRE
A laissez-faire leader lacks direct supervision of employees and fails to provide regular
feedback to those under his supervision. Highly experienced and trained employees
requiring little supervision fall under the laissez-faire leadership style. However, not all
employees possess those characteristics. This leadership style hinders the production of
employees needing supervision. The laissez-faire style produces no leadership or supervision
efforts from managers, which can lead to poor production, lack of control and increasing
costs.
CHARISMATIC
In this leadership, the charismatic leader manifests his or her revolutionary power. Charisma
does not mean sheer behavioral change. It actually involves a transformation of followers’
values and beliefs.
Therefore, this distinguishes a charismatic leader from a simply populist leader who may
affect attitudes towards specific objects, but who is not prepared as the charismatic leader is,
to transform the underlying normative orientation that structures specific attitudes.

24. THANK YOU