MBA RTU Candidates: Group 5 Presentation

1. Ivy A. Vidallon
Presenter

2. .
“Leaders approach
conflict with an eye for
resolution. When
handled effectively,
successful
confrontations raise
team performance. To
manage conflict
effectively, you must
begin by recognizing
there are three sides to
every story:
Yours / Theirs / The
Truth”
― Angie Morgan

3. • Organizational Conflict
– The discord that arises when goals, interests or
values of different individuals or groups are
incompatible and those people block or thwart
each other’s efforts to achieve their objectives.
– Conflict is inevitable given the wide range of goals
for different stakeholder in the organization
Jones G.R. and George J.M.(2014) Contemporary Management 8th ed., McGrawHill Education

5. Conflict Level Summary

9.  Avoidance
 two parties try ton ignore the problem and do nothing to
resolve the disagreement
 Competition
 each party tries to maximize its own gain and has little
interest in understanding the other’s position
 Accommodation
 One party simply gives in to the other party.
 Winners and losers
 Trouble implementing decisions

10. Everyone wins
Greater commitment to decisions
 Compromise
 Each party is concerned about their goal
accomplishment and is willing to engage in give-and-
take exchange to reach a reasonable solution.
 Collaboration
 Parties try to handle the conflict without making
concessions by coming up with a new way to resolve
their differences that leaves them both better off.

11. 1. Increasing awareness of the source of conflict
2. Increasing diversity awareness and skills
3. Practicing job rotation
4. Using permanent transfers or dismissals when
necessary

12. 1. Changing an organization’s structure or
culture
2. Altering the source of conflict.

13.  Parties to a conflict try to come up with a solution
acceptable to themselves by considering various
alternative ways to allocate resources to each other.

15.  An impartial individual with expertise in handling
conflict
 Helps parties in conflict reach an acceptable solution
a. Mediator
Facilitates negotiations but no authority to impose a
solution
b. Arbitrator
Can impose what he thinks is a fair solution to a conflict
that both parties are obligated to abide by

16. 1. Distributive Bargaining
Negotiation that seeks to divide up a fixed
amount of resources; a win-lose situation.
2. Integrative Bargaining
Negotiation that seeks one or more
settlements that can create a win-win
solution.

17. 17-17

18. 1.. Emphasizing superordinate goals
-goals that both parties agree to regardless of
the source of their conflict
2. Focusing on the problem, not the people
3. Focusing on interests, not demands
4. Creating new options for joint gain
5. Focusing on what is fair

19.  Organizational Politics
 -The activities managers engage in to increase their
power an to use power effectively to achieve their goals
or overcome resistance or opposition
 Importance
 positive force that can bring about needed change when
political activity allows a manger to gain support for
needed changes that will advance the organization

20. 17-20
Strategies
Controlling Uncertainty Reduce uncertainty for others in the firm
Being Irreplaceable Develop valuable special knowledge or
skills
Being in a Central
Position
Have decision-making control over the
firm’s crucial activities and resources
Generating Resources Hire skilled people or find financing when
it is needed
Building Alliances Develop mutually beneficial relations
with others inside and outside the
organization

21. Strategies
Relying on Objective
Information
Providing impartial information causes others to
feel the managers’ course of action is correct
Bringing in an Outside Expert Using an expert’s opinion to lend credibility to
manager’s proposal
Controlling the agenda Influencing those issues included (and those
dropped) from the decision process)
Making everyone a winner Making sure that everyone whose support is
needed benefits personally from providing that
support