4. INTRODUCTION
• Fundamentals of Conflict
• When people, groups or organisations diagree
over significant issues, conflict may arise.
Particularly, conflict occurs when a person or a
group believes its attempts to achieve its goal are
being blocked by another person or a group
• Conflict can and does create such situations that
it makes it nearly impossible for people to work
together.
5. Nature and Types of Conflict
• Robbins defines conflict “as 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. The definition
encompasses a wide range of conlicts that people
experience in organisations.
• There is increasing evidence that not all conflicts are
bad for performance and productivity. Some conflicts
do support the goals of the group and improve the
group’s performance. These have been labeled
functional constructive forms of conflict.
6. Functional and Dysfunctional Conflict
Impact on Performance
• 1. Positive
• 2. Neutral
• 3. Negative
Moderate Levels of Conflict are constructive
Too much or too little
Conflict is destructive
7. TYPES OF CONFLICT
• In organisation, there are three types of
conflicts :
• 1. Task Conflict
• 2. Relationship Conflict
• 3. Process Conflict
8. THE CONFLICT PROCESS
• 1. The process consists of four stages whch is
presented.
• Stage 1
• Antecedent Conditions
• Stage 2
• 1. Perceived Conflict
• 2. Felt Conflict
10. Conflict Process
• 1. Conflict exist at the interpersonal level. One
party plans to block the attempts of another
party from achieving a goal. In organisations
some potential danger and harm threaten the
hormonious functioning and their existence.
• 2. Scarcity of resources, heterogeneity of
members and diversity of goals, values,
perception; also the degree of dependence
between groups and insufficient exchange of
information.
11. The Conflict Process
• The antecedent conditions must be perceived
as threatening for conflict to develop.
• Perceives the harm that might be done to him
and feels/realizes the potential damage.
• A party blocks the other party’s attempts in
attainment of goals.
• The conflict finally results in an outcome that
may be functional or dysfunctional.
12. IMPACT OF CONFLICT
• Conflict can have both positive and negative
impact on individuals, groups and
organisations.
• Intergroup conflict may produce some
changes within the group which are :
• (1) Group cohesiveness increases
• (2) Group becomes task-oriented
• (3) Leadership becomes more directive
13. • Rigidification of organisation structure
• Group unity is stressed
Prolonged conflict is likely to affect the
relationship between groups in the following
manner:
• Groups become antagonistic toward each
other
• Perceptual distortion
14. • Ineffective or absence of communication
• Group apply a double standard
The potential benefits or intergroup conflicts are:
• Conflict clarifies the real issue
• Conflict increases innovation
• Intergroup conflict produces cohesiveness within
the group
15. • Conflict serves as a catharsis
• Conflict resolution solidifies intergroup
relationships
16. LEVELS OF CONFLICT
• We can distinguish three levels of conflict :
• Intra-Personal Conflict
• Inter-Personal Conflict
• Inter-Group and Organisational Conflict
Intra-Personal Conflict
Goal Conflict :
a) Approach-approach conflict
b) Approach-avoidance conflict
c) Avoidance-avoidance conflict
17. Inter-Personal Conflict
• Interpersonal conflict occurs between two or
more individual in an organisation.
• Personal Differences
• Information Deficiency
• Role Incompatibility
• Environmental Stress
18. Inter-Group and Organisational Conflict
• Organisational conflict, refers to conflict
between two groups, departments or
sections in an organisation
• Task Inter-Dependence :
• Task Ambiguity
• Goal Incompatibility
• Competition for Limited Resources
• Competitive Reward Systems
• Line and Staff
19. MANAGEMENT OF CONFLICT
• When a potentially harmful conflict situation
exists a manager needs to engage in conflict
resolution. Managers should first attempt to
determine the source of the conflict.
• The manager can help groups view their goals
as part of a super ordinate goal to which the
goals of both conflicting parties can
contribute.
20. Stimulating Functional Conflict
Situations where conflict is needed for enhanced
performance:
• The organisation is filled with “yes” men
• Employees are afraid to admit ignorance
• Compromise is emphasized in decision-making
• Managers stress on harmony and peace
• Popularity is given more importance than
technical competence
• People show great resistance to change
• There is unusually low rate of employee turnover.
21. Stimulating Functional Conflict
• May adopt one or more of the following
techniques
• Manipulate Communication Channels
• Deviate messages from traditional channels
• Suppress information
• Transmit too much information
• Transmit ambiguous or threatening
information
22. Management of Conflict
• Organisational Restructure (Redefine
jobs/tasks, reforms units/activities)
• Increase a unit’s size
• Increase specialisation/standardisation
• Include, exclude or transfer members
• Increase interdependence between units
23. Management of Conflict
• Alter Behaviour Patterns
• Attempt to change personality characteristics
• Create role conflict
• Develop role incongruence
24. Conflict Resolution Strategies
• When the level of conflict is too high, conflict
needs to be resolved.
• A comprehensive package of conflict resolution
strategies has been suggested byh Feldman.
These may be classified as follows:
• 1) Conflict-avoidance strategies
• 2) Conflict-diffusion strategies
• 3) Conflict-containment strategies
• 4) Conflict-confrontation strategies
26. Strategies for Resolving Conflicts
• Frustration
• Removal of barriers that evoke frustration
• Diversion into competitive channels
• Goal conflict
• Approach-approach conflict may be tackled by applying
concepts from the theory of Cognitive Dissonance
• Approach-avoidance conflict can be resolved by
examining and solving the problems causing the
conflict
• Role conflict can be resolved by minimizing the
number of roles and fixing priorities for them.
27. Strategies for Resolving Conflicts
• Most of the intrapersonal conflict can be
resolved by developing compatibility between
the conflictee’s personal and organisation
goals.
• Inter-Personal Conflict
• (1) Lose-Lose
• (2) Win-Lose
• (3) Win-Win
• (4) Transactional Analysis
28. Inter-Group and Organisational Conflict
• Problem Solving
• Oranisation Redesign
• Super ordinate goals
• Expansion of Resources
• Avoidance
• Smoothening
29. CONCEPT OF TEAM
Most of the activities of the organisation
achieve its goals. The most prevalent type of
formal group is the command team.
• Another type of formal team is the committee.
• A quality circle is a kind of team.
• When a team has completed its investigation
and identified a solution, it makes a formal
presentation to the plant management and staff.
•Some formal teams are temporary.
30. CONCEPT OF TEAM
• They may be called task forces or project
teams.
• Informal teams or groups emerge whenever
people come together and interact.
31. TEAM DEVELOPMENT
• The team is formed as a result of interaction and
influence of members who strive for the achievement
of common goal. In this process, the team members
try to understand others behaviour, realise the
appropriateness of the behaviour and the role of the
team memebrs.
• Forming : In this stage the members try to explore and
understand the behaviour of the team members.
• Storming : In the second stage, members start
competing for status, leadership and control in the
group. Individuals understand other behaviour and
assert their role in the group.
32. Team Development
• Norming : The members start moving in a
cohesive manner. They establish a balance
among various conflicting forces. They develop
group norms and consensus for the achievement
of the group goal.
• Performing : In this stage, the team makes effort
for the performance of task and accomplishment
of objectives. The established pattern of
relationships improves co-ordination and helps in
resolving conflicts.
34. TEAM BUILDING
• The Johari Window Approach
• The Role Negotiation Approach
• The team Roles Approach
• The Behaviour Modification Approach
• The Simulation Approach
• The Action Research Approach
• The Appreciative Inquiry Approach
• Projection into Future
35. Team Building
• Linkage with Individual Goals
• Force-Field Analysis
• Strengthening Positive Forces
• Reducing Negative Forces
• Monitoring
36. TEAM EFFECTIVENESS
• Effective team has following parameters:-
The degree to which objectives of the team are
achieved.
• The degree to which the team achieves the
needs and well being of its members; and
• The ability of the team to survive.
37. TEAM EFFECTIVENESS
Organisational and team environment relates to the
following elements:-
• Reward System
• Communication
• Systems
• Physical Space
• Organisational Environment
• Organisational Structure, and
• Organisational Leadership
38. Team Design
• It involves following elements : It involves
following elements:
• *Task Characteristics
• *Team Size; and
• * Team Composition
• 3. Team Processes: It includes
• * Team Development, Team Norms, Team
Roles, and Team Cohesiveness
39. Concept of Leadership
• Leadership may be defined as a process of
influencing group activities towards the
achievement of certain goals. The leader is a
part of the group that he leads, but he is
distinct from the rest of the group. Leadership
is the activity of influencing people to strive
willingly for group objectives. Leadership
naturally implies the existence of a leader and
followers as well as their mutual interaction.
40. • It involves inter-personal relation which sustains the
followers accepting the leader’s guidance for
accomplishment of specified goals.
• Managers have to guide and lead their subordinates
towards the achievement of group goals. Therefore, a
manager can be more effective if he is good leader. He
does not depend only on his positional power or
formal authority to secure group performance but
exercises leadership influence for the purpose. As a
leader he influences the conduct and behaviour of the
members of work team in the interest.
41. • It is a continuous process whereby the manager
influences, guides and directs the behaviour of
subordinates.
• The manager-leader is able to influence his
subordinates behaviour at work due to the
quality of his own behaviour as leader.
• The purpose of managerial leadership is to get
willing cooperation of the work group in the
achievement of specified goals.
• The success of a manager as leader depends on
the acceptance of his leadership by the
subordinates.
42. Concept of Leadership
• Managerial leadership requires that while
group goals are pursued, individual goals are
also achieved.
43. IMPORTANCE OF LEADERSHIP
• Management is based on the formal authority
of managers. Whereas, being leaders of work
group enables managers to achieve results on
the basis of inter-personal relations. The
enables managers to achieve results on the
basis of inter-personal relations. The leader
manager identifies himself with the work
group.
45. Behavioural Theory
• The behavioural theories of leadership are
based on the belief that leaders can be
identified by reference to their behaviour in
relating to the followers. They are described
as ‘employee-centred’ leaders. On the other
hand, leaders who are ‘production-centred’
emphasize job performance in conformity
with prescribed standards.
46. Behavioural Theory
• Leader followers relations, that is the degree
of follower’s trust, confidence and respect for
the leader.
• The extent to which the task performed by
subordinates is routine or non-routine (known
as task structure).
• The position power of the leader, that is , the
power associated with the rank and position
of the leader in the organisation.
47. Behavioural Theory
• He defined favourableness of a situation as the
degree to which the situation enables the leader
to exert his influence over his group.
• Another situational theory is the Path-Goal
Theory. According to this theory, leaders are
effective due to their influence on followers’
motivation, ability to perform, and their
satisfaction. Subordinates are motivated by the
leader to the extent he is able to influence their
expectancies relating to the performance and
attractiveness of the goal.
48. Leardership Styles
• There are three basic styles of leadership as
follows:
• (i) Autocratic or Authoritative Style
• (ii) Democratic or Participative Style, and
• (iii) Laissez-faire or Free-rein Style
49. Autocratic or Authoritative Style
• An autocratic leader centralises power and
decision making in himself and exercises
complete control over the subordinates.
50. Limitations
• Several limitations of the autocratic style of
leadership.
• It results in low morale due to the ineer
dissatisfaction of employees.
• Efficiency of production goes down in the long
run.
• It does not permit development of future
managers from among capable subordinates.
51. Democratic or Participative Style
• The democratic style is also known as
participative style. In this style , decisions are
taken by the leader in consultation with the
subordinates and with their participation in
the decision-making process.
52. Laissez Faire Leadership Style
Laissez faire leadership style is just the opposite
of autocratic style. A manager, who adopts this
style, completely gives up his leadership role.
The subordinate group is allowed to make
decisions and it is left to the members of the
group to do as they like.
53. Functions of Leadership
The more important to these functions are given
below:-
• The develop team work
• To act as a representative of the work-group
• To act as a counsellor of the people at work
• Time management
• Proper use of power
• Secure effectiveness of group-effort
54. Effective and Ineffective Styles
The following are regarded as more effective
styles:-
•Executive
•Developer
•Benevolent Autocrat
•Bureaucrat
•Compromiser
•Missionary
•Autocrat
•Deserter
55. Factors Influencing Leadership Effectiveness
• The leader’s own personality, past experience
and expectations.
• The expectations and behaviour of his
superiors.
• The subordinates’ characteristics, expectations
and behaviour.
• The requirements of tasks to be performed by
subordinates.
• Expectations and behaviour of fellow
managers(peers).
• Organisational culture(climate) and policies.
56. Qualities of an Effective Leader
• Mental and physical health
• Empathy
• Self-confidence
• Awareness of others’ opinion about himself
• Objectivity
• Knowledge and Intelligence
• Decisiveness
• Ability to Communicate
• Sense of purpose and responsibility
• Other qualities
58. Personal Qualities Include
• Internality
• Maverick Mindset
• Optimism
• Self restraint
• Value Orientation
• Social Concern
• Rootedness; and
• Empowering
59. Role Related Qualities Include
• Envisioning
• Strategy
• An enabling structure
• Customer orientation
• Networking competence
• People first
• Synergy building; and
• Culture building
