Done by Students of INDIAN INSTITUTE OF SOCIAL WELFARE AND BUSINESS MANAGEMENT, Kolkata

1. Establishing the Relation
Between Performance & Levels of
Conflict in an Organization
By
Sanjana Mitra(57)
Sonakshi Bhowmick(65)
Sibayan Das(63)
Nabanita Gupta(77)
Arijit Banerjee(91)
Soudeep Samanta(66)

2. Introduction:
• What is Organizational Conflict?
Organizational conflict is a state of discord caused by the actual or
perceived opposition of needs, values and interests between people
working together.
• What is Performance?
Performance comprises the actual output or results of
an organization as measured against its intended outputs (or goals and
objectives).
• Conflicts often relate to the project or goals of a team. Conflicts can affect
performance for the better, such as by allowing for the refinement of best
practices.
• These conflicts can hurt performance if interdependent tasks are executed
in incompatible ways.

3. •Conflict is a force that must be
managed rather than avoided.
•Different studies indicate that there
is a direct relation between conflict
and performance.
•When an organization has a
desirable conflict level managers are
probable to be open and encourage
different perspectives.
•In optimal level of conflict, managers
will look for ways to improve the
effectiveness and functioning of
organization, and view disagreements
and debates as an important part for
making decision making effective.

4. •
As the conflict level increases to the point where the performance of
organization suffers. Managers are likely to waste resources of organization
to gain their own ends to be keener about winning the battles of politics.
• At the point of small or no conflict the performance of organization suffers.
•
Lack of conflict often indicate that the managers put conformity at the new
ideas’ expense which impervious to strive and change for agreement rather
than making the decision process effective.
• What Managers can do to resolve conflict in an organization?
1. Encouraging active listening skills.
2. Focusing on group benefits over individual recognition.
3. Working to create compromise.