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Conflict in Organizations

Conflict in Organizations. Chapter 5. Lawrence Erlbaum Associates, Publisher, Copyright 2002. 5.1. Chapter Overview. Intraorganizational Clashes. Managing Conflict. Lawrence Erlbaum Associates, Publisher, Copyright 2002. 5.2. Intraorganizational Clashes. Intrapersonal Conflict.

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Conflict in Organizations

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  1. Conflict in Organizations Chapter 5 Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.1

  2. Chapter Overview • Intraorganizational Clashes • Managing Conflict Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.2

  3. Intraorganizational Clashes • Intrapersonal Conflict • Conflict Between Individuals • Conflict Between Groups • Conflict Within Organizations Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.3

  4. Conflict Intensity and Organizational Outcomes Organizational Outcomes Positive Neutral Negative Low Moderate High Conflict Level Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.4

  5. Types of Intrapersonal Conflict Approach-Approach Conflict Avoidance-Avoidance Conflict _ _ + + Approach-Avoidance Conflict _ + Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.5

  6. Conflict Between Individuals Relationship conflict Occurs when members of a group are personally incompatible. Typically, tension, animosity, and annoyance are expressed. Task conflict Occurs when the members of a group cannot agree about the tasks they are expected to perform. Differences in ideas, perspectives, and opinions about how to proceed are likely to arise. Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.6

  7. Conflict Between Groups Intragroup conflict: within a group Intergroup conflict: between groups Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.7

  8. Conflict Within Organizations Horizontal Conflict: Two people - similar levels Vertical Conflict: Two people - different levels Line-staff Conflict: Two people - one line member/one staff member Role conflict: Two or more activities - incompatible roles Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.8

  9. Managing Conflict • Strategies for Resolving Interpersonal Conflicts • Organizational Conflict Management • Managerial Dispute Intervention Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.9

  10. Strategies for Resolving Interpersonal Conflicts ASSERTIVENESS Assertive Competing Collaborating Compromising Unassertive Avoiding Accommodating Uncooperative Cooperative COOPERATIVENESS Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.10 5.11

  11. Negotiation The process whereby two or more parties decide what each will give and take in an exchange between them (Rubin & Brown, 1975) Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.11

  12. Types of Bargaining (Distributive vs. Integrative) Distributive Integrative Payoff Structure Fixed amount of resources Variable amount of resources Primary Motivation To gain at the expense of others To maximize joint outcomes Interests Diametrically opposed Convergent or congruent Relationships Short term Long term Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.12

  13. Working with an Integrative Perspective 1. Superordinate goals 2. Separate the people from the problem 3. Focus on interests, not on positions 4. Invent options for mutual gain 5. Use objective criteria Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.13

  14. Organizational Conflict Management • Formal Organizational Roles • Buffers • Organizational ombudsman • Informal Organizational Roles • Managers Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.14

  15. Managerial Dispute Intervention Types of Interventions Judges Inquisitors Mediators Avoiders/delegators Types of Outcomes Efficiency Effectiveness Participant Satisfaction Fairness Lawrence Erlbaum Associates, Publisher, Copyright 2002 5.15

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