Conflict Management Design. organizational conflict still fall within the realm of conflict resolution, reduction, or minimization organizational conflict is deficient in three major areas.
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1. There is no clear set of rules to suggest when conflict ought to be maintained at a certain level, when reduced, when ignored, and when enhanced.
2. There is no clear set of guidelines to suggest how conflict
can be reduced, ignored, or enhanced to increase individual, group, or organizational effectiveness.
3. There is no clear set of rules to indicate how conflict involving different situations can be managed effectively.
Situation where appropriate:
1. Organizational Learning and Effectiveness,
2. Needs of Stakeholders,
Conflict Management Strategy
1. Attain and maintain a moderate amount of substantive conflict for non-routine tasks.
2. Minimize substantive conflict for routine tasks.
3. Minimize affective conflicts for routine and non-routine tasks.
4. Enable the organizational members to select and use the styles of handling interpersonal conflict so that various conflict situations can be appropriately dealt with.
1. The amount of conflict at the intrapersonal, interpersonal, intra-group, and intergroup levels;
2. The styles of handling interpersonal, intra-group, and intergroup conflicts of the organizational members;
3. The sources of (1) and (2); and
4. Individual, group, and organizational learning and effectiveness.
1. The amount of conflict and the styles of handling conflict classified by departments, units, divisions, and so on, and whether they are different from their corresponding national norms.
2. The relationships of the amount of conflict and conflict styles to their sources.
3. The relationships of the amount of conflict and conflict styles to organizational learning