Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations; there is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. Various issues relating to organizational conflict, techniques, systems and practices for conflict resolution will also be discussed in this paper. Keywords: Organizational Conflict.
Conflicts are part of human consciousness in all aspects of life. Conflict has become part and parcel of our lives, we experience conflict as we experience joy or sorrow in our day to day life. One cannot avoid Conflict, whether at home, at the office, or when working environment. The consequences of organizational conflict reach further today than ever before as the interface between work and home blurs and organizations experiment with flatter and more decentralized structures. In addition, the complexity of conflict increases as organizations become more open and diverse. To work in an organization is to be in conflict. To take advantage of joint work requires conflict management. Traditionally, conflicts have been viewed as impediments to organizational functioning. From a negative force, and this is so because human beings are incapable of engaging in either social interaction or conflict without destructive consequences. 3. CONFLICT MANAGEMENT
Conflict management involves designing effective macro-level strategies to minimize the dysfunctions of conflict and enhancing the constructive functions of conflict in order to enhance learning and effectiveness in an organization. Learning is essential for the longevity of any group. This is especially true for organizations; Organizational learning is essential for any company to remain in the market. Properly managed conflict increases learning through increasing the degree to which groups ask questions and challenge the status 4. ORGANIZATIONAL CONFLICT MANAGEMENT
Organizational conflict, whether it is affective, can be divided into two types 1. Interorganizational conflict
2. Intraorganizational conflicts
4.1. Interorganizational conflict:
It occurs between two are more organizations. With organizations expanding their boundaries into wider areas, encountering interorganizational conflict is a possibility. The interorganizational conflicts are three types’ substantive conflict, emotional conflict and cultural conflict.
Figure 1 Interorganizational conflict
1. Substantive conflict: Substantive conflict occurs when a basic disagreement arises between the two organizations at a fundamental level. For example, the People for the Ethical Treatment of Animals would have substantive conflict with an organization that experiments on laboratory animals. 2. Emotional conflict: Emotional conflicts takes place when individuals between the organizations find themselves reacting on an emotional level out of fear, jealousy, envy or stubbornness. 3. Cultural conflict: Interorganizational conflict also can occur based on cultural needs and desires. These conflicts are often the result of basic misinterpretation. 4.2. Intraorganizational conflict:
It is conflict within an organization, and can be examined based upon level (e.g. department, work team, individual). The organizational conflict perspective suggests that conflict is good for the organization because it provides higher quality decision-making due to differences in opinion. It must be pointed out that over time changed his view on organizational conflict. 1. Social interaction in work place