Nidhi S Kohli 123720
R L Aparna 123716
Manisha K 123717
Priyanka G 123726
Swetha Joshi 123734
Sri Lakshmi 123732
1. CONFLICT PROCESS
i. Stephen.P.Robbins’s Classification
ii. Ashwattapa’s Compilation
2. MANAGING CONFLICT
* Conflict Resolution Techniques
* Conflict Stimulation Techniques
* Types of Conflict and Resolution
3. CASE STUDIES
i. Maruti Suzuki – Manesar Plant
* Suggestion & Conclusions
ii. Indian Health Care Organization
* Suggestion & Conclusions
It is a process which begins when one party perceives that another party has negatively affected, or is about to negatively affects, something that the first party cares about.
Two main Schools of Thought
A Belief that all conflicts are harmful and should be avoided. *
Human Relations View
Belief that conflict is natural and an inevitable outcome in any group. It is not only a positive force but is also necessary for a group to perform well.
(As proposed by Stephen Robbins)
Stage 1: Potential Opposition or Incompatibility:
The first step in the conflict process is the presence of certain conditions that create opportunities for conflict to arise. *
They need not lead directly to conflict, but one of them is necessary for conflict to arise. *
These are the SOURCES of conflict.
They can be broadly classified as:
Semantic difficulties, misunderstandings, and “noise” *
Semantic difficulties arise as a result of difference in training, selective perception & inadequate information about others. *
Potential to conflict arises in case of information overload or when information is too less. *
Differing word connotations, jargon, insufficient exchange of information & noise in the communication channel are antecedent conditions to conflict. *
The filtering process as information is passed through different levels of organization offer potential opportunities for conflict to arise.
Size and specialization of jobs
The larger the group & more specialized its activities, the greater the likelihood of conflict. The potential of conflict is greatest when group members are younger & turnover is high. *
The greater the jurisdictional ambiguity in precisely defining responsibility for actions, the greater the potential of conflict, as it increases inter-groups fighting for control of resources & territory. *
Groups within organizations have diverse goals. This diversity of goals among groups is a major source of conflict. *
Leadership styles (close or participative)
Tight & continuous observation with general control of other’s behaviors increases conflict potential.
Also, research points out that participation & conflict are highly correlated, because participation encourages the promotion of differences. *
Reward systems (win-lose)
Conflict is created when one member’s gain is at another’s expense, especially in a group.
But, if a group is dependent on another group, opposing forces are stimulated if one’s gain is at another’s expense. *
Dependence/interdependence of groups
Differing individual value systems:
The most overlooked variable is social conflict, i.e. differing value systems.
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