The Effect of Conflict Towards Performance

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INTRODUCTION
Businesses nowadays are operating in a turbulent environment where organisations are searching for measures that will allow them to improve their performance and competitiveness (Dodd, 2003). Conflict is generally regarded as disagreement regarding interests or ideas (Esquivel and Kleiner, 1997). In addition organisational conflict is regarded as the discord that occurs when the goals, interests or values of different individuals or groups are incompatible with those of individuals or groups block or frustrate each others in an attempt to achieve their objectives. Conflict are inevitable part of organisational life since the goals of different stakeholders such as managers and staff are often incompatible (Jones et al., 2000). Besides that, Loomis and Loomis (1965) argue that Conflict is an ever-present process in human relations. That is why various organisations have changed their approaches to enable them to manage their organisations effectively to avoid conflicts at all costs.

Conflict is a fact of life in any organisations as longer as people compete for jobs, resources, power, recognition and security. In addition, dealing with conflicts is a great challenge to management (Adomi and Anie, 2005). Conflicts commonly arise when employees interact in organisations and compete for scarce resources. Employees in various organisations are organized into manageable groups in order to achieve common goal, therefore, the probability of conflicts to arise is very high. Nowadays, most serious conflicts make headlines in the newspapers, which might affect the public image of the company. Conflicts have both negative and positive outcomes to the individual employees and the organization at large. There is no one source of conflicts which occurs in organisations at all levels of management (Barker et al., 1987). In social life, conflicts do occur but they are managed by family members, friends and relatives. The same case applies to organisations, when conflicts arise; it needs to be resolved by management for the sake of the organisational growth, survival and enhance performance. However, conflicts are rarely resolved easily, to a certain extend most conflicts are managed, as individuals work out differences (Barker et al., 1987). Conflict can occur within groups (intra-group conflict) or among groups (inter-group conflict). Therefore, the main aim of this study is to examine the effects of organizational conflicts towards organizational performance. It specifically tries to examine in detail, the causes, types, effects and recommend various strategies on how to resolve organizational conflicts to enhance organizational performance.

WHAT IS ORGANIZATIONAL CONFLICT?
‘A condition between or among workers whose jobs are interdependent, who feel angry, who perceive the other(s) as being at fault, and who act in ways that cause a business problem.’ (Dana, D. 2001)

Interdependency – each party needs something from the other and are vulnerable if they don’t get it Feeling Angry – people are emotionally upset – anger is not always visible – some people will hide their anger with a veneer of politeness – however, Dana suggests that the emotion we all know as anger is always present when there is a conflict. Blaming Each Other – each party sees the other as being at fault often moving from the immediate workplace issue into personal issues Causing a Business Problem – How is the conflict impacting on job performance? – if it is not then it does not fall within the definition of workplace conflict. This definition includes emotions, thoughts and behaviors – psychologists consider these three the only dimensions of human experience. So conflict is rooted in all parts of our human experience.

Factors of conflict in organization
1. Managerial Expectations
- it is job of an employee to meet the expectations of his manager, but if those expectations is misunderstood, conflict can arise. 2. Breakdown in Communication...
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