Interpersonal Conflicts
Review of Literature on
INTERPERSONAL CONFLICTS
(Organisational Behaviour)
Submitted By:
Sourabh Choudhury
INTRODUCTION
Interpersonal conflicts are most often based on lack of effective communication, pride and emotionalism. As a result, they can provoke some of the most costly battles in business and should therefore be avoided if at all possible. When someone allows pride and raw emotionalism to control their actions, they are likely to make decisions that, under normal circumstances, they would never consider. Interpersonal conflicts may result in loud, disruptive arguments, acts of covert sabotage and even acts of violence.
CONFLICTS AT THE WORKPLACE
Conflicts among Co-Workers
Conflicts at the workplace are one of the biggest reasons for employee productivity issues and often give rise to what is perceived as a hostile workplace. Managers are responsible for responding to workplace conflicts in an effective and timely manner so as to prevent a spark from igniting a fire. Human behaviour is not the mystery that it is made out to be.
There are basically two types of conflicts. The first is the Work-System conflict. This includes procedures, methods, policies, workflow, productivity and quality. It's all about the core job tasks and processes that guide the employee's job duties. Employees will differ in their interpretation and evaluation of many aspects of work, from policy and quality standards to' workload distribution and productivity. When views differ or clash, they look to management for answers.
On the other hand, when a leader sees two or more employees argue about — and fail to resolve — a work-system issue, the challenge is spilling into the second category of workplace conflict, which we'll call behavioural. Behaviour that is unacceptable or undesirable in the workplace includes foul language, sarcasm, accusatory questioning, subtle sabotage, and gossip, the slinging of paper or items across the desk, the silent
INTERPERSONAL CONFLICTS
(Organisational Behaviour)
Submitted By:
Sourabh Choudhury
INTRODUCTION
Interpersonal conflicts are most often based on lack of effective communication, pride and emotionalism. As a result, they can provoke some of the most costly battles in business and should therefore be avoided if at all possible. When someone allows pride and raw emotionalism to control their actions, they are likely to make decisions that, under normal circumstances, they would never consider. Interpersonal conflicts may result in loud, disruptive arguments, acts of covert sabotage and even acts of violence.
CONFLICTS AT THE WORKPLACE
Conflicts among Co-Workers
Conflicts at the workplace are one of the biggest reasons for employee productivity issues and often give rise to what is perceived as a hostile workplace. Managers are responsible for responding to workplace conflicts in an effective and timely manner so as to prevent a spark from igniting a fire. Human behaviour is not the mystery that it is made out to be.
There are basically two types of conflicts. The first is the Work-System conflict. This includes procedures, methods, policies, workflow, productivity and quality. It's all about the core job tasks and processes that guide the employee's job duties. Employees will differ in their interpretation and evaluation of many aspects of work, from policy and quality standards to' workload distribution and productivity. When views differ or clash, they look to management for answers.
On the other hand, when a leader sees two or more employees argue about — and fail to resolve — a work-system issue, the challenge is spilling into the second category of workplace conflict, which we'll call behavioural. Behaviour that is unacceptable or undesirable in the workplace includes foul language, sarcasm, accusatory questioning, subtle sabotage, and gossip, the slinging of paper or items across the desk, the silent