OB MAM ZARGHUNA 3.pptx..................

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1. Conflict Management

2. WHAT IS CONFLICT? CONFLICT IS A PERCEPTION PARTY A PARTY B PARTY A PERCEIVES SOMETHING ABOUT PARTY B THIS SOMETHING IS NEGATIVE NEGATIVE ABOUT SOMETHING THAT PARTY A CARES FOR

3. THREE VIEWS ABOUT CONFLICT TRADITIONAL VIEW OF CONFLICT Denoted by violence, destruction and irrationality THE INTERACTIONIST VIEW OF CONFLICT A harmonious, peaceful group will become static and unresponsive to needs for change and innovation -Functional conflict supports the goal of the group -dysfunctional conflicts hinders goal of the group RESOLUTION FOCUSED VIEW OF CONFLICT - The discussion that having or not having conflict is useless. One should discuss how to “manage” conflict.

4. Forms of conflict Task conflict This relates to content and goals of the work Relationship conflict This focuses on interpersonal relationships Process conflict Relates to how the work gets done

5. THE CONFLICT PROCESS STAGE 1 POTENTIAL OPPOSITION OR INCOMPATIBILITY Appearance of conditions which might create opportunities for conflict to arise. Conditions are grouped into three categories: Communication Structure Personal variables

6. THE CONFLICT PROCESS STAGE 2 COGNITION AND PERSONALIZATION Perceived conflict Awareness of the conflict should be there Felt conflict Emotional involvement including feelings of anxiety, tension, frustration etc.

7. STAGE 3 INTENTIONS An intervening stage between people’s perceptions and overt behavior. COMPETING, COLLABORATING, AVOIDING, ACCOMODATING, COMPROMISING

8. Stage 4: Behavior -The behavior stage includes the statements, actions and reactions made by the conflicting parties usually as overt attempts to implement their own intentions.

9. Stage 5 OUTCOMES -Functional outcomes An antidote for group think. Higher order goals Yes people employed by GM -Dysfunctional outcomes

10. Political implications of power: There is evidence of inverse relation between power & politics. Managers who lack power must rely on politics. If there is a lack in political skill, then that might not lead to acquiring power. So power & politics are intertwined.

11. Political perspective of power in organization: Four postulates of power: Organizations have coalitions that compete for resources, energy & influence Various coalitions will seek to protect their interests Unequal distribution of power has dehumanizing effects Exercise of power in organization means exercise of power within the larger social system

12. Organizations tend to get political where there are: Resources Decisions Goals Technology & external environment Change If there is a threat to the status of the powerful or encouragement of those who wish to gain power, there will be more politics.

13. Political Strategies for power acquisition: Information strategy Financial incentive strategy Constituency building strategy Reindeer game: Where a limited circle are authorized to gain access to power

14. Political tactic derived from research Pressure tactics Upward appeals Exchange tactics Coalition tactics Ingratiating tactics Rational persuasion Inspirational appeals Consultation tactics

15. OTHER STRATEGIES Maintain alliances with powerful people Embrace or demolish Divide and rule Manipulate classified information Make a quick showing Collect and use IOU’s Avoid decisive engagement Attacking & blaming others Progress one step at a time Wait for a crisis Take counsel with caution Be aware of resource dependence

16. One study identified that out of 10 most unethical activities, 3 were related to politics. Making arrangements with vendors for personal gains Allowing differences in pay based on friendships Hiring, training & promoting personal favorites rather than those who are most qualified

17. Following guidelines can be used to overcome the negative impact that organizational politics can have on the ethics of the organization: Keep lines of communication open Role model ethical & non-political behaviors Be wary of game players acting only in their own self-interests. Protect individual privacy interests Always use the value judgment “is this fair?”