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Presented by: Akinola Richardson Rahul Oswal Vinay S. Dashora Zekil Patel

CONFLICT MANAGEMENT AND RESOLUTION. Presented by: Akinola Richardson Rahul Oswal Vinay S. Dashora Zekil Patel. Conflict. Happens when two or more perspectives and opinions are contradictory in nature and haven't been aligned.

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Presented by: Akinola Richardson Rahul Oswal Vinay S. Dashora Zekil Patel

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  1. CONFLICTMANAGEMENT AND RESOLUTION Presented by: Akinola Richardson RahulOswal Vinay S. DashoraZekil Patel

  2. Conflict • Happens when two or more perspectives and opinions are contradictory in nature and haven't been aligned. • It is inevitable because of competing demands and is not necessarily a sign of a poor management strategy and certainly not always negative.

  3. Sources of conflict... • Differences in opinions on how to get things done. • Poor Communication. • Incompatible values among team members and employees in general • Conflicting responsibilities due to ambiguous job descriptions. • Power struggle and office politics.

  4. Some more Sources … Weak / Change in Leadership Insufficient knowledge of the dynamics of corporate management changes. Organizational complexity Unreasonable deadlines and other pressures Personality Clashes

  5. When can Conflict be positive? Identifies and clarifies important issues. Helps solves the organization’s problems Results in “something for everyone” Creates means of communication Encourages cooperation and collaboration Builds/strengthens interpersonal skills.

  6. When can Conflict be negative? Hampers productivity. Negatively impact employee morale. Causes inappropriate behaviors. Polarizes people and groups within the organization. Jeopardizes collaboration among team members. Creates tension in the work place.

  7. 1. HOW TO AVOID CONFLICTS… 2. IF NOT AVOIDED, HOW TO RESOLVE THEM…

  8. Avoiding Conflicts... • Regularly review job descriptions. • Intentionally build relationships with all subordinates. • Get employees' review of the procedures. • Communicate new initiatives and status of current programs. • Anonymous suggestion box in which employees can provide suggestions.

  9. Resolving conflicts... Basic Principles: Accommodate it Competing Compromising Collaborating

  10. STEPS TO RESOLVE CONFLICTS… • Meet conflict head on. • Set goals. • Plan for and communicate frequently. • Be honest about concerns. • Agree to disagree – a healthy disagreement would build better decisions. • Get individual ego out of management style.

  11. Let your team create - people will support what they help create. • Discuss differences in values openly. • Continually stress the importance of following policy . • Communicate honestly. • Provide more data and information than is needed. • Develop a sound management system.

  12. Some Morals to be followed… The other person is a human being with hopes and dreams too. Respect this person and attack the PROBLEM. Invent options for mutual Gain, no selfish acts. Raise issues clearly, and with respect. Avoid “win-lose” statements. Question your own perspective. Assume the other person will NOT change. The person is not the Problem, It’s the issue at hand.

  13. 3 varying effects of Conflict Management The Ambani Brothers, Reliance Industries, India.

  14. Lee Iacoca, Ford Motor corporation, USA.

  15. Bajaj Automobiles, India.

  16. References • Websites: • www.wikipedia.com • www.dalecarnegie.com • www.managementhelp.org • Books: 1. Lee Iacoca, an autobiography. 2.Conflict of the Ambanis.

  17. What happens if all of this fails... • http://www.youtube.com/watch?v=3dJbdZApMbQ&feature=related

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