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POA

POA. Role Play – conflict Case study on conflict Exercise on What is your style of conflict handling or management.

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POA

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  1. POA Role Play – conflict Case study on conflict Exercise on What is your style of conflict handling or management

  2. “The whole business starts with ideas, and we’re convinced that ideas come out of an environment of supportive conflict, which is synonymous with appropriate friction.” Michael Eisner-CEO and Chairman of Disney

  3. Conflicts • In simple terms its collision or disagreement • Any situation in which two or more parties feel themselves in opposition • True Conflicts – have to be resolved Eg- A child having a drug problem. • False Conflicts – are differences that don’t have to be resolved. Eg – you and your girlfriend disagree about a movie being good Eg – You and your colleague disagree about how smart your boss is

  4. Causes of Conflict Arises • From disagreements over the goals to attain or • methods to be used to accomplish those goals. • Task interdependence – Eg one department depending upon another department for the tasks to get completed • Competition over scarce resources Eg – 1 secretary shared by 2 bosses • Personality differences. • Eg – story of Lord Krishna & Arjun , Story of Lord Buddha

  5. Transitions in Conflict Thought Traditional View of Conflict The belief that all conflict is harmful and must be avoided. • Causes: • Poor communication • Lack of openness • Failure to respond to employee needs

  6. Transitions in Conflict Thought (cont’d) Human Relations View of Conflict / Current View The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

  7. Levels of conflicts Personal and organizational goals. Sattwa, Rajas, Tamas • Intrapersonal conflict Eg – A team manager who responsible for protecting its team and resources as a member of executive staff charged with the task of reducing operating costs. Interpersonal conflict- Eg develop from failures of communication or differences in perception Intergroup conflict Eg- the production department may want new and more efficient machinery while at the same time the sales department wants to expand its work force Ego, false sense of pride, denigration of colleagues Dependence of departments on each other, goal incompatibility, ltd resources , difference between line and staff

  8. Goal Conflict • Approach Approach Conflict – Eg a person feeling hungry and sleepy at same time • Approach Avoidance Conflict – Eg a person calling up someone for a favour and fears that he would be insulted by another one • Avoidance Avoidance Conflict- Eg a person getting a chronic disease and not wanting to get operated. Eg– person wanting to avoid the supervisor with whom he disagrees and cannot quit job too

  9. Functional versus Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict Conflict that hinders group performance.

  10. The Conflict Process E X H I B I T 14–1

  11. Stage I: Potential Opposition or Incompatibility • Communication • Semantic difficulties, misunderstandings, and “noise” • Structure • Size and specialization of jobs • Jurisdictional clarity/ambiguity • Member/goal incompatibility • Leadership styles (close or participative) • Reward systems (win-lose) • Dependence/interdependence of groups • Personal Variables • Differing individual value systems • Personality types

  12. Positive Feelings Negative Emotions Stage II: Cognition and Personalization Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility. Conflict Definition

  13. Stage III: Intentions Intentions Decisions to act in a given way. • Cooperativeness: • Attempting to satisfy the other party’s concerns. • Assertiveness: • Attempting to satisfy one’s own concerns.

  14. Stage IV: Behavior Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.

  15. Stage V: Outcomes • Functional Outcomes from Conflict • Increased group performance • Improved quality of decisions • Stimulation of creativity and innovation • Encouragement of interest and curiosity • Provision of a medium for problem-solving • Creation of an environment for self-evaluation and change

  16. Stage V: Outcomes • Dysfunctional Outcomes from Conflict • Development of discontent • Reduced group effectiveness • Retarded communication • Reduced group cohesiveness • Infighting among group members overcomes group goals

  17. Effects of conflicts • Destructive • Conflict not at all bad • Constructive • Distrust may grow among people • Individual level some people may feel defeated • Motivation level may be reduced

  18. Conflict outcomes Win Win-win Win-lose Individual A’s Outcome Lose-lose Lose-win Lose Lose Win Individual B’s Outcome

  19. Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.

  20. Dimensions of Conflict-Handling Intentions

  21. Conflict Management Techniques • ConflictResolution Techniques • Communication • Bringing in outsiders • Restructuring the organization • Appointing a devil’s advocate E X H I B I T 14–4 (cont’d) Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89

  22. Conflict Resolution Strategies 1.Take responsibility for dealing with conflict 2. Uncover, Define and discuss the Real Problem 3. Ask questions and listen 4. Set goals and create an action plan 5. Follow up

  23. FRUSTRATION Frustration occurs when a motivated drive is blocked before a person reaches a desired goal External Barriers – floods, power failures, and break down of transportation Internal Barriers – personal limitations, and disabilities, weakness, physical deformities, lack of skill, or low intelligence

  24. Maier & Ellen describe frustration • An insoluble problem • Pressure from behind • Barriers preventing escape • Consistency or inconsistency of results

  25. A basic model of frustration Figure 12.3

  26. Factorsinfluencingfrustration • The degree of attachment to the desired goal • The strength of motivation • The perceived nature of the barrier or blocking agent • The personality characteristics of the individual

  27. Effective recruitment, selection & socialisation Training & development Job design & work organisation Equitable personnel policies Recognition & rewards Effective communications Participative styles of management Attempting to understand the individual’s perception of the situation Ways managers can reduce potential frustrations

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