Unit: 7

Conflict
Management
 Define Conflict
• Conflict is a perception.
• A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
• Conflict is any situation in which two or more
parties feel themselves in opposition.
• Disagreement among two or more individuals,
groups, or organizations.
• It is natural, and inevitable (certain to happen).

04/27/2023 2
Transitions in Conflict Thought (Changing Views
of Conflict)
1. Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Conflict is viewed negatively and is associated with
destruction, irrationality, violence, agitation(emotional
disturbance).
Prevalent view in the 1930s-1940s
Conflict resulted from:
• Poor communication
• Lack of openness
• Failure to respond to employee needs
04/27/2023 3
 2. Human Relations View of Conflict
The belief that conflict is a natural and inevitable
outcome in any group and as such should be accepted.
Conflict is bound to arise in organization because an
organization is composed of individuals having
different goals, values and perceptions.
So conflict is unavoidable and need not always be
detrimental.
Under certain conditions, it could lead to more
innovative solutions to problems.
Prevalent from the late 1940s through mid-1970s

04/27/2023 4
 3. 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.
 This view argue that if harmony, peace and
cooperativeness prevail in an organization for a
long time, the organization is likely to become
non-responsive to innovation and change.
 A minimum level of conflict is required to enhance
competency and creativity.
 Current view of conflict.

04/27/2023 5
 Forms of Interactionist Conflict
A. Functional Conflict
Conflict that supports the individual and group goals and
improves its performance
Constructive form of conflict
Issue oriented ( administrative or technical nature)
Have positive effects on individuals, groups and
organizations.
B. Dysfunctional Conflict
Conflict that hinders group performance
Destructive form of conflict.
Personality oriented
Based on animosities and deep rooted personal feelings and
attitudes
04/27/2023 among members. 6
 Types of Interactionist Conflict
1. Task Conflict
• Conflicts over content and goals of the work
• Low-to-moderate levels of this type are
FUNCTIONAL
2. Relationship Conflict
• Conflict based on interpersonal relationships
• Almost always DYSFUNCTIONAL
3. Process Conflict
• Conflict over how work gets done
• Low levels of this type are FUNCTIONAL

04/27/2023 7
 Causes of Conflict
1. Incompatible goals
2. Different values and beliefs
3. Scarce resources
4. Task interdependence
5. Ambiguous rules
6. Communication problems.

04/27/2023 8
 Conflict Management
 The use of resolution and stimulation techniques
to achieve the desired level of conflict
 If there is no conflict, there is no challenge
 If conflict is too high, it brings a great loss to
organization.
 Management of conflict involves conflict
stimulation techniques and conflict resolution
techniques.

04/27/2023 9
 Conflict Stimulation Techniques
These techniques help in stimulating the conflict
when it is at a very low level.

Communication(use of threatening message)

Bringing in outsiders
Restructuring the organization(realigning work
groups, altering rules & regulations)
Firing an insider
Appointing a Devil’s advocate
Rewarding dissent
04/27/2023 10
 Conflict Resolution Techniques
Resolve the conflict when it has reached a very high
proportion
• Problem solving
• Super-ordinate goals
• Expansion of resources
• Avoidance ( ignoring, imposing a solution)
• Smoothing( highlighting similarities)

04/27/2023 11
 Conflict Resolution Techniques

• Authoritative command( Use of formal power)

• Altering the human variables(human relations
training programs)
• Altering the structural variables (job redesign,
transfers, creation of coordinating position)

04/27/2023 12
 Grievance
Management

04/27/2023 13
 Grievances
 A grievance is a formal dispute between an employee
& management on the conditions of employment
 Grievances are complaints that have been formally
registered in accordance with the grievance
procedure.
 A grievance is any dissatisfaction or feeling of
injustice in connection with one’s employment
situation that is brought to the attention of the
management.

04/27/2023 14
 W’s of Grievance Handling
Who is involved
When did it happen
Where did it happen
What happened ( Exactly)
Why it is grieve-able

04/27/2023 15
 Grievance- Reasons

Economic
Wage fixation, wage computation, overtime, bonus
Employees feel they are getting less than what they
ought to get.
Working Environment
Poor working conditions
Defective equipment and machinery, tools, materials.
Supervision
Disposition of the boss towards the employee perceived
notions of favouritism, nepotism, bias etc.

04/27/2023 16
 Grievance - Reasons

Work Group
Strained relations or incompatibility with peers.
Feeling of neglect, obstruction and victimization.
Work Organization
Rigid and unfair rules,
Too much less work responsibility,
lack of recognition

04/27/2023 17
 Guidance for writing grievance
• The situation
- Who, what when & where
• The contention
- Why it is Grieve-able
• The remedy
- What is needed to remedy the situation.

04/27/2023 18
 Grievance - Effects
On Production
Low quality of production, Low productivity, Increase in
wastage, Increase in cost of production.
On Employees
Increased absenteeism
Reduction in level of commitment
Increase in accidents
Reduced level of employee moral.
On Managers
Strained superior- subordinate relations
 Need for increased supervision/control and follow up
 Increase in unrest.
04/27/2023 19
 Benefits of Grievance Handling
 It encourages employees to raise concerns without
fear of reprisal.
 It provides a fair & speedy means of dealing of
grievances.
 It prevents minor disagreements developing into
more serious disputes.
 It saves employer’s time & money as solutions are
found for workplace problems.
 It helps build in organisational climate based on
openness and trust.

04/27/2023 20
 Grievance Procedure Steps

Step 1:
The aggrieved employee verbally explains his
grievance to his immediate supervisor or in a
conference or a discussion specifically arranged for
the purpose.
The employee seeks satisfaction from his supervisor.
The grievance can be settled if the supervisor has
been properly trained for the purpose, and if he
adheres strictly to a basic problem-solving method.

04/27/2023 21
Step 2:
 The second step begins when the grievance is not
settled by the supervisor.
 In this case, it is sent to a higher level manager with a
note in which are mentioned the time, place and
nature of the action to which the employee objects.
 The higher level manager goes into the grievance and
gives his decision on the matter.

04/27/2023 22
Step 3:
 This means that the grievance is to be submitted to
the Grievance Committee since the decisions of
the supervisor and of the higher level manager
have not solved the problem.
 This committee, which is composed of
combination of union and management
representatives, considers the record and may
suggest a possible solution.
 It may call upon the grievant to accept the
employer's proposed settlement.

04/27/2023 23
Step 4:
If the decision or suggestion of the Grievance
Committee is not accepted by the grievant, he may
approach the management or the corporate executive.
Step 5:
The final step is taken when the grievance is referred
to an arbitrator who is acceptable to the employee as
well as the management.
They may agree beforehand that the arbitrator's
award will be final and binding on both the parties.

04/27/2023 24
 Stress Management:

STRESS:
• Defined in terms of its physical and
physiological effects on a person, and can be a
mental, physical, or emotional strain
• Caused by demands and pressure from inside
and outside the workplace.
• It is not always harmful, may also be beneficial.

04/27/2023 25
 Potential Sources of Stress
what causes stress?
1. Environmental Factors:
 Economic uncertainties of the business cycle
Changes in the business cycle causes economic
uncertainties. When the economy is contracting, for
example, people become anxious about their job security.
 Technological uncertainties of technical innovations
 Terrorism in threats to physical safety and security

04/27/2023 26
 2. Organizational Factors

There is no shortage of factors within an organization

that can cause stress.
 Pressures to avoid errors or complete tasks in a
limited time,
Work overload,
A demanding and insensitive boss, and unpleasant
co-workers

04/27/2023 27
 3. Organizational Factors
 Task demands related to the job( job design, working
conditions, physical layout)
 Role demands of functioning in an organization (role
expectations, role conflict)
 Interpersonal demands created by other
employees( poor relations, sexual harassment, racial
harassment, fights, incivility, bullying)
 Organizational leadership (managerial style)

04/27/2023 28
 4. Individual Factors
• Family and personal relationships
• Economic problems from exceeding earning
capacity
• Marital difficulties, the breaking of close
relationships, discipline troubles with children.
• Lack of ability of managing money.
• Wants that exceeds their earning capacity.

04/27/2023 29
 5. Individual Differences
Perceptual variations of how reality will affect
the individual’s future.
• Layoffs may cause one person to fear losing his
job, while another sees an opportunity to get a
large severance allowance and start his own
business.
• So stress potential doesn’t lie in objective
conditions; rather, it lies in an employee’s
interpretation of those conditions.

04/27/2023 30
 Individual Differences
• Greater job experience moderates stress
effects.
• Social support buffers job stress.
• Internal locus of control lowers perceived job
stress.
• Strong feelings of self-efficacy reduce
reactions to job stress.

04/27/2023 31
 Consequences of Stress

High Levels
of Stress

Psychologica
Physiological Behavioral
l
Symptoms Symptoms
Symptoms

04/27/2023 32
 A Model of Stress

04/27/2023 33
Inverted-U Relationship between Stress
and Job Performance

04/27/2023 34
 Managing Stress
Individual Approaches:
Individuals take responsibility of managing stress.
• Implementing time management
1. Making daily list of activities to be accomplished
2. Prioritizing activities by importance and urgency
3. Scheduling activities according to the priorities set
4. Performing according to schedule
5. Avoiding electronic distractions
• Increasing physical exercise (walking, swimming,
cycling
• Relaxation training
• Expanding social support network
04/27/2023 35
 Managing Stress
Organizational Approaches:
 Improved personnel selection and job placement
 Training ( To increase self-efficacy)
 Use of realistic goal setting(specific, challenging,
feedback)
 Redesigning of jobs ( more autonomy, feedback
 Increased employee involvement(decisions)
 Improved organizational communication
 Offering employee sabbaticals
 Establishment of corporate wellness programs
workshops- quit smoking, eat better, control alcohol use
etc.
04/27/2023 36