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1. Latent Conflict. The basic conditions exist but not yet been recognized.
2. Perceived Conflict. The cause of the conflict is recognized by one or both of the
participants.
3. Felt Conflict. Tension began to build between the participants.
4. Manifest conflict. The struggle is underway.
5. Conflict aftermath. The conflict is ended by a resolution or by suppression.
2. Positive-negative goals.
An individual tries to achieve a goal that has both positive and negative
results.
3. Negative-negative goals.
The individual tries to avoid two or more negative, mutually exclusive goals.
> Goal conflict forces an individual to make a decision. Most often,
decision-making creates a feeling of conflict within the individual. This
feeling of disharmony is referred to as dissonance.
Levels of conflict
1. Intrapersonal conflict.
‘Role Conflict’ Such conflict makes it difficult to meet one set of expectations
without rejecting another.
It is internal to the individual and is perhaps the most difficult type of conflict.
2. Interpersonal conflict.
It deeply affects the individual feelings and emotions.
Goals Pooled
Group B
Functional Conflict
> It is a confrontation between groups that enhances and benefits the organization’s
performance.
Dysfunctional Conflict
It is any confrontation between groups that harms the organization.
Relationship between Intergroup Conflict and Organizational Performance
Level of Inter- Probable impact on Organization Level of
Group conflict Organization Characterized By Organizational
Performance
Causes of Conflicts
1. Organizational change
This change will naturally affect global economy and other social structures of
society.
2. Personality clashes
Individual differences are basic concept affecting organizational behaviour.
5. Contrasting perceptions
People perceive things differently as a result of their previous experiences.
6. Lack of trust
It may take time to build trust, but it can be destroyed in an instant.
7. Role dissatisfaction
Professionals in any kind of organization with satisfactory performance who
receive little recognition and have limited opportunities for advancement may initiate
conflict.
8. Role ambiguity
Ambiguities in the description of a particular job of employees can lead to
structural conflict.
Advantages of conflict
1. People become more creative and would like to experiment with new plans and
ideas.
2. Hidden problems are brought to the surface where they are confronted and
eventually solved.
3. Conflicts energize workers to be more involved to the issue, even if not all of the
resulting activity may be constructive.
4. As a process, it often provides an outlet for pent-up tensions resulting in catharsis.
5. Conflicts can result in an educational experience.
Disadvantages of conflict
1. If the conflict lasts for a long period of time, it may become so intense that it may
be allowed to focus on personal issues.
2. The interpersonal level, cooperation, and team effort among workers may
subsequently deteriorate.
3. Distrust start to grow among workers who need to coordinate their efforts and, as a
result, the organization’s desired objectives are prejudiced.
Five types of reaction to conflict
Very high
Competition Collaboration
Importance of the
Interaction to Goal
Attainment
Compromise
Avoidance Accommodation
Very low