The document discusses organizational conflict management, defining it as recognizing and dealing with disputes in a rational way through effective communication and problem solving. It examines different conflict management styles like competing, collaborating, compromising, avoiding, and accommodating. Common causes of conflict in organizations are also identified along with key managerial actions for addressing conflicts.

1. Organizational Behavior
Assignment
Vyom Kesar
PM/2013/420
M.B.A. (Pharm)
NIPER, Hyderabad

2. Defination
 The practice of recognizing and dealing with
disputes in a rational, balanced and effective
way.
 Conflict management implemented within a
business environment usually involves
effective communication, problem resolving
abilities and good negotiating skills to restore
the focus to the company's overall goals.
(Source : businessdictionary.com)
Conflict
Management

3. Conflict creates a sense of psychological distance
between people, such as feelings of :
Dislike
Competition
Bitter
Alienation
 A conflict is a situation when the
interests, needs, goals or values
of involved parties interfere with
one another.
 A conflict is a common
phenomenon in the workplace.
Antagonism,
Disregard.

4. Dealing with Conflict !!!

5. Competing
 An individual firmly pursues his or her own concerns
despite the resistance of the other person.
 When a quick resolution is required and using force
is justified (e.g. in a life-threatening situation, to stop
an aggression)

6. Collaborating
 Also known as problem confronting or problem
solving.
 The win-win approach sees conflict resolution as an
opportunity to come to a mutually beneficial result.
 When you don't want to have full responsibility
 When you need to work through hard feelings,
animosity, etc

7. Compromising
 Compromising looks for an expedient and mutually
acceptable solution which partially satisfies both
parties.
 To reach temporary settlement on complex issues
 To reach expedient solutions on important issues

8. Avoiding
 This is when a person does not pursue her/his own
concerns or those of the opponent.
 He/she does not address the conflict, sidesteps,
postpones or simply withdraws.
 When more important issues are pressing, and you
don't have time to deal with it

9. Accommodating
 Accommodating the concerns of other people first of
all, rather than one's own concerns.
 When it is important to provide a temporary relief
from the conflict or buy time until you are in a better
position to respond/push back
 When you accept that you are wrong

10. Common causes of conflict
 Scarcity of resources (finance, equipment, facilities,
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etc)
Different attitudes, values or perceptions
Disagreements about needs, goals, priorities and
interests
Poor communication
Poor or inadequate organisational structure
Lack of teamwork
Lack of clarity in roles and responsibilities

11. Key Managerial Actions
 1. Regularly review job descriptions. Get your
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employee's input to them.
2. Intentionally build relationships with all
subordinates.
3. Get regular, written status reports
4. Regularly hold management meetings
5. Consider an anonymous suggestion box in which
employees can provide suggestions.

12. References
 http://www.personalityexplorer.com
 http://www.etu.org.za/toolbox/docs/building/confli
ct.html#what
 http://www.edu.gov.mb.ca/k12/cur/socstud/founda
tion_gr3/blms/3-1-5c.pdf
 www.hr-club.ro/ro/fisiere/pdf/3.proiectserviciic.pdf