When you understand the nature of human being you will not only accept the differences among us , you are going to celebrate it .

1. Conflict management
“ The great end of life is not
knowledge but action “
Thomas Henry

2. Business Week survey
 64% of employee’s don’t believe what management
says.
 61% feel they are not well-informed of company
plans.
 54% think that decisions do not explained well.

3. What psychologists say
 75% depends on “how you say it”.
 25% depends on “what you say”.

4. Who Are Managers?
Manager
Someone who works with and through other
people by coordinating and integrating their
work activities in order to accomplish
organizational goals

5. Planning
35%
Staffing
10%
Train-
ing
5%
Leading
30%
Controlling
20%
Planning
28%
Training
10%
Leading
30%
Controlling
22%
Staffing
10%
Planning
15%
Training
25%
Leading
25%
Controlling
15%
Staffing
20%
Top Managers
Middle Managers
First-Line Managers
Source: Futrell, Sales Management
Hierarchy of Managerial functions

6. 1. CONCEPTUAL AND DECISION SKILLS
Refer to the cognitive ability to see the organization as a
whole and the relationships among its parts.
2. Human skills
Involve the ability to work with and through other people and
to work effectively as a group member.
3. TECHNICAL SKILLS
The ability to perform a specialized task that involves a certain
method or process.
Management Skills

7. Skills Needed at Different
Management Levels

8. Coaching conflict

9. Sources of Conflict
 1-Personal differences
 Perceptions, expectations, goals, values, beliefs
 2-Information deficiency
 Misinformation, lack of knowledge
 3-Task interdependence
 4-Incompatible goals, roles, responsibilities
 5-Environmental stress
 Scarce resources, uncertainty, ambiguous rules
 6-Communication problems

10. Causes of conflict
 Types of managerial actions that cause workplace
conflicts:-
 1-Poor communication.
 2-The amount of resources is insufficient.
 3-Personal chemistry including conflicting values or
actions.
 4-leadership problems.
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11. Key managerial Actions to minimize
conflicts
 1-Regular review job descriptions to get your employee’s
input to them because job rules don’t conflict.
 2-Intentionally build relationships with all subordinates.
 3-Get regular ,written status reports.
 4-Conduct basic training.
 5-Develop procedures for regular tasks and include the
employee’s input.
 6-Regular hold management meetings with all
employees.
 7-Give the chance for employees to give suggestions.
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12. Competition Collaboration
Compromise
Avoidance Accommodation
Concern for Other
ConcernforSelf
Low cooperation High cooperation
Low
aggression/
energy
High
aggression/
energy
Individual Conflict Styles

13. Avoidance (No one wins)
 Advantages
 Allows time to think
 Useful if issue is trivial
 Helps you not to get too involved in the conflict
 Keeps others from influencing you as much
 Disadvantages
 May demonstrate that you don’t care
 Gives impression that you’re not flexible
 Lets conflicts simmer/heat up rather than working
through them
 Denies mutual influence

14. Avoiding Style-Example
 Manager’s thoughts: “I know he should be using the
new materials, but he really prefers the old visual aid
and he uses it effectively. He’s doing a good job
overall, and his sales are at target, so why upset things
and make him use the new leave piece? I’m not even
going to mention it.”

15. Competition (I win, you lose)
 Advantages
 Useful when you need to make a quick, decisive
action
 Useful when the goal is more important than
the relationship
 Disadvantages
 Can harm the relationship
 May encourage others to be passive-aggressive
 Limits conflicts to win-lose

16. Forcing/Competing Style-Example
 Manager: “From now on, you will deliver all the key
messages and use the visual aid with every doctor,
irrespective of how well you know him or her or how
much of the product he or she prescribes.”

17. Compromising (You give, I give)
 Advantages
 Can accomplish important goals in relatively short time
 Appears reasonable to most parties
 Disadvantages
 Can become an easy way out, when other solutions might
work better (a sophisticated form of avoidance)
 May be seen as lose-lose

18. Accommodating
(You win)
 Advantages
 Useful when you find out you’ve been wrong
 You can give a little and gain a lot if the issue’s not important to you
 Allows harmony of relationship
 Disadvantages
 Can be harmful to the relationship if one person always gives in,
and the other always gets their way

19. Collaboration (We both win)
 Advantages
 Generates new ideas
 Shows respect for the other party
 Gains commitment to the solution from both parties
 Affirms importance of relationship
 Builds team approach to conflict management
 Demonstrates that conflict can be productive
 Disadvantages
 May not be worth the time and energy involved
 Can be manipulative

20. Personality
 There are 5 basic personality dimensions.
 Neuroticism – the experience of negative emotion
 Extraversion – interest in people and being in charge
 Openness – liking the new and different
 Agreeableness – going along to get along
 Conscientiousness - liking a structured and organized life

21. Personality
 The best predictor of long-term success is self-
awareness of your personal style.
 Allows you to play to your personal strengths
 Know where you need some help and support
 No one personality type is best – Different types are
most likely to be successful in different kinds of
organizations and in different types of jobs.

22. Leading

23. Leaders vs. Managers
Leaders
 Innovate
 Develop
 Inspire
 Long-term view
 Ask “what & why”
 Originate
 Challenge status quo
 Do the right things
Managers
 Administer
 Maintain
 Control
 Short-term view
 Ask “how & when”
 Imitate
 Accept status quo
 Do things right

24. What is leadership style?

25. Centralized, Democratic, Directed Free,
Dictatorial and Participative undecided
and Autocratic undirected
Leadership styles
Balancing among a number of styles will
always support the management and
supervisory systems

26.  Centralizes authority
 Restrictive
 Dictates work
 Close supervision
 Limits people participation
Autocratic = Directive

27. Suitable if:
 People need training
 People in conflict
 People challenge authority
Autocratic = Directive

28. Democratic style
 A leader who involves employees in decision making, delegates
authority, encourages participation in deciding work methods and
goals, and uses feedback to coach employees
 A democratic-consultative leader seeks input and hears the
concerns and issues of employees but makes the final decision him
or herself
 A democratic-participative leader often allows employees to
have a say in what’s decided

29.  Shares decisions
 Builds morale
 Coaches people
 Avoids conflict
 Cares for group
 Friendly
Democratic style

30. Suitable if:
 People’s authority relations clear
 People’s jobs are repetitive
 People’s responsibility is clear
Democratic style

31.  People have complete freedom
 People decide
 Leader in the shadow
Laissez Faire = Delegating

32. Suitable if:
 People are skilled
 People are achievers
 People are self motivated
Laissez Faire = Delegating

33. CONFLICT HAPPENS
Conflict is…
• a normal, inescapable
part of life
• a periodic occurrence in
any relationship
• an opportunity to
understand opposing
preferences and values
• ENERGY
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34. How can we manage the energy of conflict?
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35. Use cognitive conflict
 Disagreement about
ideas and approaches
 Issue focused, not
personal
 Characteristic of high
performing groups
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36. Avoid affective conflict
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 Personal antagonism
fueled by differences
of opinion
 Destructive to group
performance and
cohesion

37. How can we keep conflict cognitive?
1. Make the approach
2. Share perspectives
3. Build understanding
4. Agree on solutions
5. Plan next steps
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38. Step 1. Make the approach
 Reflect before you begin
 Invite the other party to
a conversation
 Be clear about your
intentions
 State your goal - a
positive resolution
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39. Step 2. Share perspectives
 Ask for the other
person’s perspective
 Paraphrase what you
hear
 Acknowledge your
contribution
 Describe your
perspective
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40. Tools for
Conflict Management
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41. That’s true but…
What
doesn’t
work
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42. That’s true and…
What
does
work
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43. BLAME
What
doesn’t
work
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44. The “third story”
What
does
work
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45. Contribution Mapping
What
does
work
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46. You get the picture…
What
doesn’t
work
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47. “Faced with the choice between changing one’s
mind and proving that there is no need to do so,
almost everybody gets busy on the proof.”
John Kenneth Galbraith

48. THANKS
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