Elimu: CONFLICT MANAGEMENT SUMMARIZED

MANAGING CONFLICT IN ORGANIZATION

Objectives of this lecture

What is group conflict
The consequences of group conflict
The causes of group conflict
The solutions to group conflict
Cultural dimensions in managing group conflict

1. The Ubiquity of Conflict

Conflict is a disagreement between two or more parties who perceive that they have incompatible concerns

Intrapersonal Conflicts
Interpersonal Conflicts
Intragroup Conflicts
Intergroup Conflicts
Inter-organization Conflicts
Intra-racial Conflicts
Inter-racial Conflicts
Inter-gender Conflicts
Inter-class Conflicts
Inter-regional Conflicts
Inter-cultural Conflicts
International Conflicts

2. Two Views of Conflict

(1). Traditional View

Comfilict is bad and should be avoided

(2). Contemporary View:

Conflict is neither inherently bad nor good but is inevitable and structurally induced

3. Two Consequences of Intergroup Conflict

(1). Functional Conflict: Intergroup conflict that enhances organizational performance

· Increased problem awareness

· Increased self- and other awareness

· Increased exchange of information and knowledge

· Improved decision processes

· Increased innovativeness and creativity

· Enhanced motivation and morale

· Decreased tensions

· Enhanced psychological maturity

(2). Dysfunctional Conflict: Intergroup conflict that leads to the decline of organizational performance

General Organizational Consequences

· Increased stress and burnout

· Reduced organizational performance

· Reduced morale and job satisfaction

· Reduced loyalty to organization

· Waste of resources and time

Dysfunctional Changes between Groups

· Increased hostility and distrust

· Distorted perception

· Negative stereotyping

· Decreased communication

Changes within Groups

· Increased group cohesiveness

· Increased loyalty to the group rather than to the organization

· Rise in autocratic leadership

· More task-oriented

4. Why Intergroup Conflict Occurs

Goal Incompatibility

· Mutually exclusive goals

· Limited resources

· Reward structures

· Different values

Structural Interdependence

· Task interdependence

· Lack of substitution

· Power differentials

Different Perceptions

· Different goals

· Different time horizon

· Different role expectations

· Different information environment

· Different knowledge base

· Difference in information processing

Different organizing principles

· Autonomy v.s. Interdependence

· Analyzing v.s. Synthesizing

5. Cultural Dimensions of Group Conflict

(1) Locational Dimension

· National

· Professional

· Organizational

· Governance

(2) Value Dimension

· Power distance

· Uncertainty avoidance

· Individualism

· Masculinity

· Long-term

6. Managing Intergroup Conflict Through Conflict Resolution

(1). Five Strategies

· Dominating

· Avoiding

· Obliging

· Compromising

· Integrating

(2). Two dimensions

Distributive Dimension: win-lose
Integrative Dimension: win-win

(3). Differences in strategic choice:

U.S: competitive conflict resolution
Japan: cooperative conflict resolution

6. Managing Intergroup Conflict Through Organizational Coordination

The U.S. Japan

Explicit rules           Implicit norms
Hierarchical            Horizontal
Planning                  Relation-building
Command              Consensus
Liaison                    Job rotation
Task forces            Cross-functional teams
Specialization          Integration

7. Managing Intergroup Conflict Through Elimination of its Causes

(1). Overcoming goal incompatibility

Commonly used methods

· Eliminate win-lose situation

· Reward organizational effectiveness

· Create a common enemy

· Expansion of resources

American focus: dividing values and goals

· Explicit division and clarification of responsibilities: job descriptions

· Formal hierarchical control

· Intrapreneurship: interfirm competition

Japanese focus: integrating values and goals

· Shared values

· Superordinate goals

· Norms of loyalty and identification

· Informal consensus building

(2) Overcoming structural interdependence

American focus: breaking interdependence

· Maintaining inventories and buffers

· Creating alternative suppliers

· Creating independent control units

· Partitioning tasks into autonomous units

Japanese focus: deepening interdependence

· Eliminating inventories and buffers

· Creating multiple interlinkages

· Eliminating independent control units

· Integrating tasks into interdependent units

(3). Overcoming differences in perceptions

Commonly used methods

Seek and maintain common knowledge
Increased communication
Problem solving meetings

American focus: objective measurement

· Systematic collection of objective data

· Systematic and objective measurement of group and individual performance

· Independence of the above functions

Japanese focus: inter-subjective understanding

· Socialization

· Job-rotation

· Quality circle and consensus building

· Eliminating independent control and measurement units

8. Managing Intergroup Conflict through Stimulation: the building of conflict-positive organization.

(1). Structural strategies

· Bringing outsiders into group

· Altering organizing structure

· Stimulating competition

· Making use of programmed conflict: devil's advocacy

(2). Process and cultural strategies

· Value diversity

· Seek mutual benefit

· Empower employees

· Build teamwork and trust

· Integrating for creative solution

9. Third party mediation

10. Negotiation

11. The Competitiveness Consequences of Different Ways of Managing Intergroup Conflict

12. Conclusion

· Group conflict is neither good nor bad but is inevitable and structural induced

· Group conflict has functional and dysfunctional consequences depending on the amount of conflict and the way conflict is managed

· The most important causes of group conflict include structural interdependence, differences in values, goals, perceptions, and organizing principles

· Common conflict resolution strategies include dominating, avoiding, obliging, compromising, and integrating.

· Americans tend to use dominating, obliging, and compromising strategies, while Japanese tend to use avoiding, obliging, and integrating strategies

· The American way of managing conflict includes: division of responsibility, reduction of interdependence, and formal information and control system.

· The Japanese way of managing conflict includes: shared values, multiple interlinkages, integration, teamwork, and empowerment.

· There is a diffusion of the Japanese way of managing group conflict to the U.S.

TAFUTA

Kuhusu Sisi

Kumbukumbu

Blog Mbalimbali

HAKI MILIKI

MAWASILIANO

JIUNGE NASI

CONFLICT MANAGEMENT SUMMARIZED

0 Maoni:

Post a Comment