MANAGING CONFLICT IN ORGANIZATION - Job Satisfaction
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MANAGING CONFLICT IN ORGANIZATION - Job Satisfaction

Aceones Started The Discussion:

MANAGING CONFLICT IN ORGANIZATION
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
o Intrapersonal Conflicts
o Interpersonal Conflicts
o Intra-group Conflicts
o Intergroup Conflicts
o Inter-organization Conflicts
o Intra-racial Conflicts
o Inter-racial Conflicts
o Inter-gender Conflicts
o Inter-class Conflicts
o Inter-regional Conflicts
o Inter-cultural Conflicts
o International Conflicts

2. Two Views of Conflict
(1). Traditional View
Conflict 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:
o U.S: competitive conflict resolution
o 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

rgs_mys - Member Since: Nov 2007
Previously conflicts were considered dysfunctional but today they are considered constructive and functional.The only point to remember is that disagreements must be civilized disagreements and at the end of the day inspite of conflicts one must arrive at a consensus.
good topic...

zonash - Member Since: Feb 2010
its realy awesome data and very much useful information thanks a lot guys for sharing with us regardz zonash

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