managers

1. Group 1
Group members
 Shumbaimwe Lloyd
Sibanda Mlungusi
Sibanda Mqondisi
Kota Tamuka
Bothwell Chaita
Dzadza Martin

2. Conflict Management
Contents
 what is Conflict
 Views of Conflict
 Sources of Conflict
 Levels of conflict
 Types of conflict
 Conflict management
 Conflict process
 Conflict management techniques
 conclusion

3. Objectives
Explain why conflict arises, and identify the
types and sources of conflict in organisations
Understand the fundamental concepts of
conflict management
Describe conflict management strategies that
managers can use to resolve conflict
effectively.

4. What is conflict
A serious disagreement or argument, typically
a protracted one.
It is the deliberate attempt to oppose, resist or
coerce the will of another or others (A. W.
Green)
Maybe defined as a process of seeking to
monopolies rewards by eliminating or
weakening the competitors (Horton and
Hunt).

5. Views of conflict
Traditional view of conflict
Human relations view of conflict
Interactionerist view of conflict

6. Traditional view of conflict
The traditional view is the early approach to
conflict which assumed that all conflict was
bad and to be avoided.
The conflict was treated negatively and
discussed with such terms as violence,
destruction, and irrationality to reinforce its
negative implications.

7. Human Relations view of conflict
The human relations view of conflict as a
natural and inevitable phenomenon and so
can’t be eliminated completely from any
organisation.
Here, the conflict was seen in a positive light
as it was suggested that conflict may lead to
an improvement in a group’s performance.

8. Interactionism view of conflict
The interactionism view indicates that conflict
is not only an encouraging force in a group but
also an absolute necessity for a group to
perform effectively.
The major contribution of the interactionist
view is encouraging group leaders to sustain
an ongoing minimum level of conflict enough
to keep the group viable, self critical and
inspired.

9. Where does conflict arise from?
Organisational
conflict
Incompatible goals
and time horizons
Status
inconsistencies
Scarce resources
Incompatible
evaluation or
reward systems
Overlapping
authority
Task
interdependencies

10. Levels of organisational conflict
Organisation
Group
Individual
Within and between
organisation
Within and between groups
Within and between individuals

11. Types of conflict
Organisational
conflict
Interpersonal
conflict
Intragroup
conflict
Intergroup
conflict
Interorganisational
conflict

12. Types of conflict
Interpersonal conflict
 Conflict between individuals due to differences in their
goals or values.
Intragroup conflict
 Conflict within a group or team
Intergroup conflict
 Conflict between two or more teams, groups or
departments
 Managers play a key role in resolution of this conflict
Interorganisational conflict
 Conflict that arises across organisations

13. Causes of conflicts
Misunderstanding
Personality clashes
Competition for resources
Authority issues
Lack of cooperation
Differences over methods or style
Low performance
Value or goal differences

14. Conflict: constructive versus
destructive
The value of conflict
Conflict is destructive when it:
Diverts energy from more important issues and
tasks.
Deepens differences in values.
Polarises groups so that cooperation is reduced.
Destroys the morale of people or reinforces poor
self concepts.

15. The value of conflict
Conflict is constructive when it:
Opens up issues of importance, resulting in
issue clarification.
Helps build cohesiveness as people learn more
about each other
Causes reassessment by allowing for
examination of procedures or actions.
Increases individual involvement.

16. Conflict management
Conflict management is defined as the
opportunity to improve situations and
strengthen relationships (BCS, 2004)
Proactive conflict management
Collaborative conflict management

17. What is conflict Management
Conflict management is the practise of being
able to identify and handle conflicts sensibly,
fairly, and efficiently
the aim of conflict management is to enhance
learning and group outcomes including
effectiveness of performance in an
organisational setting.

18. Effects of conflicts in organisation
Stress
Absenteeism
Staff turnover
Demotivation
Non productivity

19. Conflict management styles
 Forcing conflict style: user attempts to resolve conflict by
using aggressive behaviour.
 Avoiding conflict style: user attempts to passively ignore
the conflict rather than resolve it.
 Accommodating conflict style: user attempts to resolve the
conflict by passively giving in to the other part.
 Compromising conflict style: user attempts to resolve the
conflict through assertive give and take concessions.
 Collaborating conflict style: user assertively attempts to
jointly resolve the conflict with the best solution agreeable
to all parties.