1) The document discusses various types of organizational conflicts including intra-individual, inter-individual, intra-group, and inter-group conflicts. 2) It outlines both the traditional and current views of conflicts, with the current view being that some level of conflict can contribute to organizational performance. 3) Various causes of conflicts are provided including differences in goals, perceptions, values and resources as well as role conflicts and ambiguity.

1. ORGANIZATIONAL
CONFLICTS
By
HARSHA VARDHAN

2. What Is CONFLICT

3. CONFLICT AND COMPETITION

4. TRADITIONAL AND CURRENT VIEW
Traditional View
Current View
 Conflict is caused by
management error in
designing organizations
or by trouble makers
 Conflict prevent optimal
performance
 Optimal organizational
performance requires
removal of conflict
 Conflict arises from diff
in goals, perceptions and
values
 Conflict contributes and
detracts from
organizational
performance
 Optimal organizational
performance requires a
moderate level of conflict

5. TYPES OF CONFLICTS
Functional and Dysfunctional conflict
Intra-individual conflict
Inter-individual conflict
Intra-group conflict
Inter-group conflict

6. Functional Conflict:
 Constructive and improve.
Dysfunctional Conflict:
 Destructive and hinder.

7. INTRA-INDIVIDUAL CONFLICT
Causes:
 Conflict from frustration
 Goal conflicts
 Role conflicts and ambiguity

8. 1.CONFLICT FROM FRUSTRATION
NEED
GOAL
DRIVE
FRUSTRATION
DEFENCE
MECHANISMS
BARRIER
1.
2.
3.
4.
Aggression
Withdrawal
Fixation
compromise

9. 2.GOAL CONFLICT
Attainment of one goal excludes the possibility of
attaining the other.
Types:
1.
2.
3.
4.
Approach –approach conflict
Turned down-approach conflict
Avoidance-avoidance conflict
Multiple approach-avoidance conflict

10. 3.ROLE CONFLICT AND AMBIGUITY
Several roles and also finds time and
resources inadequate to do.

11. INTER-INDIVIDUAL CONFLICT
Transactional analysis
Johari Window

12. JOHARI WINDOW

13. INTRA-GROUP CONFLICT
Conflicts that occur with in groups.
 It can act like both functional as well as
dysfunctional conflict.

14. INTER-GROUP CONFLICTS
Task inter-dependence
Task ambiguity
Goal incompatibility
Competition for limited resources
(tangible and intangible)

15. PONDY CONFLICT PROCESS
Contd…

16. Latent Conflict:
conflict-promoting situations appear on the
scene between individuals and groups.
Ex: Conflict between financial manager and
sales manager.
Contd…

17. Perceived Conflict:
When one party frustrate the other party, people
perceive that a confluctual conditions exist.
Sales manager may need additional budget for
promotional activities which financial manager
may not release.
Contd…

18. Felt Conflict:
At this stage, the conflict is actually felt.
As stated earlier, the funds are not released by
the finance manager and the problem is being
surfaced sales manager may need additional
budget for promotional activities which financial
manager may not release.
Contd…

19. Manifest Conflict:
It is a stage of open dispute. Both parties devise
their strategies to face each other.
Finance manager may openly turn down the request
since he might have allotted additional funds for
procurement of better raw material for production
department. Sales manager may argue that better raw
material has no meaning unless the facts are brought
to the notice of customers, which can only be done
through promotional campaign.
Contd…

20. Conflict resolution:
At this stage, the conflict will be resolved by
conflict resolution techniques.
Conflict Aftermath:
At this stage, the conflict will be resolved by
conflict resolution techniques.

21. CONFLICT STIMULATION TECHNIQUES
Communication
Bringing in outsiders
Restructuring the organization
Devil’s advocacy method
GM

22. RESOLVING INTER-PERSONAL CONFLICTS
Lose-lose approach
Win-lose approach
Win-Win approach

23. CONFLICT MANAGEMENT STYLES