This also contributes for the maintenance of sound relationship between employer and employees. Figure 10.4 Potential Causes of Conflict Organization Structure. Modern generation of workers are more enthusiastic in workplaces, as HRM programmes of the organisations induce them to work. When a person avails loan enjoys benefit out of it. DO NOT copy word for word. Inter-Relation-Dependence of Departments 13. Time pressure, like deadlines, can increase the performance of an individual or reduce the performance by triggering destructive emotional reactions. It is very difficult to change one’s personality on the job. An appropriate Human Resource management strategy is an essential ingredient for the growth of any organization. Every employee normally conform to the standard values or norms of the organisation to have a good relationship with co-workers and organisation. Regardless of the cause of conflict, an experienced mediator can help parties shift their focus from fighting to resolution. toward the future) is neutralised by the need to fulfil planned performance of short-range period. Because both departments are involved in the hiring process, what happens when one department wants to hire an individual, but the other department does not? Under a tall or­ganisation structure, frustrations on the jobs lead to personal dissatisfaction, conflict or even open subversion of the or­ganisation. These 8 causes are generally assumed to be the main reasons conflict can occur in an organisation and we have looked at them in more detail below. Personality conflicts, irritating as they may be, don’t actually qualify as an organizational source of conflict. Similarly, an advocate should not reveal his client’s problems to others. Every employee possess a different personality traits and characteristic or features. Such conditions depressed the employers. In stage 3, efforts are made to change behavioral patterns in such a way that the desired outcome, or stage 4, is achieved. Group Unity, 5. Following Table 22.1 shows the job enrichment aspects and the corresponding changes that are expected to derive. Inspire Creativity, 7. The manager is the co-ordinating authority. Another cause of conflict is the discrepancy between the goals of the formal organization and the psychological growth of the individual. Work stations will be very congenial, safe and bright. When expectations are not met, employees feel dissatisfied. Here we will examine two aspects of the conflict process. Job for them will be challenging, interesting and make them to be more responsible. People are energized by organizational conflict. Time itself becomes a … Conflict originates (stage 1) when an individual or group experiences frustration in the pursuit of important goals. ii. 1. Provide conflict resolution training. When mem­bers do not agree about status hierarchy, they are frustrated and become resentful. There is a basic lack of harmony between the needs of the mature individual and the demands of the formal mecha­nistic organisation. A model of the conflict process follows four stages. Faulty Performance Appraisal and Reward System: If there is faulty or defective performance appraisal and reward system is adopted, it definitely give rise to conflict among the employees and management. Showing genuine concern for the ideas, feelings and values of sub-ordinates helps minimize such conflicts. Conflict in organizations can be caused by task interdependencies, status inconsistencies, jurisdictional ambiguities, communication problems, dependence on common resource pools, lack of common performance standards, and individual differences. When the two parties or two departments are interdependent for supplies, information, direction or help and there is greater need to co-ordinate their activities, we may come across conflicts between them. Faulty Performance Appraisal and Reward System 23. Privacy policy not only protects an individual, but also enables the person in doing good things. Estrangement develops leading to conflict. When two or more individuals are involved it is known as an interpersonal conflict. Discipline also contributes for personal growth of the employee as well as the organisation. Conflict takes many forms in organizations. Hence, Privacy Policy or Right to Privacy can be defined as follows: “A policy or right of persons to decide how much information, what information and what information about themselves have to be disclosed to others”. Table of Contents. For example, many organizations use an employee selection procedure in which applicants are evaluated both by the personnel department and by the department in which the applicant would actually work. Where one party to the conflict does not feel satisfied or feels only partially satisfied, the seeds of discontent are sown for a later conflict, as shown in the preceding (Figure). But undue control of employee’s activities and choices leads to stiff atmosphere. While analyzing conflicts, it is important to determine whether the conflict … In this direction, contributors on management thought such as Edward Deming, Philip. Many conflicts may cover more than one condition. If collected, it has to be processed and rectified. Stage 1: Frustration. For example, production personnel are often rewarded for their efficiency, and this efficiency is facilitated by the long-term production of a few products. Poor, Imbalanced Authority / Power Distribution 24. Differences in performance criteria and reward systems provide more potential for organizational conflict. 13. A psychiatrist should not disclose depression or any other mental disorder of his patient to others. Deming gives 14 principles to achieve quality. In fact, the very nature of an organisation guarantees the emergence of conflict. On the other hand, you may find that the conflict within your organisation is between two distinct groups, causing an inter-group conflict. When resources are relatively fixed and when one depart- ment's gain … Obedience is a requirement in an organisation, and those who obey achieve strength and are liked by all. Conflicts can arise from other sources as well. In organisational conflict, it may imply difference of opinion with persons or groups and sometimes they manage to show down and slow down other and plan strategies for that. Conflicts due to clash of interests and goals are bound to reduce efficiency of organisational goal achievement. Welcome to EconomicsDiscussion.net! Privacy Policy is a policy formulated by the individuals or by organisations expressing therein the areas which are not to be encroached upon by outsiders. Negative Outcomes. Open and frank communication with employees can help make people knowledgeable about what they can expect from their organization. Though maintaining quality of work life is formidable, certain guidelines can make the task more achievable. This definition implies that only essential information of individuals or of the organisations have to be disseminated to others in completing an agreement or task. This enables the organisation to have a sound relationship with employees. … Too much expectation leads to confrontation and develops unhealthy relationship. Four such levels can be identified: Intrapersonal conflict. Each person tries to protect or im­prove his position and conflicts may develop due to status dis­crepancies. These are (1) competing, (2) collaborating, (3) compromising, (4) avoiding, and (5) accommodating. Organisational Conflict – Consequences of Conflict: Positive Consequences and Negative Consequences Thomas E. W. gives a list of the positive and negative consequences of … The stress, strain, tension, depression, frustration will be found among the employees at work place causes conflicts for other organizations. It may be racial or sexual or false stereotype (a generalized belief that one’s behaviour will confirm negative activity). The inter-personal conflicts usually get resolved by themselves because the parties at conflict are not in a position to remain in a conflict for a long time. Psychological Privacy is concerned with an individual’s inner urges and thoughts. 6. Content Guidelines 2. Unrealized Expectations, 8. Joseph. Undesirable Demands of Trade Union / Workers: One of the leading causes of organizational conflict is undesirable, unjustifiable demands of organizational conflict between the management and workers. Conflict is the existence of opposition or dispute and an­tagonistic or hostile interaction among groups or between per­sons. Job discrimination not on the basis of merit but on the basis of prejudice, is an act of harassment to control the employee. Following are the reasons as to why privacy policy has to be adopted: (i) It develops intimacy with others leading to friendship, affection and trust. Then only they can have identity with the work and grow fast. Status Inconsistencies. Some degree of conformity is essential for organisations to function. 3. This standard, not an uncommon practice, creates heavy competition within its employee ranks. This depends on size and structure of the organisation. Inequitable rewards, job assignments, working conditions and status symbols are other types of status conflicts. This meaning of quality of work life prompts the workers to take the decisions that lead to the following: 1. It is because communication helps them to co-operate and co-ordinate with each other.But there are certain chances of emergence of conflict between them. In times of acquisitions and mergers, personal information of employees should not be revealed to new employer without the consent of employees who continue to work in the new firm. There are disputes over how revenues should be divided, how the work should be … When quick, decisive action is vital—e.g., emergencies, On important issues where unpopular actions need implementing—e.g., cost cutting, enforcing unpopular rules, discipline, On issues vital to company welfare when you know you’re right, Against people who take advantage of noncompetitive behavior, When trying to find an integrative solution when both sets of concerns are too important to be compromised, When merging insights from people with different perspectives, When gaining commitment by incorporating concerns into a consensus, When working through feelings that have interfered with a relationship, When goals are important but not worth the effort or potential disruption of more assertive modes, When opponents with equal power are committed to mutually exclusive goals, When attempting to achieve temporary settlements to complex issues, When arriving at expedient solutions under time pressure, As a backup when collaboration or competition is unsuccessful, When an issue is trivial, or when more important issues are pressing, When you perceive no chance of satisfying your concerns, When potential disruption outweighs the benefits of resolution, When letting people cool down and regain perspective, When gathering information supersedes immediate decision, When others can resolve the conflict more effectively, When issues seem tangential or symptomatic of other issues, When you find you are wrong—to allow a better position to be heard, to learn, and to show your reasonableness, When issues are more important to others than yourself—to satisfy others and maintain cooperation, When building social credits for later issues, When minimizing loss when you are outmatched and losing. 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