ORGANIZATIONAL BEHAVIOR

Organizational Behavior

Organizational Behavior

Conflict occurs whenever disagreement exists in a social situation over issues of substance or whenever emotional antagonisms create frictions between individuals or groups. Managers can spend a great deal of time handling conflicts in the workplace. Such conflicts can include management involvement as one of the key factors. There may also be the type of conflicts where management may represent a third party involved (Watson 1995). The manager may also act as a mediator whose job it is to resolve conflicts between other employees. Managers must also have a certain level of comfort in dealing with interpersonal conflicts. They must be able to recognize certain situations that could ultimately result in conflict and be able to deal with the situations in order to better serve the employees and the organization. It is important to remember that conflict is usually emotionally driven and often involves anger.

There are functional and dysfunctional conflicts. In any organization a conflict can be upsetting and detrimental to both parties involved or to others that become affected by it. By two individuals constantly arguing it can make an uncomfortable situation for their fellow employees. Functional conflict usually results in a positive benefit to the individuals, the team and the organization. It can also bring to the surface problems that need to be addressed. It can also cause decisions to be considered or reconsidered to be sure that the correct course of action has been followed. There are many causes of conflict; culture or cultural differences could be an underlying cause of conflict. Such differences include race, homophobia, political opinions, gender and generation gaps.

Benefits of Conflict- Opportunity not obstacle by David Johnson

enables a person to become aware of problems in a relationship

serves as catalyst for positive change

energizes and motivates to deal with immediate problems

stimulates interest and curiosity

relieves minor tensions -cathartic

causes decision to be made more carefully

promotes self-knowledge

clears the air of unexpressed resentments

Antecedents of Conflict Listed Below:

Incompatible personalities or value systems

Inadequate conversation

Unreasonable or unclear policies, standards or rules

Unresolved or pressure conflicts

Unreasonable deadlines or extreme pressure

Conflict is inherent with incompatible personalities, and where value systems encourage stereotype perceptions. Changing management styles over the years from paternalistic, hierarchic control to participative, interactive and innovative management have also tended to create discord amongst senior managers who resist change, and their more junior counterparts and workers who sense this resistance. This is particularly destructive where one party ...