16 Organizational S Conflict, Politics/AA/ and Change OThe McGraw-Hill Companies. Inc, 2000
16-1 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Organizational Conflict, Politics, and Change 16
16-2 Organizational Conflict Conflict exists in situations where goals, interests or values of people are incompatible and they block other's efforts to achieve their goals Some level of conflict is inevitable given the wide range of goals in a firm. Some conflict is good for organizational performance Too much causes managers to spend much time responding to conflict " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-2 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Organizational Conflict Conflict exists in situations where goals, interests or values of people are incompatible and they block other’s efforts to achieve their goals. Some level of conflict is inevitable given the wide range of goals in a firm. ◼ Some conflict is good for organizational performance. ◼ Too much causes managers to spend much time responding to conflict
16-3 Conflict and Organizational Performance Figure 16.1 High B EEe LOwA C Level of conflict High " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-3 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Conflict and Organizational Performance Low Low Level of Conflict High Low High Level of Organizational Performance B A C Figure 16.1
16-4 Types of Conflict Interpersonal Conflict: between individuals based on differing goals or values Intragroup Conflict: occurs within a group or team Intergroup Conflict: occurs between 2 or more teams or groups Managers play a key role in resolution of this conflict Interorganizational Conflict: occurs across organizations a Managers in one firm may feel another is not behaving ethically " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-4 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Types of Conflict Interpersonal Conflict: between individuals based on differing goals or values. Intragroup Conflict: occurs within a group or team. Intergroup Conflict: occurs between 2 or more teams or groups. ◼ Managers play a key role in resolution of this conflict Interorganizational Conflict: occurs across organizations. ◼ Managers in one firm may feel another is not behaving ethically
16-5 Types of Conflict Figure 16.2 Conflict Inter- Interpersonal Intragroup Intergroup organizational win/MeGraw-Hill CThe McGraw-Hill Companies, Inc, 2000
16-5 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Types of Conflict Conflict Interpersonal Intragroup Intergroup Interorganizational Figure 16.2
16-6 Sources of confict Different goals and time horizons. different groups have differing goals Production focuses on efficiency; Marketing on sales Overlapping authority: two or more managers claim authority for the same activities Leads to conflict between the managers and workers Task Interdependencies: one member of a group fails to finish a task that another depends on This makes the worker that is waiting fall behind " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-6 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Conflict ◼ Different goals and time horizons: different groups have differing goals. ◆ Production focuses on efficiency; Marketing on sales. ◼ Overlapping authority:two or more managers claim authority for the same activities. ◆ Leads to conflict between the managers and workers. ◼ Task Interdependencies: one member of a group fails to finish a task that another depends on. ◆ This makes the worker that is waiting fall behind
16-7 Sources of confict Incompatible Evaluation or reward system. workers are evaluated for one thing, but are told to do something different Groups rewarded for low cost but firm needs higher service Scarce Resources managers can conflict over allocation of resources o When all resources are scarce, managers can fight over allocations Status inconsistencies. some groups have higher status than others o Leads to managers feeling others are favored " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-7 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Conflict ◼ Incompatible Evaluation or reward system: workers are evaluated for one thing, but are told to do something different. ◆ Groups rewarded for low cost but firm needs higher service. ◼ Scarce Resources:managers can conflict over allocation of resources. ◆ When all resources are scarce, managers can fight over allocations. ◼ Status inconsistencies:some groups have higher status than others. ◆ Leads to managers feeling others are favored
16-8 Sources of confict Figure 16.3 Different goals time horizons Status Overlapping Inconsistency Authority Conflict care Task Resources Incompatible Interdependency evaluation Reward " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-8 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Sources of Conflict Conflict Status inconsistency Different goals & time horizons Scarce Resources Incompatible evaluation & Reward Task Interdependency Overlapping Authority Figure 16.3
16-9 Resolving Conflicts Functional Conflict Resolution. handle conflict by compromise or collaboration between parties Compromise: each party concerned about their goal accomplishment and is willing to engage in give and take to reach a reasonable solution Collaboration: parties try to handle conflict without making concessions by coming up with a new way to resolve differences Managers also need to address individual sources of conflict " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-9 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Resolving Conflicts ◼ Functional Conflict Resolution: handle conflict by compromise or collaboration between parties. ◆ Compromise: each party concerned about their goal accomplishment and is willing to engage in give and take to reach a reasonable solution. ◆ Collaboration: parties try to handle conflict without making concessions by coming up with a new way to resolve differences. ◼ Managers also need to address individual sources of conflict
16-10 Managing Individual Conflict Increase awareness of the source of conflict Can conflict source can be found and corrected? Increase diversity awareness and skills Older workers may resent younger workers, or experience cultural differences Practice Job Rotation Temporary assignments o Provides a good view of what others face Use permanent transfers &e dismissal if needed o AvoIds problem interaction Change organization's structure o Conflict can signal the need to adjust the structure " win/MeGraw-HHill CThe McGraw-Hill Companies, Inc, 2000
16-10 Irwin/McGraw-Hill ©The McGraw-Hill Companies, Inc., 2000 Managing Individual Conflict ◼ Increase awareness of the source of conflict ◆ Can conflict source can be found and corrected? ◼ Increase diversity awareness and skills ◆ Older workers may resent younger workers, or experience cultural differences. ◼ Practice Job Rotation & Temporary assignments ◆ Provides a good view of what others face. ◼ Use permanent transfers & dismissal if needed ◆ Avoids problem interaction. ◼ Change organization’s structure ◆ Conflict can signal the need to adjust the structure
