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Conflict management in the organization

Conflict management in the organization

Managers have the difficult task of managing and resolving conflicts between employees in the organization and teams. It is not uncommon for conflicts to arise between managers.

In these cases, managing and resolving conflicts is more difficult and a competent party must intervene. Reference: “Conflict Management in Human Resources and Management”, https://bvop.org/learn/conflictsmanagement/

What is conflict?

Conflict is a lack of agreement between two or more parties. It can be functional or dysfunctional.

The functional leads to an increase in the efficiency of management in the organization, and the dysfunctional leads to a decrease in personal satisfaction, cooperation, and effective management.

What matters above all is how it will be managed. Here the subject of the conflict must be clear about the reasons for the conflict situation.

Types of conflicts in the organization

Conflicts are: intrapersonal, interpersonal, between the individual and the group, and intergroup. Intrapersonal conflict is associated with a low degree of job satisfaction, low self-confidence in the organization, stress, etc.

Interpersonal conflict is manifested as a clash between individuals whose views and value systems are incompatible.

The conflict between the individual and the group occurs in violation of the established procedures and norms of behavior characteristic of the group, and an individual takes positions that differ from the position of the group.

Intergroup conflict arises due to different circumstances – competition, different views, and goals, etc.

Causes of conflicts

There are several reasons for the emergence of conflict in an organization – limited resources, the interdependence between tasks, assignments, differences in goals and values, manners and level of education and qualifications, as well as poor communication. Reference: “Resolving conflicts with design teams in software companies”, https://w-europe.org/resolving-conflicts-with-design-teams-in-software-companies/

Conflict arises because of limited resources, as resources in any organization are limited, regardless of its budget.

The allocation of resources invariably leads to conflict, as it cannot simply be distributed equally, and those who receive less feel disadvantaged.

Interdependence on tasks invariably also leads to conflicts, as the performance of one’s task depends on the performance of another’s task.

Differences in goals and values ​​invariably lead to conflicts, because each individual upholds their goals and values ​​and tries to impose them on others in the organization.

Differences in behavior and life experience inevitably increase the likelihood of conflict. Determining in this case are the characteristic personality traits and the mental state of the individual.

Poor communication is both a cause and a consequence of conflict.
There are several effective ways to manage conflict situations. They are structural and interpersonal.

Conflict management methods

There are four structural methods – clarification of the requirements for the work, use of coordinating and integrating mechanisms, formulation of organizational and complex goals, and use of different remuneration systems.

The explanation of the requirements to the work is done by providing the level of results to be achieved, by providing the recipient and transmitter of information, explaining the system of powers and responsibilities, through clearly defined policies, explaining the rules and procedures of the organization.

The application of coordinating mechanisms is related to the so-called chain of command, i.e. in case of conflict between subordinates, disagreements are resolved by the manager.

Integrating mechanisms are used to involve groups, individuals, and units in an organization to its goals.

The formulation of complex organizational goals requires the efforts of all employees, groups, and departments in the organization.

The idea is embedded in the so-called. a supreme goal that unites all members of the organization.

The structuring of the remuneration system has an impact on the behavior of employees to avoid dysfunctional consequences.

Interpersonal conflict resolution styles are of five types – escape from conflict, agreement, coercion, compromise, and problem-solving.

Escape from conflict is a conscious effort to avoid the conflict itself, ie. not to fall into a situation that provokes the emergence of contradictions and disagreements.

Consent is a style of behavior in which a person is convinced that it is not worth creating or entering into a conflict.

But in this way, it is possible to forget that sometimes it is impossible to avoid conflict and it can mature unnoticed and grow.

Proponents of coercion try to impose their point of view at all costs, without caring about the opinion of the other party, thus suppressing the initiative in subordinates.

Compromise is characterized by acceptance of the other party’s point of view but to some extent. It can be unilateral or bilateral.

The solution to the problem is to recognize differences of opinion and a willingness to look at different points of view to choose an alternative that is acceptable to both parties.

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