Organizational conflict

Conflict and Conflict Management Expression of hostility, negative attitude, antagonism, misunderstanding, aggression, rivalry etc.

Role of Conflict Traditional view Behavioral View

Sources of Conflict Communication Gap Structure: Conflict tends to increase with size and specialization Personal Variables Change Built-in Conflict Between Individuals and Organization Goals

Classification of Conflict Internalized or intrapersonal (Occurs within an Individual) Organizational (Occurs in Organizational Setting)

Internalized or Interpersonal Conflict Frustration: Marked by behavior without a goal Role Conflict: It causes utmost stress, perceptual bias and divergent role expectations Goal Conflict: It arises where attainment of one goal precludes accomplishing another

Organizational Conflict Institutionalized Conflict Individual v/s Individual Conflict Individual v/s Organizational Conflict Hierarchical Conflict Functional Conflict Line-Staff Conflict Emergent Conflict Individual v/s Informal Group Conflict Formal-Informal Conflict Status Conflict Political Conflict

Approaches to Conflict Management Dominance Avoidance Smoothing Compromise Appeal Procedure Problem Solving Bargaining

ORGANIZATIONAL CULTURE

Organizational Culture The set of shared actions, values, and beliefs that develops within an organization and guides the behaviour of its members.

Organizational Culture Reflects the underlying assumption about the way work is performed, what is acceptable and not acceptable, and what behaviour and actions are encouraged and discouraged. (Atkinson)

PRIMARY CHARACTERISTICS Innovation and risk taking Attention to detail Outcome Orientation

Contd.. People Orientation Team orientation Aggressiveness Stability

Culture Iceberg Visible - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - Expressed Unconscious

Levels of culture Artifacts – The most visible level of the culture, like physical space and layout, technological output, written and spoken language, overt behaviour of group members Values – The normative facet – what “ought” to be (as opposed to what is). Values and beliefs become part of the conceptual process by which groups members justify actions and behaviour Basic underlying assumptions – shared by members of the organization, that operate unconsciously, in a “taken-for-granted” fashion.

Observable Culture Stories E.g., founding of organization, how boss reacted to a mistake, why someone was fired Rituals E.g., how certain occasions are celebrated Language E.g., jargon Cultural symbols E.g., uniform

Dominant Culture, Subcultures Dominant culture = unifying set of shared actions, values and beliefs across entire organization Subculture = Mini-cultures within an organization, typically defined by department, designations and geographical separation.

STRONG CULTURES In a strong culture, the organization’s core values are both intensely held and widely shared. It increases behavioural consistency. A strong culture demonstrates high agreement among members about what the organization stands for. Such thing builds cohesiveness, loyalty and organizational commitment. Strong culture Formalization

National Culture It’s a basic assumptions that an organization’s culture derive from the larger society (e.g., preference for individualism or collectivism). According to general findings, national culture has a greater impact on employee’s than does their organization’s culture. Managers moving from dealing with one national culture to another must be sensitive to different expectations, generally accepted solutions

Functions of Organizational Culture (I) External Adaptation – reaching goals and dealing with outsiders; concerns include the tasks to be accomplished, methods to achieve goals and to cope with success and failure.

Functions of Organizational Culture (II) Internal Integration – the creation of a collective identity and finding ways of working together.

Other Functions It has a boundary defining role; that is, it creates distinction between one organization and others. It conveys a sense of identity for organization members. Culture facilitates the generation of commitment to something larger than one’s individual self-interest. It enhances the stability of the social system. It is social glue that helps to hold organization together by providing appropriate standards for what employees should say and do. Culture serves as a sense-making and control mechanism that guides and shapes the attitudes and behavior of employees.

Culture As A LIABILITY Barrier to change Barrier to Diversity Barrier to Acquisitions and Mergers

How Organization Culture Forms Philosophy of Organization’s founders Selection criteria Top Management Socialization Organization Culture

Sustaining Culture Selection Action of Top Management Socialization

Socialization Socialization The process that helps new employees adapt to the organization’s culture. The diversity paradox

The cultural web

CHANGE MANAGEMENT A structured approach to shifting/transitioning individuals, teams, and organizations from a current state to a desired future state. It is an organizational process aimed at empowering employees to accept and embrace changes in their current business environment.

ORGANISATIONAL CHANGE Forces For Change Workforce Competition World Politics Technology Social Trends Economic Shocks

Planned and Unplanned Organizational Changes Planned Changes Changes in products and services Changes in administrative systems Changes in organizational size or structure Introduction of new technologies Advances in information processing and communication Unplanned Changes Changing employee demographics Performance gaps Governmental regulations Economic competition in the global arena

What Can Change Agents Change? Structure Technology Physical Setting People

Resistance to Change Forms of Resistance to Change Overt and immediate Voicing complaints, engaging in job actions Implicit and deferred Loss of employee loyalty and motivation, increased errors or mistakes, increased absenteeism

Resistance to Change Individual Selective Information Processing Fear of the Unknown Force of Habit Need for Security Economic Factors Individual

Overcoming Resistance to Change Education and Communication Participation Negotiation Facilitation and Support Coercion Manipulation and Cooptation Overcoming Resistance to Change

FORCE FIELD ANALYSIS

KURT LEWIN’S 3 PHASE MODEL

ORGANISATION DEVELOPMENT Organisation Development is an effort - planned, organisation-wide and managed from the top to increase organisation effectiveness and health through planned interventions in the organisation’s processes using behavioural science interventions.

NEED FOR ORGANISATIONAL DEVELOPMENT To meet your organizational goals To make your organizational a better place to work To meet the dynamic business environment need To remain Competitive

ORGANISATIONAL DEVELOPMENT PROCESS Entry Contracting Diagnosis Feedback Planning Change Intervention Evaluation

END OF MODULE 6