C ONFLICT  Happens when two or more perspectives and opinions are contradictory in nature and haven't been aligned.  It is inevitable because of competing.

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Presentation transcript:

C ONFLICT  Happens when two or more perspectives and opinions are contradictory in nature and haven't been aligned.  It is inevitable because of competing demands and is not necessarily a sign of a poor management strategy and certainly not always negative.

S OURCES OF CONFLICT...  Differences in opinions on how to get things done.  Poor Communication.  Incompatible values among team members and employees in general  Conflicting responsibilities due to ambiguous job descriptions.  Power struggle and office politics.

S OME MORE S OURCES …  Weak / Change in Leadership  Insufficient knowledge of the dynamics of  corporate management changes.  Organizational complexity  Unreasonable deadlines and other  pressures  Personality Clashes

W HEN CAN C ONFLICT BE POSITIVE ?  Identifies and clarifies important issues.  Helps solves the organization’s problems  Results in “something for everyone”  Creates means of communication  Encourages cooperation and collaboration  Builds/strengthens interpersonal skills.

W HEN CAN C ONFLICT BE NEGATIVE ?  Hampers productivity.  Negatively impact employee morale.  Causes inappropriate behaviors.  Polarizes people and groups within the  organization.  Jeopardizes collaboration among team  members.  Creates tension in the work place.

1. HOW TO AVOID CONFLICTS… 2. IF NOT AVOIDED, HOW TO RESOLVE THEM…

A VOIDING C ONFLICTS...  Regularly review job descriptions.  Intentionally build relationships with all subordinates.  Get employees' review of the procedures.  Communicate new initiatives and status of current programs.  Anonymous suggestion box in which employees can provide suggestions.

R ESOLVING CONFLICTS... Basic Principles: Accommodate it Competing Compromising Collaborating

STEPS TO RESOLVE CONFLICTS…  Meet conflict head on.  Set goals.  Plan for and communicate frequently.  Be honest about concerns.  Agree to disagree – a healthy disagreement would build better decisions.  Get individual ego out of management style.

 Let your team create - people will support what they help create.  Discuss differences in values openly.  Continually stress the importance of following policy.  Communicate honestly.  Provide more data and information than is needed.  Develop a sound management system.

S OME M ORALS TO BE FOLLOWED …  The other person is a human being with hopes and dreams too. Respect this person and attack the PROBLEM.  Invent options for mutual Gain, no selfish acts.  Raise issues clearly, and with respect.  Avoid “win-lose” statements.  Question your own perspective.  Assume the other person will NOT change.  The person is not the Problem, It’s the issue at hand.

3 VARYING EFFECTS OF C ONFLICT M ANAGEMENT 1. The Ambani Brothers, Reliance Industries, India.

L EE I ACOCA, F ORD M OTOR CORPORATION, USA.

B AJAJ A UTOMOBILES, I NDIA.

R EFERENCES  Websites:  Books: 1. Lee Iacoca, an autobiography. 2.Conflict of the Ambanis.

W HAT HAPPENS IF ALL OF THIS FAILS... ure=related