2. Definition Conflict is “a process that begins when individuals or groups perceive that others have taken or will soon take actions incompatible with their own major interests.” Greenberg and Baron

3. Types of Conflicts Intrapersonal Conflict Interpersonal Conflict Inter-group Conflict Inter-organization Conflict

5. Intrapersonal Conflict conflict within oneself result of competing roles and values result of contradiction while finding a balance between personal and professional life

7. Interpersonal Conflict conflict between individuals affect the individuals emotionally not compatible failure in communication differences in perception difference in status

9. Inter-group Conflict conflict between groups between two departments of a company prove them to be superior, gain power and improve their image difference in opinions, group loyalties and competition diversion of focus from job priorities

11. Inter-organization Conflict conflicts between to organizations out of competition turn into a cold war

12. Sources of Conflicts Organisational Causes Interpersonal Causes

13. Organisational causes of Conflicts  Organisational changes  Competition over scarce resources  Interdependence  Role ambiguity  Differentiation within the organisation  Power differentials

14. Interpersonal causes of Conflicts  Personality Clashes  Different values  Threat to status  Contrasting perceptions  Distrust  Faulty communication  Faulty attributions

15. THE TECHNIQUES USED BY MANAGERS TO RESOLVE CONFLICTS The overall goal of the different conflict management techniques is not to eliminate conflict but to adopt procedures for maximizing its potential benefits while minimizing its potential costs.

16. TECHNIQUES TO RESOLVE CONFLICTS BBargaining TThird party intervention:- MMediation

17. AArbitration AActive questioning by the manager NNo active questioning by the manager IInformal diagnosis of the nature of the conflict by the manager IInduction of super ordinate goals EEscalative interventions

19. FUNCTIONAL CONFLICTS It confrontation between 2 refers to ideas,goals and parties that improve employees and the organisations performance.

20. POTENTIAL BENEFITS OF CONFLICTS: INCREASES AWARENESS MOTIVATES ORGANISATIONAL MEMBERS PROMOTES CHANGE ENHANCES MORALE & COHESION HIGH QUALITY DECISIONS STIMULATES INTEREST & CREATIVITY

21. DYSFUNCTIONAL CONFLICTS Can cause tension, anxiety, and stress. It can also reduce trust and result in the withholding of information. It can reduce job performance if parties in conflict are interdependent in doing their jobs.

23. CONFLICT RESOLUTION Compromising Forcing Avoiding Confronting Smoothing

24. CONFLICT OUTCOMES LOSE-LOSE LOSE-WIN WIN-LOSE WIN-WIN

25. Con flict Mana gement Tech niques

26. 5 Steps to Managing Conflicts Analyze the conflict Determine management strategy Pre-negotiation Negotiation Post-negotiation

27. Step I- Analyze the conflict Step II- Determine management strategy

28. Conflict management strategies Collaboration Compromise Competition Accomodation Avoidance

29. Step III- Pre-negotiation Initiation Assessment Ground rules and agenda Organization Joint fact-finding

30. Step IV- Negotiation Interests Options Evaluation Commitment

31. Step V- Post-negotiation Ratification Implementation Precaution

32. Conclusion Good Understanding + Good Strategy = No Conflicts