2. 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.

3. 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.

4. 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

5. 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.

6. 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.

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

8. 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.

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

10. 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.

11.  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.

12. 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.

13. 3 VARYING EFFECTS OF C ONFLICT M ANAGEMENT 1. The Ambani Brothers, Reliance Industries, India.

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

15. B AJAJ A UTOMOBILES, I NDIA.

16. R EFERENCES  Websites: 1. www.wikipedia.com www.wikipedia.com 2. www.dalecarnegie.com www.dalecarnegie.com 3. www.managementhelp.org www.managementhelp.org  Books: 1. Lee Iacoca, an autobiography. 2.Conflict of the Ambanis.

17. W HAT HAPPENS IF ALL OF THIS FAILS... http://www.youtube.com/watch?v=3dJbdZApMbQ&feat ure=related