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Conflict Management

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Conflict Management
Dr S.M. Israr
Aga Khan University
Karachi, Pakistan
S.M.Israr
Learning Objectives
1. To define “conflict”
2. To understand the importance of utilizing
appropriate personnel management skill to
deal with conflicts
3. To review typical conflicts one is involved,
and possible methods generally used
4. To become familiar with necessary skills in
resolving conflicts
S.M.Israr
Fatima, the Typist
Samina, Razia and Fatima are typists/secretaries
in your organization. Samina is from Karachi,
Razia from Rawalpindi and Fatima from a rural
village in Khairpur. Their average typing speed
during last three months has been:
Samina (60), Razia (50) and Fatima (30)
What do you think of Fatima’s performance?
(Write your ranking using the scale from 1-5)
S.M.Israr
Fatima, the Typist (Cont’d)
Samina and Razia had other jobs before
joining your organization. This is fatima’s
first job. She joined three months ago
What do you think of Fatima’s
performance?
S.M.Israr
Fatima, the Typist (Cont’d)
While Samina and Razia have new imported
typewriters, Fatima has an old one which
“jumps” frequently.
What do you think of Fatima’s performance?
S.M.Israr
Fatima, the Typist (Cont’d)
Most of Samina’s and Razia’s work is straight
typing of reports yet they have a considerable
number of errors. Fatima on the other hand is
usually given heavy statistical data and her
work is practically errorless.
What do you think of Fatima’s performance?
S.M.Israr
What is conflict?
• A battle, contest or opposing forces existing
between primitive desires and moral, religious
or ethical ideas ( Webster’s Dictionary)
• A state of incompatibility of ideas between two
or more parties or individuals
Conflict management is the practice of
identifying and handling conflict in a sensible,
fair and efficient manner
S.M.Israr
Types of conflict
• Inter-personal and intrapersonal
• Inter-group and intra-group
• Competitive and Disruptive
S.M.Israr
Conflict Process
Antecedent conditions
Perceived conflict
Felt Conflict
Manifest behavior
Conflict Resolution
Or Suppression
Resolution aftermath
S.M.Israr
Antecedent Conditions
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•
•
•
•
•
•
Scarce Resources
Conflicting attitude
Ambiguous jurisdiction
Communication barriers
Need for consensus
Unresolved prior conflicts
Knowledge of self and others
S.M.Israr
How to create conflict?
•
•
•
•
•
•
•
•
•
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Not being a role model
Take credit, no recognition
Be judgmental
Send written messages
Subordinate should come to see me
Make yourself inaccessible to your team
Individual Vs team approach
Telling them? Consulting them? Or deciding with them?
Come tomorrow
Introduce change without consultation or discussion
S.M.Israr
General causes of conflicts
•
•
•
•
•
Poorly defined goals
Divergent personal values
Lack of cooperation/trust
Competition of scarce resources
Unclear roles/lack of job description
S.M.Israr
Effects of conflict in organizations
•
•
•
•
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Stress
Absenteeism
Staff turnover
De-motivation
Non-productivity
S.M.Israr
Now……….
Individual Exercise
S.M.Israr
Conflict Table
I win
I lose
You win
Win-Win
Lose-Win
You lose
Win-Lose
Lose-Lose
S.M.Israr
Methods to deal with conflicts
•
•
•
•
•
Competition (win-lose situation)
Accommodation (win-win situation)
Avoidance (lose-lose situation)
Compromise (lose-lose situation)
Collaboration (win-win situation)
S.M.Israr
Steps to resolve conflicts
•
•
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Assure privacy
Empathize than sympathize
Listen actively
Maintain equity
Focus on issue, not on personality
Avoid blame
Identify key theme
Re-state key theme frequently
Encourage feedback
Identify alternate solutions
Give your positive feedback
Agree on an action plan
S.M.Israr
How to prevent conflicts
•
•
•
•
•
•
•
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Frequent meeting of your team
Allow your team to express openly
Sharing objectives
Having a clear and detailed job description
Distributing task fairly
Never criticize team members publicly
Always be fair and just with your team
Being a role model
S.M.Israr
Case Study
Now
work in a group
S.M.Israr
Conclusion
Conflict is unavoidable
• Complexity of organizational relationship
• Interaction among workers
• Dependence of workers on one another
S.M.Israr
Conclusion (Cont’d)
• Conflict is a healthy sign not a
negative process
• It reflects dynamics
S.M.Israr
Conclusion (Cont’d)
• Poorly managed conflicts
– Unfavorable with counter productive results
– Problems and negative attitude
• Well managed conflicts
– Stimulate competition
– Identify legitimate differences
– Powerful source of motivation
S.M.Israr
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