2. Conflict is neither good nor bad . . .
It’s inevitable!
All unresolved conflict decreases productivity
& lowers performance.
To manage the conflicts in the
organization is termed
as conflict management.
3.
4. Functional Consequences
• When it increases the involvement
of people.
• When it leads to growth.
• When relationships are clearly defined.
• When it provides an outlet for stress, anxiety,
frustration, anger.
• When it leads to cohesion within the group.
5. Dysfunctional Consequences
• When it keeps people from getting work
done.
• When it threatens the relationship;
destroys confidence and trust.
• When it becomes personal; feelings
are hurt.
• When it dictates conformity;
people are forced to a decision.
10. Avoidance
repress emotions
look the other way
run, quit, etc.
Defusion
downplay
cool off
Confrontation
power and force
negotiation
11. Compromise
Neither party gets everything he or she wants,
but gets something.
Each gives up something. Often quite
satisfactory to each.
Capitulation
One partner gives in to what the other wants.
This works well when the issue is relatively
unimportant to one partner.
12. Co-existence
Partners agree to disagree.
Collaboration
Partners work together to understand
the real issues behind the difference and
search for a resolution that meets the
needs of both.
13. The conflict is resolved in one of three
ways:
• Lose-Lose:
everyone loses when people try to
work out their disagreements.
• Win-Lose:
someone wins and someone loses;
the best that can be hoped for in
disagreements.
• Win-Win:
everyone can win.
14. Outcome of Conflict
High Win /Lose Win/ Win
Your
Performance
Lose/Lose Lose/ Win
Low High
Others Performance
15. Lockouts.
Strikes.
Issues related with performance appraisals.
Resistance to change.
Conflicts related with emotions.
Conflicts due to frustrations.
Role Conflict – may be conflict between
personality of the person and the expectations
of the role.
16. With the confrontation between workers in Manesar and the
Maruti Suzuki management intensifying, the labour department
of Haryana on 20 SEP. 2011 distanced itself from the
negotiations, saying it would not be involved in the talks any
further. The development has marred hopes of a settlement —
under which the workers were ready to sign the good conduct
bond if the language was moderated. The matter now appears
headed for a labour court.
The decision of the Haryana government comes just hours after
office-bearers of the proposed Maruti Suzuki Employees Union,
representing the Manesar workers, were arrested in a late night
swoop 0n 21 SEP 2011. The management had complained these
office-bearers had allegedly attacked a group of company
supervisors who had gone to work.
17. The company has 400 technician trainees at Manesar. Of
those, the services of 18 trainees were terminated for
indiscipline and for deliberately causing quality problems in
the cars manufactured.
To encourage workers to sign the good conduct bond, the
company has assured employees at Manesar they should
“resume duties without any fear or apprehension and work
towards restoring normalcy”.
In the meantime, D L Sachdeva, general secretary, All India
Trade Union Congress (AITUC), said the workers had not
received any communication from the labour department
to resolve the matter in court. “The workers would directly
want to negotiate with the management. The
representatives of MSEU who were arrested last night will
be freed on bail tomorrow. The joint action committee will
hold a meeting tomorrow to decide the further course of
action.”
18. Last Thursday, a group of 20 workers had attacked a bus
carrying 11 supervisors on their way to work at the
Manesar facility. A worker had been detained by the police
in this connection.
The company rolled out 600 units of the Swift on 26 SEP
2011 from Manesar and
Gurgaon combined.
Editor's Notes
Some conflicts have no purpose other than “Keep your distance!” or “Do not disturb - Refueling!” Need to know another’s limits: optimal distance/closeness.
