CSE - 2ND YR - ORGANISATIONAL BEHAVIOUR - MANAGING CONFLICT

 

How do you manage conflict? Do you aim to accommodate others' needs? Or do you put your own needs first? The key is to find a balance where both your needs and the needs of others are met. View this presentation on managing conflict for a quick introduction on various conflict management tendencies.

 

¨  When determining how to manage conflict, we tend to utilize different styles depending on the situation:

¡  Avoidance—Non-confrontational: walking away from the situation

¡  Accommodation—Non-confrontational: setting aside your needs for the needs of the other party

¡  Competition—Win/lose: your loss is the other party’s gain; tactics include: forcing, low-balling, time constraints, deception, etc.

¡  Compromise—Splitting the difference: (i.e. flipping a coin, cutting something in half)

Collaboration—Win/win: both parties mutually benefit, and creative alternatives are achieved

New Directions for Conflict Management

¨  Bargaining/Negotiation

¨  Negotiation: an interpersonal decision-making process necessary whenever we cannot achieve our objectives single-handedly

Ex. Buying a car; buying a house; things at work

Integrative Bargaining

Distributive Bargaining

¨  Third-Party Conflict Resolution

Differences Between
Distributive & Integrative Bargaining

Distributive

¨  Claim Value (win-lose)

¨  Positional/ Rights/ Power

¨  Goal: Individual Gain

¨  Single Issue

¨  No future relationship

Integrative

¨  Create Value (win-win)

¨  Principled / Interest

¨  Goal: Mutual & Individual Gain

¨  Multiple Issues

¨  Long-term relationship

Outside Conflict Resolution

¡  Mediators—help parties facilitate the dispute but hold no decision power

¡  Arbitrators—makes binding decisions based on the proposals and arguments of the parties involved in the conflict

 

 

UNIT 5 COMMUNICATION : STEPS INVOLVED FOR COMMUNICATION

 

The following steps are involved for completion of communication process:

1. Sender or communicator prepares the message neatly. He is the source where message is generated. It is he who starts the communication process.

2. The message is to be encoded symbolically which is to be conveyed. This message is the idea came into the mind of sender which he wanted to convey.

3. The message is to be transmitted through a method of communication the choice of which is to be made. The message may be transmitted orally face to face, through messenger, through air or a written note in the form of order, memo, leaflet etc. It is up to sender to make appropriate choice.

4. Medium of communication includes telephone, internet, through messenger, post, fax, E-mail, etc. The choice of medium again depends on the sender.

5. Receiver or communicate is a person for whom message was sent by the sender or communicator. Receiver after receiving the message must understand it in proper perspective then only the purpose of communication will be fulfilled.

6. The receiver after decoding the message must act or take action as per instructions contained in the message.

7. The last step is to take feedback. The feedback means the sender should know whether the receiver has received the message and understood it. The confirmation regarding this is feedback. The positive feedback is effective communication. With feedback the communication process is complete.

Oral Communication:

It is simple and common method of communication. It is verbal communication. It is person to person communication. Speaking personally and exchanging views and ideas with the subordinates and employees has special effects and helps in developing good human relations. To make oral communication effective, choice of appropriate words to have clarity in the message should be used. Harsh words should be avoided.

The tone of a person also affects the communication even though good and appropriate words are used. It should be controlled by the speaker. Efforts should be made to feel the listener at ease. He should not get annoyed after listening to the speaker’s instructions. Oral communication is an effective tool of maintaining good human relations.

Smile on a face, personal enquiry, greeting a person, sense of humour, understanding practical difficulties are some of the vital clues make the communication very effective. Oral communication also has some advantages and disadvantages.

Advantages:

1. It is quick and saves time and cost.

2. Speaker knows the reaction of the listener immediately.

3. It is more effective channel of communication.

4. It is a useful tool during emergent situation.

5. The feedback is immediate. 6 It is more accurate.

7. It helps in effective supervision and control.

 8. Messages are clearly understood because oral communication is a two way channel. i.e. face to face communication or using certain mechanical devices like telephone or a latest electronic system video conferencing.

9. It is very effective tool for employees and employers to sort out their problems

Non-Verbal Communication:

Communicating with gestures, body movements, actions, signals, and facial expressions is non-verbal communication. In primitive society communication was non-verbal. Non­verbal communication is visual which can be observed, recorded and understood. Non­verbal communication is used along with verbal communication. Non-verbal communication is not obsolete but is still in vogue. An executive can understand from the facial expressions the feelings of his subordinates.

When an executive is busy with his work he calls his assistant with hand signal. Under certain circumstances it is better to use non-verbal communication because words may hurt the feelings and one should remember the saying that “Acts speak louder than words.”

Channels of Communication:

In modern times the organisations want speedy flow of information. In the world of competition this is the need of the hour because if you are late you will lag behind. Now internet is in which will throw away old channels. Any information required is on net now. The channel of communication is a path of transmitting messages from sender to the receiver. The managers need various types of information quickly and on time to carry on his managerial activities effectively. Organizations according to their needs establish their own system of communication. The popular and in practice channels of communication are downward, upward, horizontal and diagonal.

Downward Communication:

Downward channel of communication flows from top to the bottom level of management. As the direction of the flow of communication suggests, it is from superior to subordinate. This type of channel of communication speaks for authoritarian character of management and environment. This communication is directive in nature. The communication from superiors include directives, orders, instructions relating to policies, programmes, mission, objectives and other information relating to specific task etc.

1. It is used for issuing directives to the employees.

2. It helps in providing information regarding policies and procedures of the organisation.

3. Orders of the top management in respect of implementation of programmes of the organisation are communicated through this channel.

Disadvantages:

1. It is time consuming and often causes delay.

2. Downward communication is one way hence there is no way to know feedback.

3. It is very rigid channel of communication.

4. Subordinate’s reaction cannot be known and understood through this channel. 

Upward Communication:

It is just the reverse of the downward channel of communication and flows from bottom to top level of management. The importance of this channel of communication is being realized. Superiors get feedback and know the reactions, feelings and opinion of their subordinates and staff working at lower level through this channel of communication. It helps in knowing the grievances of the employees which are generally not known to the superior authorities. It also has some advantages and disadvantages. 

Advantages:

1. It helps in having two-way communication in the organisation. 

2. It develops sense of belonging among the employees because their opinions have been given an ear. 

3. Superiors get immediate feedback to their instructions through upward communication channel. 

4. It is an important source of motivating employees. 

Disadvantages:

1. Upward communication is generally discouraged and ignored by the superiors. 

2. The suggestions and opinions of the lower level staff do not reach the top level as are obstructed in the middle by the immediate superiors.

Hygiene factors, Motivation theories

Hygiene factors included company policies, supervision, working conditions, salary, safety, and security on the job. To illustrate, imagine that you are working in an unpleasant work environment. Your office is too hot in the summer and too cold in the winter. You are being harassed and mistreated. You would certainly be miserable in such a work environment. However, if these problems were solved (your office temperature is just right and you are not harassed at all), would you be motivated? Most likely, you would take the situation for granted. In fact, many factors in our work environment are things that we miss when they are absent but take for granted if they are present.

motivation is one of the forces that lead to performance. Motivation is defined as the desire to achieve a goal or a certain performance level, leading to goal-directed behavior. When we refer to someone as being motivated, we mean that the person is trying hard to accomplish a certain task. Motivation is clearly important if someone is to perform well; however, it is not sufficient. Ability—or having the skills and knowledge required to perform the job—is also important and is sometimes the key determinant of effectiveness. Finally, environmental factors such as having the resources, information, and support one needs to perform well are critical to determine performance. At different times, one of these three factors may be the key to high performance. For example, for an employee sweeping the floor, motivation may be the most important factor that determines performance. In contrast, even the most motivated individual would not be able to successfully design a house without the necessary talent involved in building quality homes. Being motivated is not the same as being a high performer and is not the sole reason why people perform well, but it is nevertheless a key influence over our performance level.

So what motivates people? Why do some employees try to reach their targets and pursue excellence while others merely show up at work and count the hours? As with many questions involving human beings, the answer is anything but simple. Instead, there are several theories explaining the concept of motivation. 

Performance is a function of the interaction between an individual’s motivation, ability, and environment.

Maslow’s Hierarchy of Needs - B TECH - CSE 2ND YR

The most basic of Maslow’s needs are physiological needs. Physiological needs refer to the need for food, water, and other biological needs. These needs are basic because when they are lacking, the search for them may overpower all other urges. Imagine being very hungry. At that point, all your behavior may be directed at finding food. Once you eat, though, the search for food ceases and the promise of food no longer serves as a motivator. Once physiological needs are satisfied, people tend to become concerned about safety needs. Are they free from the threat of danger, pain, or an uncertain future? On the next level up, social needs refer to the need to bond with other human beings, be loved, and form lasting attachments with others.

The need to belong: Desire for interpersonal attachments as a fundamental human motivation.  The satisfaction of social needs makes esteem needs more salient. Esteem need refers to the desire to be respected by one’s peers, feel important, and be appreciated. Finally, at the highest level of the hierarchy, the need for self-actualization refers to “becoming all you are capable of becoming.” This need manifests itself by the desire to acquire new skills, take on new challenges, and behave in a way that will lead to the attainment of one’s life goals.

stages of conflicts

 

STEPS IN MANAGING CONFLICT

 

DEFINITION OF CONFLICT , CAUSE OF CONFLICT EFFECT OF CONFLICT

 what do we mean by "conflict"? The term is widely used to describe important differences between individual humans or groups of humans. In its major sense it applies to warfare between nations. If existing differences are not somehow adequately handled, the involved individuals or groups are unable to come together in understanding and cooperation. However, not all conflict is bad. Differences which result in initiative and creativity are stimulating for those involved, and such conflict is essential for progress.

CAUSE OF CONFLICT 

Nations, organizations, and groups are made up of individual human beings. Each human has through life experiences developed a set of values and evolved a set of behavioral rules. 

These values and rules are sufficiently alike in a given society (more so in a given segment of a society) to allow justice, morals, and ethics to exist and create general agreement about what is right and what is wrong.

But, the value-rule set for each individual is a unique set not fully shared by other humans. These differences in value-rule sets are most likely the basic causes of conflict. 

major conflict cause is the motivation of the separate individuals.Each is motivated by a peculiarly unique degree of satisfactions in a set of needs. It is quite likely that in a given group situation the individuals concerned will be aiming their personal efforts at slightly different objectives; such objectives may be similar enough to permit cooperative effort but sufficiently different to create some conflict.

A third major cause of conflict—and one more obvious to us--the differing idealogic and philosophic bases we possess. These relate to a great extent to the value-rule set but are sufficiently different to warrant recognition as possible conflict causes. What we use as a base for our ideals and our concepts becomes a great importance to us, and we do not want that base challenged or questioned by others.

An example is the old-timer's reluctance to change from a thus-far successful technique even though evidence indicates that a change would be beneficial. When we perceive attack on our ideals from another, we respond with energy and, often, heat. Note the actions of some militant minority groups and you observe idealogic/philosophic conflict reactions at work

Effects Of Conflict 

Conflict has both positive and negative effects. It can be positive when it encourages creativity, new looks at o1d conditions, the clarification of points of view, and the development of human capabilities to handle interpersonal differences. All of us have experienced a surge of creativity when we permit the ideas of others to trigger our imagination, as for example in a brainstorming session. Conflict can be negative when it creates resistance to change, establishes turmoil in organization or interpersonal relations, fosters distrust, builds a feeling of defeat, or widens the chasm of misunderstanding.

ORGANISATIONAL CONFLICTS TYPES AND PHASES

 

TYPES AND PHASE OF CONFLICTS

 DEFINITION OF CONFLICT

Interaction of interdependent people who perceive incompatible goals, aims, and values and who see the other party as potentially interfering with the realization of these goals

 

n  3 “I’s” of Conflict: Interaction, Interdependence, Incompatible goals

Levels of Organizational Conflict

 

Intergroup Conflict: Aggregates of people within an organization (e.g. work teams, departments) as parties in the conflict

n  Interorganizational Conflict: A dispute between two or more organizations

n  ) Latent conflict: the conditions are ripe for conflict because of the three “I’s” (i.e. different personalities)

n  2) Perceived conflict: one or more of the parties believes that incompatibilities and interdependence exist

n  3) Felt conflict: parties begin to formulate strategies about how to deal with the conflict (i.e. should I go to my boss; talk to the other party; avoid)

n  4) Manifest conflict: strategies and goals are enacted in communication (i.e. filed a grievance with HR; confronted the opposing party)

n  5) Conflict aftermath: short- and long-term consequences—what did the conflict do to the relationship?

Factors Influencing Conflict

n  Personal Factors

n  Frames

n  Relational Factors

n  Cultural Factors

Influencing Conflict

n  Personality

n  Gender

n  Personal Factors

n  Frames

n  Perceptions of self

n  Perceptions of other

n  The conflict

n  Relational Factors

n  Trust

n  Power

n  Relationship Salience

n  Cultural Factors

n  Face

n  Individualism-Collectivism

n  Direct – Indirect communication

 

LECTURE PLANN - E BUSINESS 1ST YR MBA 2ND SEM

 

MARKETING MANAGEMENT PREVIOUS YR QUESTION PAPER 1ST YEAR 2ND SEM

 

PREVIOUS YEAR QUESTIONS PAPER E BUSINESS

 

MBA SYLLABUS IST YEAR 2ND SEM - MARKETING MANAGEMENT