LACHOO MEMORIAL COLLEGE OF SCIENCE & TECHNOLOGY,

JODHPUR
(AUTONOMOUS)

Faculty of Management Studies

BBA Semester III (BBA 318)

A
Seminar Report On

CONFLICT MANAGEMENT

Submitted By-

Submitted To-

YASH PAREEK
BBA III SEM.
Roll No.

I would like to express my sincere gratitude to my faculty, Miss

.. who gave me her valuable time in providing

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precious guidance and suggestion in improvement at every

stage of the study.
I would also like to thanks my friends who always coordinated
with me in preparing such a valuable report and without them
this report may not have come into the light of day.
And lastly but not least, I would like to express my sincere
gratitude to my parents who always supported and boosted my
moral throughout the course of this study.

Yash Pareek

I. Organizational conflicts
II. Definition of Conflict & CONFLICT MANAGEMENT
III. Stages of conflict episode
IV. Theories of conflict
V. Positive aspect of conflict
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VI. Negative aspects of conflict

VII. Types of conflict
VIII. Sources of conflict
IX. Preventive measures for managing conflicts
X. Conflict resolution
XI. CONCLUSION
XII. REFERENCES
I.

Organizational conflicts:
Conflict in some form or degree is part and parcel of human life and, hence, organizations
are not free of it. Conflict is a fact of life. Although many people think only of its ugly or
unfortunate results, some conflict is actually necessary and good. It all depends on how a
particular conflict is handled.

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Conflict soak up our time, attention and energy like a sponge, and direct our focus away
in issues that are not central to the tasks at hand.
Conflicts wasted 42% of work hours of an average work team.
50% of turn-over is related to conflicts at work.

II. Definition of Conflict & CONFLICT MANAGEMENT:

1) CONFLICT: Interaction of persons who perceive
incompatible goals and interference from one
another in achieving those goals.

A process that begins when one party perceives that another party has ted, or is about
to negatively affects something that first cares about.
According to Follett, Conflict is the appearance of difference, difference of
opinions, of interests.
According to Louis R. Pondy, Conflict is:
Antecedent conditions, for example: Scarcity of resources, policy differences among
individuals, etc.,
Effective states of the individuals involved, for example: stress, tension, hostility,
anxiety, etc.,
Cognitive states of individuals, i.e., their perception of awareness of conflict
situations.
Changed behavior ranging from passive resistance to overt aggression.
Thus, Conflict is a 'clash of interests, values, actions, views or directions' and disagreement
among people is the underlying basis of conflict. People disagree because they see things
differently, want different things, and have thinking styles which encourage them to disagree.

2) CONFLICT MANAGEMENT: Conflict management is the principle that all conflicts cannot necessarily be resolved, but
learning how to manage conflicts can decrease the odds of non- productive escalation.

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Conflict management involves acquiring skills related to conflict resolution, selfawareness about conflict modes, conflict communication skills, and establishing a
structure for management of conflict in your environment.

III. Stages of conflict episode:

Aftermath of preceding conflict, if
any

Latent conflict

Perceived conflict

Felt conflict

Manifest conflict

Conflict aftermath
Fig: Stages of conflict episode

Conflict is an (incident) between two or more parties which proceeds through five stages:
latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath.
However, the aftermath of preceding conflict, if any between the parties to the new conflict
governs the various stages to a large. For example, if any conflict between the parties in the
past has been resolved amicably, the new conflict episode will not be as severe as may be the
case if the previous conflict has not been resolved amicably. This feature is quite apparent

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and visible in the case of labour-management conflict. A brief discussion of various stages of
conflict has been presented below:
1) Latent Conflict Each conflict episode begins with latent conflict. This is the
stage in which the conflict has not taken a shape; therefore, it is not apparent. It may
occur in subconscious mind. Some of the antecedents that establish condition from which
conflict may occur are:
i.
competition for scarce resources,
ii.
communication barriers causing inadequate and distorted information,
iii.
divergence among subunit goals and methods of work, and
iv. role ambiguities.
Since there are different antecedents for conflicting situations, two or more type of latent
conflict may exist.
a) Perceived Conflict Parties to the conflict may perceive about
incompatibility of the antecedents of conflict though, sometimes, this perception may
be wrong. Perceived conflict occurs because of the misunderstanding of the parties,
caused particularly by the lack of communication.
b) Felt Conflict At this stage, parties to the conflict feel that some conflict
among themselves. Felt conflict differs from perceived conflict. A person may have
serious difference with anther over some issue but this may not make him tense or
anxious. It is the personalization or internalization of differences that causes conflict.
There may be organizational or extra-organizational factor responsible for this
internalization. For example, inconsistency in demands from the organization and
individual needs may create internalization of conflict situation. Similarly, conflict
becomes internalized when the whole personality of the individual is involved in the
relationship.

2) Manifest Conflict This is the stage when two parties to the conflict show a
variety of conflictful behavior such as open aggression, sabotage, apathy, withdrawal,
work to rule , etc. depending on the issue involved in the conflict and the stand that the
parties may take. At this stage, attempts are made to resolve the conflict through conflict
resolution mechanism.
3) Conflict Aftermath Depending on the nature of conflict resolution
mechanism, either the conflict may be suppressed or resolved amicably. If the conflict is
merely suppressed, the latent condition of conflict may be aggravated and exploded in a

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more serious form. If the conflict is resolved amicably, a basis for cooperative behavior
is established between the parties.

IV. Theories of conflict:

Following are the theories of conflict:
1) Traditional Theory - During 1930-40s, conflict was considered to be bad and
viewed negatively. It was considered harmful, unnecessary and considered synonymous
to violence, destruction and irrational. The view held that the conflict arose due to poor
communication, lack of openness, lack of trust and failure of managers to be responsive
to the needs and aspirations of their employees.
2) Human Relation Theory - Human relations view, which prevailed between
1940-70. Classical thinkers have treated organizations to be free from conflicts and
disequilibrium, human relation view treat that conflict is a natural phenomenon of any
group or organization. Conflicts arise because of individual difference in terms of values,
goals, and perceptions. The conflicts produce negative consequences; therefore, this
should be resolved amicably.
3) Interactionist Theory - The Interactionist view holds that conflict may be
necessary for organizational effectiveness. It is believed that harmonious, peaceful and
cooperative groups are prone to become static and non-responsive to the needs for
change and innovation. It is the task of the group leader to allow conflicts to happen to
keeps the group alive, self critical and creative. Modernists believe that conflict is
structural in nature, is inevitable and endemic to the organizational milieu. It is a product
of systems and determined by structural factors and integral to the nature of change.

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V. Positive aspect of conflict:

Positive aspect of conflict is derived from interactionist view. This view does not believe in
static equilibrium in organization. This is true because an organization works in its
environment which is dynamic and the organization has to build equilibrium in light of
environment changes, and conflict is one of the sources to arrive at this equilibrium. Some of
the positive aspects of conflict are as follow:
1. Conflicts provide opportunities to individuals and groups to think again and take a
more concrete view of the situation.
2. These leads to innovation as conflicting situations always present threat to the
working. In order to overcome this threat, the individuals and group have to find out
new ways of working.
3. Conflicts bring cohesiveness in group. This happens more in the case of intergroup
conflicts.
4. Conflicts provide challenging work environment has this develop high degree of
competition.
5. As conflict develop among various individuals and groups, this indicate the short
coming in the existing system of organizational functioning and management
attention can be drawn for overcoming such shortcomings.
6. Conflict may be used as a device to overcome many frustrations and tensions. People
may express their frustration and tensions by means of conflicts. Thus, they are
relived from utter mental tension.
7. In a conflict situation, the relative ability or power of the parties involved can be
identified and measured.
8. Diffusion of more serious conflicts.

VI. Negative aspects of conflict:

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Negative aspect of conflict is based on dysfunctional consequences in the organization.

Dysfunctional consequences of conflict may be specified in terms of conflict as a cost and as
a source of disequilibrium.
1. Impediments to smooth working.
2. Diminishing output.
3. Obstructions in the decision making process.
4. Formation of competing affiliations within the organization.
5. Creates disequilibrium in organization.
6. High tension among employees.
7. Discontentment among employees.
8. Mistrust.
9. Goal displacement.
10. Resignation of personnel.
All these factors lead to weaken the organizational.
After going through the positive and negative aspects of conflict, we can derive that high
degree of conflict is dysfunctional. Low degree of conflict is also not functional because it
does not enthuse people for better performance. It is the optimum level of conflict which is
functional as shown in figure below:

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VII. Types of conflict:

There are following types of conflict:

1) Individual Level Conflict:

The analysis of conflict may start at the individual level itself. Since an organization is
composed of various individuals, many conflicts develop at individual level. The
individual level conflicts may be analyzed in two ways: intra-individual or intrapersonal
and inter-individual or interpersonal.
a) Intra-personal Conflict- An intrapersonal conflict arises when a
person has trouble selecting from among goals.

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b) Goal conflict A common source of conflict for an individual in an

organization which has both positive and negative features is the existence of two or
more competing goals. Goal conflict occurs when two or more goals block each
other. Choosing one of two possible goals is easy if one is good and the other is bad.
Most choices fall into three categories:
A choice between two good possibilities.

A choice between mixed possibilities.

A choice between two bad possibilities.

c) Inter-personal Conflict Conflict between individuals is called interpersonal conflict.

Supervisors may at be involved in conflict with

Their boss,

An employee,

A peer, or

Even a customer.

2) Group Level Conflict: Conflict may occur at group level. A group constitutes two or more person who interact
in such a way that each person influence and is influenced by others. Groups exist in
every organization and they affect the behavior of their member. They not only affect the
behavior of their member, rather, they have impact on other groups and the organization
as a whole. In this interaction process, there may be two types of conflict: intra-group
(within the group itself) and intergroup (between the groups).

a) Intra-group Conflict: Conflict within a group or team is intra-group

conflict. Intra-group conflict may arise in three situations:
(i)
when group faces a novel problem or task;
(ii) where new values are imported from the social environment into the group;
and
(iii) Where a persons extra group role comes into conflict with his intra-group
role.

b) Inter-group Conflict:

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Intergroup conflict arises out of the interaction of various groups. There are many
factors in the organization which determine the intergroup relations. These factors
can influence relations between two or more groups. These factors are as follows:
Goal Incompatibility.

Resource Sharing.
Task Relationship.
Absorption of Uncertainty.
Attitudinal Sets.

3) Organizational level conflict:

Organizational conflicts are the conflict arising between levels of an organization, which
are of two types: Vertical Conflict and Horizontal Conflict.

a) Vertical conflict arises between higher and lower level of management.

b) Horizontal conflict arises among the employees at same level.
For example
The boss wants more production;

Subordinates want more consideration.

Customers want faster deliveries.
Consultants suggest change.
Subordinates resist change.
VIII. Sources of conflict:
There are many sources of conflict arise in organizations which are as follows:

1) Internal Sources: a) Interest of people There are different interests of people i.e. they have
different wants, liking, unlinking, and thinking etc. it differs from people to people.
And causes conflict in organizations because of their different interests.
b) Personality Personality of individuals at different level in same department
or at same level of different department often clashes and cause conflict in
organizations.

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c) Lack of time management Lack of time management arises the

great conflict in organization. If there on time management the production will be
low, the profit will be minimized; there will be only wastage of time.
d) Product distribution channel If there is no proper distribution
channels of product it may cause great conflict for the successful of an organization.
For example Tata Nano Car has been failed in the market because the distribution
channel of Tata Nano was not proper.
e) Different perceptions and attitudes - The attitudes, values
and perceptions of members of various groups towards each other can be a cause and
a consequence of the nature of their relationship. If the group relations begin with the
attitudes of distrust, competitiveness, secrecy and closed communications, there is a
possibility of conflicts, disagreements in their views and among themselves. This can
affect the success of a group to accomplish their work in an effective manner.
f) Incompatibility of goals - Inter-group conflict arises because of goal
incompatibility. In other words, goal attainment by one group may reduce the level of
goal attainment by other groups. This may be due to horizontal differentiation and
task specialization. The conflict between production and marketing departments, line
and staff departments, union and management are few examples of inter-group
conflicts that arise because of incompatibility of goals.
g) Task Interdependence - Task interdependence means to what extent a
work, group relies on other organizational groups to complete its tasks. In simple
words, it refers to the dependence of one group on another for resources or
information. It can be said in genera] that as interdependence increases, the potential
for conflict increases.

h) Others

Wages
Behavior
Labors problem
Power difference b/w supervisors of department
The distribution of duties
Pay equity conflict
Different opinions
Employees family problem
Relationship between employees & manager

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Resource allocation

2) External sources: a) Changing market There may be conflicts in organizations as market

always goes on changing. The consumers needs and wants, their taste and preferences
always changes. For example Television, the techniques and models of television
are going on change. Before there was big T.V., then came LCD, then came slim
LCD.
Computers, before there was computers then came laptop, then came LCD size
computer, then came mini laptops, then came IPADS.
b) Domestic and foreign competition Domestic and foreign
competition also creates conflict in organizations. MNC Companys which are
foreign company, the product in foreign company have different prices and Domestic
company have different prices.
c) The effect of trade b/w countries Trade between countries is
external factor which effects on the organization very much. Import item have more
price then the local products.
d) Clients & suppliers effecting customer services and

delivery of goods suppliers affects the customer services and delivery of

goods. As if supplier delivers goods late, it may cause conflict in organization.

IX. Preventive measures for managing conflicts:

These are preventive measures for managing the conflicts:
1. Establishing common goals Most of the conflicts assume that
incompatible goal is a necessary antecedent for the development of conflict. There
should be common goals among groups and individuals.
2. Less Interdependence The basis reason in the intergroup conflict is
interdependence among them. As such, less such interdependence, less will the
amount of conflict among them.
3. Changing Structural Arrangement In some cases, the change
in organization structure or some part of it can reduce dysfunctional conflicts. The
conflict can be reduced by decentralization, restructuring to remove obvious

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differentials in status symbols between hierarchical interest groups, development of

cycles of work with opportunity to employees to complete tasks.
4. Reduction in shared resources When two or more units are
required to share resources, particularly scarce ones, the potential for conflict
increases. The management of conflict suggests reducing such sharing. One
technique for reducing such sharing is the increase in such resources so that each unit
is independent in using them.
5. Exchange of personnel Personnel of the conflicting groups may be
exchanged for a specified period as a way to reducing and managing conflict.
6. Creation of special integrators To resolve conflict, organization
may create provisions for the appointment of special integrators who may manage the
interdependence of various groups so that unresolved matter can be solved through
them.
7. Reference to Superiors Authority Conflicts may be resolved
through the hierarchy. If resolution cannot be attained by two organizational
members, they may take the issue to a common superior who resolves the conflict by
making a decision.

X. Conflict resolution:

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1) Competition is a win-or-lose style of handling conflicts. It is asserting one's one

viewpoint at the potential expense of another. Competing or forcing has high concern
for personal goals and low concern for relationships. It is appropriate in dealing with
conflicts which have no disagreements. It is also useful when unpopular but necessary
decisions are to be made.

2) Collaboration aims at finding some solution that can satisfy the conflicting
parties. It is based on a willingness to accept as valid the interests of the other party
whilst protecting one's own interests. Disagreement is addressed openly and
alternatives are discussed to arrive at the best solution. This method therefore involves

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high cooperation and low confrontation. Collaboration is applicable when both parties
desire to solve the problem and are willing to work together toward a mutually
acceptable solution. Collaboration is the best method of handling conflicts, as it strives
to satisfy the needs of both parties. It is integrative and has high concern for personal
goals as well as relationship.
3) Compromise is a common way of dealing with conflicts, particularly when the
conflicting parties have relatively equal power and mutually independent goals. It is
based on the belief that a middle route should be found to resolve the conflict situation,
with concern for personal goals as well as relationships. In the process of compromise,
there are gains and losses for each conflicting party.
4) Avoidance is based on the belief that conflict is evil, unwanted or boorish. It
should be delayed or ignored. Avoidance strategy has low cooperation and low
confrontation. It is useful either when conflicts are insignificant or when the other party
is unyielding because of rigid attitudes. By avoiding direct confrontation, parties in
conflict get time to cool down.
5) Accommodation involves high cooperation and low confrontation. It plays
down differences and stresses commonalities. Accommodating can be a good strategy
when one party accepts that it is wrong and has a lot to lose and little to gain.
Consequently, they are willing to accommodate the wishes of the other part.

XI. CONCLUSION:
Individuals should understand their own personal triggers to better deal with conflict
situations in the workplace.
Group members should think about other group members.
Individuals should set some ground rules for the discussion:
No raising of voices
This is not a debate
Confront the issues, not the people
Maintain or enhance self-esteem

XII. REFERENCES:
www.google,com
www.wikipiedia.com
www.forbes.com

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Lakra, Kerobin and Meena, Dinesh chand (2009 and 2010; respectively) Assignment on
conflict management, submitted to Department of Extension Education, I. Ag. Sci.,
B.H.U.,Varanasi
Rahim, M.A. (2002) Toward a theory of managing organizational conflict. The
International journal of conflict management,13,206-235.
http://foundationcoalition.org/publications/brochures/conflict.pdf
http://www.referenceforbusiness.com/management/Comp-De/Conflict-Management-andNegotiation.html
http://www.scribd.com/doc/25304585/Functional-and-Dysfunctional-Conflicts
http://www.mindtools.com/pages/article/newLDR_81.htm

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