TRANSILVANYA UNIVERSITY ECONOMIC SCIENCES BUSINESS ADMINISTRATION YEAR III, GROUP 8891

Conflict Management and Industrial Relations Management

Ardeleanu Ioana Chirila Anca

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Contents

Conflict management Causes of conflict Organizational and interpersonal conflict Conflict Resolution Vs. Conflict Management How to manage conflict Steps to manage Industrial relation management and its 4/23/12 role

Conflict management
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Conflict management involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place. It is not concerned with eliminating all conflict or avoiding conflict. Conflict can be valuable to groups and organizations.
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Conflict

process in which one party perceives that its interests are being opposed or negatively affected by another party" (Wall & Callister, 1995, p. 517) the interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (Rahim, 1992, p. 16).
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Causes of conflict

There are several causes of conflict. Conflict may occur when:

A party is required to engage in an activity that is incongruent with his or her needs or interests. A party holds behavioral preferences, the satisfaction of which is incompatible with another person's implementation 4/23/12 of his or her preferences.

Organizational and Interpersonal Conflict

Interorganizational conflict occurs between two or more organizations; Intraorganizational conflict is conflict within an organization, and can be examined based upon level (e.g. department, work team, individual), and can be classified as interpersonal, intragroup

Organizatio nal conflict can be divided into intraorgani zational and interorganiz ational.

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Conflict Resolution Vs. Conflict Management

Conflict resolution involves the reduction, elimination, or termination of all forms and types of conflict. In practice, when people talk about conflict resolution they tend to use terms like negotiation, bargaining, mediation, or arbitration. Conflict management does not necessarily imply conflict resolution.
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Models of Conflict Management

There have been many styles of conflict management behavior that have been researched in the past century. One of the earliest, Mary Parker Follett found that conflict was managed by individuals in three main ways: Domination Compromise Integration.
4/23/12 She also found other ways of handling conflict

Khun and Pooles Model

Khun and Poole (2000) established a system of group conflict management. In their system, they split Kozans confrontational model into two sub models: distributive and integrative.

Distributive - Here conflict is approached as a distribution of a fixed amount of positive outcomes or resources, where one side will end up winning and the other losing, even if they do win some concessions. Integrative - Groups 4/23/12 utilizing the integrative

How to manage conflict

Overall conflict management should aim to minimize affective conflicts at all levels, attain and maintain a moderate amount of substantive conflict, and use the appropriate conflict management strategy

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Do not avoid the conflict, hoping it will go away. Ask the participants to describe specific actions they would like the other party to take. It would also be beneficial to have a third party involved. This could be an individual member or a board dedicated to resolving 4/23/12

Steps to Manage

The first step is reactionary by assessing and reacting to the conflict. The second step is proactive by determining how the employee reacted to the decision. The manager tries to take a new approach, and once again tries to discern how the employee reacts. Once the manager feels that

Anticipate Take time to obtain informatio n that can lead to conflict.

Prevent Develop strategies 4/23/12

Industrial relations management

Industrial Relations (IR) in practice are the relations between actual work force and management of the organization. The implementation of HRM policies results in IR. There are four important parties namely employees, employer, trade unions and 4/23/12 government.

Industrial relations management

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Collective bargaining and forms of industrial conflicts are resorted to solve the problems. Industrial relations are governed by the system of rules and regulations concerning work, workplace and working community. The main purpose is to maintain harmonious relations between employees and employer by solving their problems through grievance procedure and collective bargaining.
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Industrial relations management

Trade Unions is another important institution in the Industrial relations. Trade unions influence and shape the industrial relations through collective bargaining.
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What Role Does Management Play in Industrial Relations?

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What Role Does Management Play in Industrial Relations?

Low-level management

Low-level (or local) management interacts with employees on an individual basis (often through a human resources department). All levels of management are involved in industrial relations, but low-level management has little or no say in big-picture decisions (employee compensation and benefit alterations).
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Managements purpose in industrial relations

In an industrial relations negotiation, management represents the interest of the company (and shareholders if applicable). Management must work with employees to develop compensation packages and policies that are acceptable for both parties.

When the relationship between management and employees sour, management4/23/12 be may forced to develop a crisis-management plan.

History of management's involvement in industrial relations

Historically, management is depicted as a foe of employees and their organizations. While this stereotype is not entirely true, the media often portrays management as the "bad guy" of the two organizations (unions are usually cast as the hero of the "little guy"). This negative media attention (and historical stereotype) can lead to extremely damaging
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Unions versus owners

You have probably heard the story of the scorpion that convinces a frog to carry it across a river. Halfway across, the scorpion stings the frog, which means both will drown. The frog does not understand; the scorpion explains, "I couldn't help myself. It's my nature." In the abstract, worker-owned enterprises and labour unions 4/23/12 would appear to have much in

Unions versus owners

. "As union leaders commit serious money, time, and attention to organizing new members, employers should heed any warning signs and take steps to prepare for a union campaign. The best

Historically, most business owners have not greeted unions with open arms because of concerns about their impact on bottom-line profitability and operational 4/23/12

Are Small Business Owners Allowed to Prohibit Labour Unions?

By nature, labour unions often pit the interests of the workers against those of the employer. However, these differences dont necessarily need to result in a small business labour union conflict- they should be addressed according to the requirements of law.

Before a union is formed, laws usually allow a small business owner to:

Prohibit the 4/23/12

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Owners need to safeguard

Small business owners need to safeguard themselves by knowing what they can and cant do if a union labour organization campaign is underway. For example, they cant engage in unfair practices against the employees, such as: Discriminating against pro-union employees Showing favouritism towards anti-union employees Visiting employees homes in attempts to lobby 4/23/12 against the union

What if a Small Business Owner is Not Satisfied With the Results of the Union Agreement?

After the union negotiates with the small business owner(s), the two parties will usually reach a contractual agreement known as a collective bargaining agreement. The agreement spells out the new terms and changes that both parties agree to. If the small business owner is unsatisfied with the outcome, they may be able to 4/23/12 file a lawsuit addressing the bargaining

Thank you for your attention !

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