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Introduction
In order of being able to analyze the sources of conflicts regarding the clothing manufacturer, I will present the Conflict Process Model according to McShane and Von Glinow. Therefore, I will first define what conflicts are, and second present the different sources of conflicts and carve out which conflicts are involved regarding to the given case. The third step is to explain two different strategies to minimize these conflicts in future. Finally, I will provide a recommendation and conclusion.
The Conflict Process Model – Sources of Conflicts and Conflict Management
According to McShane and Von Glinow, conflict is “a process in which one party perceives that his or her interests are being opposed or negatively affected by another party” (328). The Conflict Process Model begins with the different sources of conflict; these sources lead one or more parties to perceive that a conflict exists. These perceptions interact with emotions and manifest themselves in the behavior towards other parties. The arrows in the figure illustrate the series of conflict episodes that cycle into conflict escalation (McShane and Von Glinow 331-332).
Figure 3 Model of the Conflict Process
Source: McShane and Von Glinow 332.
This model distinguishes six possible sources of conflict that may arise: incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules, and communication problem (McShane and Von Glinow 332-333). Incompatible goals involves that “the goal of one person or department seem to interfere with another person’s or department’s goal” (McShane and Von Glinow 333). Differentiation is described as the “difference among people, departments, and other entities regarding their training, values, beliefs, and experiences” (McShane and Von Glinow 333). Interdependence “occurs where individuals operate interdependently except for reliance on a common source or authority” (McShane and Von Glinow 335). Scarce Resources are a source of conflict when several persons or units require the same recourse to fulfill their goals. Ambiguous Rules occur as a source of conflict because “uncertainty increases the risk that one party intends to interfere with the other party’s goals” (McShane and Von Glinow 335). Communication Problems are a source of conflict “due to the lack of opportunity, ability, or motivation to communicate effectively” (McShane and Von Glinow 333).
One of the major sources of the conflicts, regarding to the given case, is incompatible goals: “the new executives clashed with the current executives regarding business strategy” another evidence for that is that the CEO says they 'ended up with an old team and a new team and they weren't on the same wavelength'.
College life can be quite the adjustment for most new students. When entering the collegiate atmosphere, there are new, sometimes unspoken, social rules and norms. With so many new social elements for students to acclimate to, already difficult situations, such as any form of conflict, are often particularly difficult to address. Fortunately, with a clear understanding of the various forms of conflict management, new students can learn to effectively communicate regarding any subject matter they may encounter.
Moreover, according to conflict process model, there were differentiation problems, when two parties’ had different values, beliefs and experiences. Clients, i.e. external environment was dynamic and stable for TaurusBank and AssetOne respectively. Differentiation was inevitable in this acquisition where employees brought divergent corporate cultures into new combined organization. Employees argued over the correct or appropriate actions and decisions based on their unique experiences.
In several occasions, conflict occurs in the communication of one or two people. Several people have thought of conflict as cases involving pouring of furious anger in a communication process. Nonetheless, conflict is the misinterpretation of an individual’s words or values (Huan & YAzdanifard, 2012). Conflict can also be due to limited resources in an organization (Riaz & Junaid, 2010). Conflict may as well arise due to poor communication or the use of inappropriate communication channel of transmission of information between the involved parties. Management of conflict has various conflict management styles that include avoidance style, forcing style, passive-aggressive style, accommodating style, collaborating style and compromising style. Workplace conflict comes in two different kinds: task involving conflict, which focuses on the approaches used in resolving the problem and blaming conflict that has the aspects of blame and never brings element of resolving problems between the conflicting parties. In the perception of several individuals, relationship conflict is negative.
According to the Theorists as groups turn into teams, most conflict happens in the “storming” stage of team development (De Janasz, Dowd & Schneider, 2001). First, one must understand what conflict is. Capozzoli (1999) cites Boulding’s 1962 definition of conflict as “a situation of competition in which the parties are aware of the incompatibility of potential future positions and in which each party wishes to occupy a position which is incompatible with the wishes of the other.” Conflict can be either constructive or destructive to the team and can be created in several ways. Conflict must be analyzed and understood for the team to resolve it.
Conflict as defined by Merriam-Webster Online Dictionary is a competitive or opposing action of incompatibles: antagonistic state or action (as of divergent ideas, interest, or persons), Mental struggle resulting from incompatible or opposing needs, drives, wishes, or external or internal demands. Simply put conflict is the disagreement and disharmony that occurs in groups when differences are expressed regarding ideas, methods, and/ or members (Engleberg, Wynn, and Schuttler, 2003). Conflict among teams or groups develops in many ways. In developing an effective team, members will generally experience the five stages of evolution: Forming, Storming, Norming, Performing, and Adjourning. The storming and norming stages deal with the process of conflict (storming) and resolution (norming). During the storming stage, exact conflict has not yet been identified and therefore chaos, disorganization, and disputes are apparent. The Norming stage is where conflict is identified and dealt with and resolutio...
Thomas, K. W. (1992). Conflict and conflict management: Reflections and update. . Journal Of Organizational Behavior, 13(3), 265-274.
Before understanding how to deal with conflict, one must understand what conflict is. Conflict can be defined as, “any situation in which incompatible goals, cognitions, or emotions within or between individuals or groups lead to opposition or antagonistic interaction” (Learning Team Toolkit, 2004, pp 242-243). Does the idea of conflict always have to carry a negative connotation? The growth and development of society would be a great deal slower if people never challenged each other’s ideas. The Learning Team Toolkit discusses three different views of conflict: traditiona...
Differences within the team are the major reason for conflict. This stems from differences in opinion, attitude, beliefs, as well as cultural back grounds and social factors. The Conflict can be positive which is functional and supports or benefits the organization or a person’s main objectives (Reaching Out, 1997). Conflict is viewed as positive when the conflict results in increased involvement form the group, increased cohesion, and positive innovation and creativity. Conflict tends to be positive as well when it leads to better decisions, and solutions to long-term problems.
Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.
Rahim (2002) differentiated person’s perception towards handling a conflict into two: “concern for self and concern for others” (p. 216). Further, the study explored two types of conflicts and observed that most conflicts arise during the decision-making process. Dysfunctional conflict, which hinders team performance and interpersonal relations due to individual’s self-interest in implementing particular decision. Functional conflict serves organization purpose with employees involved in the conflict regarding which proposal to implement (Rahim, 2011).
Conflict is defined as the behaviour due to which people differ in their feelings, thought and/or actions. Collins (1995) states that the conflict is a ‘serious disagreement and argument about something important’ and also as ‘a serious difference between two or more beliefs, ideas or interests’ (cf. Kumaraswamy, 1997, p. 96). In general it is believed that conflicts are the underlying cause of disputes. In other words, dispute is a manifestation of the deep rooted conflict. A dispute is defined as ‘a class or kind of conflict, which manifests itself in distinct, justifiable issues. It involves disagreement over issues capable of resolution by negotiation, mediation or third party adjudication’ (Brown and Marriot 1993, cf. Yates 2003, p.1). Many authors have given different theories and guidelines to differentiate between the terms ‘conflict’ and ‘dispute. But still the some practitioners are not able to recognize the difference between the terms. In fact, they use the terms interchangeably irrespective of the fact that the terms are quite different (Gebken II, 2006).
Organisations today face many challenges and threats in the rapidly changing and highly competitive global environment , one of these challenges is organisational conflict. Conflict is an inevitable and normal phenomenon between individuals and groups in each organization (OJO and ABOLADE,no date). There is growing recognition of the importance of conflict in the organization (Garcia-Prieto, Bellard, and Schneider, 2003) . According to Hocker and Wilmot in 1995,quoted by Henry(2008),said that not all conflicts can be easily regarded as good or bad. This essay will critically discuss both functional and dysfunctional organisational conflicts and their good or bad consequences. As a general rule, not all conflicts should be eliminated.
Conflict exists in every organization as a result of incompatible needs, goals, and objectives of two people while aligning to the overall business requirements. Though disagreement is linked with negative impact, the approach has healthy considerations (Leung, 2008). For instance, some conflicts create an avenue for the exchange of ideas and creativity to meet the set organizational purposes. However, damaging disagreement in organizations results in employee dissatisfaction, turnover, and poor services and reduced productivity. The paper establishes different types of interpersonal conflict and key resolution strategies used to address the problem. Human resource managers need to have the capacity to identify different levels of conflicts and the best methods to negate them.
(Asawo, 2011). Conflict can occur in any setting and as leaders in organizations guide and
Conflict is a “dynamic conversation between people that is ever changing, where people disagree about goals and motives” (Pathak, 2010). In any organization conflict is inevitable whether it is “personal, group, intraorganizational or interorganizational or a combination” (Pathak, 2010). It is often difficult to determine how to deal with these situations, especially if the person breaking the rules is a superior or an authority figure (Pathak, 2010). Furthermore, these situations can cause ethical and moral