Conflict in the Workplace: A Necessary Evil

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Topic: Conflict in workplace: A necessary evil Table of contents 1. Introduction 2. Nature of conflict 3. Major areas where conflict arise 3.1 facts 3.2 methods 3.3 objectives 3.4 values 4. Causes of conflict 4.1 Personality clash 4.2 Office romance 4.3 Passive aggressive behavior 5. Creativity fighting 5.1 Establish the legitimacy of fighting 5.2 choose the arena carefully 5.2.1 Engage 5.2.2 Accede 5.2.3 Postpone 6. Types of Workplace Conflict 6.1Task conflict 6.2Personal conflict 6.3Functional conflict 6.4 Dysfunctional conflict 7. How Staff Performance can be improved during workplace Conflict 8. Strategies for managing conflict 8.1 Competition 8.2 Competition 8.3 Collaboration 8.4 Avoiding 8.5 accommodating 9. Consequences 10. Conclusion 11. Recommendation 12. References Conflict in workplace teams: A necessary evil 1. Introduction Conflict is a disagreement or argument between people or groups based on the opinion or interest. Conflict is regarded as a normal thing to happen in an organization or workplace. Conflict management expert and organizational psychologist Dr. David G. Javitch 2007 simply defines it as tension and believes that offers benefits, as well as disadvantages in the workplace. Wherever people work together, conflict is likely to take place, and it brings a challenge to which organization’s leaders must respond constructively. Workplace conflict is a type of conflict that happens in workplaces. These conflicts may be structured by workplace environment, including the time that many people spend at their workplace and the difficulties that may be involved in switching to a different workplace. 2. Natur... ... middle of paper ... ...onflict resolution. Journal of Information Management, 18(6): 443-456. Medina, F.J., Munduate, L., Dorado, M.A., Martinez, I. & Guerra, J.M. 2005. Types of inter-group conflict and affective reactions. Journal of Managerial Psychology, 25(1): 82- P.G. Aquinas, 2007. Organisation Behaviour. Edition. Excel Books. Parayitam, S. & Dooley, R.S. 2009. The interplay between cognitive and affective conflict and cognition and affect based trust in influencing decision outcomes. Journal of Business Research, 62: 789-796. Peterson, R.S. & Benfar, K.J. 2003. The dynamic relationship between performance feedback, trust and conflict in groups: A longitudinal study. Organizational Behavior and Human Decision Processes, 92: 102-112. Turner and Weed . (1983). Session 5. Conflict management. Available: http://www.fao.org/docrep/w7504e/w7504e07.htm

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