Conflict can be regarded as a reality of management and organizational behavior. Most of us will understand what is commonly meant by organizational conflict and be aware of its existence and effects. Yet conflict is another term which can be defined and interpreted in a number of ways. We can see conflict as behavior intended to obstruct the achievement of some other person’s goals. Conflict is based on the incompatibility of goals and arises from opposing behaviors. It can be viewed at the individual, group or organizational level.
Conflict is not necessarily good or bad but inevitable feature of organization life. Even if organizations have taken great care to try and avoid conflict it will still occur. Conflict will continue to emerge despite attempts by management to suppress it.
Conflict, if it appears, means that the organization is alive. The group tries to solve now and then quite difficult tasks by using different ideas. It can significantly improve the company’s performance when it is oriented on the task solving. But it can very quickly move from task to the people and their emotions. In this case the influence of the conflict on the organization may be very destructive. And everyone should realize that.
Table of Contents
1. Case of a Conflict
2. Some Definitions of a Conflict
3. Transitions in Conflict Thought
3.1 The Traditional View
3.2 The Human Relations View
3.3 The Intereactionist View
4. Functional versus Dysfunctional Conflict
5. The Conflict Process
5.1 Stage I: Sources of Conflict
Different goals
Different values and beliefs
Task interdependence
We can distinguish a few types of interdependence:
Lack of rules
Scarce resources
Communication problems
5.2 Stage II: Conflict Perceptions and Conflict Emotions
5.3 Stage III: Manifest Conflict
5.4 Stage IV: Conflict Outcomes
6. Conflict Management Styles
6.1 Choosing the Best Conflict Management Style
6.2 Minimizing Dysfunctional Conflict
7. Résumé
Research Objectives and Key Topics
The primary objective of this assignment is to explore organizational conflict as a dynamic process within the management environment. It examines how conflicts originate, how they manifest, and how they can be effectively managed or minimized to enhance organizational performance rather than hinder it.
- The definition and historical evolution of conflict theories.
- The distinction between functional (constructive) and dysfunctional (destructive) conflict.
- Analysis of the four-stage conflict process, from underlying sources to final outcomes.
- Examination of specific conflict management styles and strategies.
- Approaches to minimizing dysfunctional conflict in professional settings.
Excerpt from the Book
1. Case of a Conflict
In the mid-1960s one of New York’s best known law firms was founded, Shea & Gould, by William A. Shea, Milton H. Gould and some others. Their main clients were the Mets, the New York Yankees, Apple Computer, Marine Midland Bank etc. In the early 1994, the company had 80 partners, 200 lawyers, and offices in New York, Los Angeles Washington, and Miami. Shea had tremendous leadership skills but less legal prowess, while Gould was an extremely talented lawyer. Together with their complementary talents they made a great team. The firm grew fast through their success and soon played a leading role in New York politics, banking, real estate, and sports.
At its peak Shea & Gould’s partners decided to dissolve their firm in January 1994. The dissolution had nothing to do with the finance; revenues were even higher than before. But what brought the end of Shea & Gould?
It was just that these partners could not get along with each other!
The problems at Shea & Gould began in the mid-1980s, when the founding partners start to give control to younger lawyers. After a while and many process in the company finally younger partners clustered together against older partners. No one group was strong enough to get control over the whole firm. Five partners resigned as the conflict escalated in December 1993, others looked at opportunities at other firms.
In January 1994, the partners gave up the fight and decided to dissolve the firm. As reason for that happening was that the firm had basic and principled differences among the partners which were incompatible. They did not have an economic problem, they had a personality problem. The main cause was that they just hate each other! (Robbins, S. P. (2001), pp. 918-919)
Summary of Chapters
1. Case of a Conflict: This chapter illustrates the destructive potential of interpersonal conflict through the historical case study of the law firm Shea & Gould.
2. Some Definitions of a Conflict: This section provides various definitions of conflict, differentiating it from mere competition and highlighting the role of psychological factors.
3. Transitions in Conflict Thought: This chapter outlines the development of three major perspectives on conflict: the traditional view, the human relations view, and the interactionist approach.
4. Functional versus Dysfunctional Conflict: This part differentiates between constructive conflicts that lead to satisfying results and destructive conflicts that cause dissatisfaction and loss.
5. The Conflict Process: This core chapter explores the four stages of conflict, identifying sources, perceptions, manifestations, and outcomes.
6. Conflict Management Styles: This chapter categorizes five interpersonal styles for approaching conflict and discusses strategies for choosing the right style and minimizing dysfunctional outcomes.
7. Résumé: The final section concludes that while conflict is an inevitable part of organizational life, it should be managed to focus on task-solving rather than personal emotions.
Keywords
Organizational conflict, Management, Conflict process, Functional conflict, Dysfunctional conflict, Interactionist approach, Conflict management, Task interdependence, Communication barriers, Negotiation, Personality conflict, Workplace relations, Group dynamics, Organizational performance, Conflict resolution.
Frequently Asked Questions
What is the core subject of this assignment?
The work focuses on organizational behavior, specifically analyzing the reality of conflict within management and how it impacts firm operations.
What are the central themes discussed in the text?
The primary themes include the sources of conflict, the evolution of conflict theory, the difference between positive and negative conflict, and various management strategies to address them.
What is the primary goal of the research?
The aim is to provide a comprehensive understanding of the conflict process, helping managers identify, evaluate, and effectively resolve conflicts to prevent organizational failure.
Which scientific approach does the author use?
The author uses a process-oriented, analytical approach based on established organizational behavior theories and literature to map out the stages of conflict.
What topics are covered in the main body of the text?
The main body covers the theoretical evolution of conflict models, the specific stages of the conflict process (sources, perceptions, manifestation, and outcomes), and practical conflict management styles.
Which keywords best describe this assignment?
Key terms include organizational conflict, conflict management, functional vs. dysfunctional conflict, task interdependence, and the interactionist approach.
How does the author characterize the conflict at Shea & Gould?
The author identifies the failure of the firm as a personality-based, incompatible conflict rather than an economic or financial failure.
Why is the "interactionist approach" highlighted as significant?
It is highlighted because, unlike earlier views, it argues that a certain minimum level of conflict is actually necessary for a group to remain self-critical, creative, and viable.
- Quote paper
- Hartwin Maas (Author), 2004, Conflict! - Reality of management and organizational behavior, Munich, GRIN Verlag, https://www.grin.com/document/80954
