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Bismilla Hir Rahma Nirraheem

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A painful or unhappy state of consciousness resulting from a clash or ... Absence of esprit de corp. Laissez-faire administration. Interpretation. Communication ... – PowerPoint PPT presentation

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Title: Bismilla Hir Rahma Nirraheem


1
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  • Bismilla Hir Rahma Nirraheem

2
CONFLICT MANAGEMENT
  • CONFLICT (A disagreement of ideas or interests).
  • Levels Intraindividual(Desire to achieve two
    goals that are incompatible, e.g. wish to work
    and be housewife, good researcher and
    interpersonal relationship). Interpersonal,
    Intergroup, Organizational, and International.

3
Definition Explanation
  • divergent incompatibility
  • A painful or unhappy state of consciousness
    resulting from a clash or contest of incompatible
    desire(s), aim(s), derive(s).

4
Functional (constructive) Dysfunctional) If it
  • supports the goals of the organization and
    improves the organizations performance is called
    functional.
  • hinders organizational performance is defined as
    dysfunctional.

5
Q. Who decides? Perception of people or ---any
criterion
  • CONTEMPORARY VIEWS OF CONFLICTS
  • Inevitable, endemic, and often legitimate (due to
    interdependence).

6
The CLASSICAL Management
  • views as evidence of breakdown in the
    organization failure on the part of management
    to plan adequately and/or to exercise sufficient
    control.

7
In HUMAN RELATIONS Theory
  • views, as evidence of failure to develop
    appropriate norms in the group.
  • TRADITIONAL ADMINISTRATIVE Theory has been in
    favor of the ideal of a smooth running
    organization, characterized by harmony, unity,
    coordination, efficiency, and order.

8
EFFECTS OF CONFLICTS
  • Psychologically alienation, apathy, hostility,
    indifference--
  • Physically absence, tardiness, turnover,
    property damage, minor theft-
  • Medically Ulcer

9
Conflicts have positive aspects?
  • Spurs initiatives
  • Creates energy
  • Stimulates new ideas

10
COMMON TYPES OF CONFLICTS IN ORGANIZATIONS
  • Conflicts with authority
  • Conflicts between functions
  • SOME CAUSES
  • ? Unclear authority structure
  • ? Conflict of interests
  • ? Personal dispute (s)
  • ? Perception of organizational

11
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  • ? Unfair division of work
  • ? Incompetent discipline
  • ? Absence of esprit de corp.
  • ? Laissez-faire administration
  • ? Interpretation
  • ? Communication
  • ? Who should do what?
  • ? Poor coordination of activities

12
EFFECT OF CONFLICTS ON ORGANIZATIONAL
  • Positive and Negative
  • RESOLUTION Impose OR Compromise
  • What happens by imposing solution's)?
  • (Encourage retaliation Discourage interchange
    of ideas).
  • Result Outcomes are reasonably certain.
  • Compromise Rarely satisfy parties.

13
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  • BEST Strategy Be Just
  • Good Strategy Relate particular circumstance to
    the objective of the organization.
  • Some other strategies
  • Job rotation
  • Job design
  • Improving team spirit

14
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  • Group bonus
  • Flow of information through the organization
  • Lessen boundaries of the internal departments
  • Counseling
  • Charismatic leadership

15
GROUP DYNAMICS MAKING GROUPS WORK
  • Workshop objectives
  • By the end of this session each attendee will be
    able to
  • Identify Group Dynamics Process and Concepts and
    Their Application in Implementing the EI process
  • Describe Several Techniques for Effectively
    Handling Group Meetings

16
AGENDA
  • Group Development A dynamic Process
  • Influencing Factors
  • The Leader as a Facilitator
  • The Recorder
  • Consensus Decision Making
  • Personality Styles Identification and Management
  • Group Conflict Analysis and Diagnosis
  • Summary and Evaluation

17
Group Development Purpose of The Group
  • Identify the Purpose as perceived by each
    individual member.
  • Purpose of the Group
  • Reason for membership
  • Identify the purpose as conceived by program
    plan
  • Purpose of the Group
  • Relationship to other Groups

18
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  • Identify outcomes expected as a result of each
    individual group meeting
  • As effecting individual members.
  • As effecting the organization
  • Identify outcomes expected as a result of the
    implementation of the program plan.
  • As effecting individual members
  • As effecting the organization

19
Group Development Important Contributions of
Organizational
  • They can do the bulk of the work of the
    organization
  • So Defined by the purpose/goal statement.
  • They provide an opportunity for specific
    individuals
  • To do the kind of work for which they are
    especially suited
  • They provide an excellent training round for new
    leaders.

20
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  • They can draw from the training and experience of
    a wider representation of the organization
  • They permit wider participation of the member of
    the organization.
  • The group members collectively have wider
    contacts and can provide greater access to the
    means to accomplish the group goals.
  • they provide a channel of direct communication
    and a reporting contact with decision makers.

21
Group Development Selection of Members
  • The Members
  • Must have an interest in the purpose of the
    group.
  • Must have a relevant knowledge of skill.
  • Should be able to benefit them.
  • Should develop a greater identity with the
    organization.
  • Should have access to resources.

22
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  • Should be largely compatible with each other.
  • Should be largely compatible with the leaders.
  • Could be selected as representatives
  • Representing different opinions or points of
    view.
  • Representing different department or sub groups
  • Representing Different geographic locations.

23
Group Developing Influencing Factor
  • Group Size
  • Studies have shown that group size should vary
    according to need. IE The ideal maximum for a
    Decision-making group is 7 the ideal maximum for
    a facto finding group is 14.
  • Groups with an even number of members in
    attendance make more accurate decisions because
    they are less likely than odd numbered groups to
    resort to the simple process of voting
  • Odd numbered group work faster.

24
Group space
  • Seating arrangements and comfort
  • Floor plan arrangement (other furniture/equipment)
  • Group member flow patterns
  • Natural or electrical light
  • Window (amount and location)
  • Color and interior design
  • Acoustics and sound/noise
  • Temperature and humidity
  • Location of group space in relationship to other
    member activities.

25
Group Time
  • Irregular or consistent
  • Time of day
  • Day of week
  • Duration of meeting
  • Duration of Formal meeting
  • Duration of entire meeting
  • Duration of component parts
  • Duration of member contributions

26
Group Cohesiveness
  • Is the degree to witch group members are of one
    mind and thus can act as one body. Sometimes
    cohesiveness is thought of as group loyalty,
    group solidarity or group pride.
  • Results form homogeneity of membership (common
    goal), stability of membership over time, and
    high status.
  • In general creates more effective groups. Also,
    effective groups are more cohesive.
  • Can be influenced by selection, transfer,
    location and other influencing factors.
  • Can be established and enhanced by threats from
    the outside.

27
Group Culture, influence, and control
  • A developed group becomes its own society. It ahs
    its own language, customs, rituals and ways of
    doing things.
  • Group conversations often center around themes (
    regardless of the relevance to group purpose).
  • These themes are part of group culture.

28
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  • A group can and will be influenced by power
  • From group members
  • From organizations
  • A developed group can and will exercise power.
  • Over group member
  • Over organizations

29
Common Problems Encountered in Groups
30
SOLVING PROBLEMS OF CONFLECT
  • Talk to each party as openly as possible
  • State aims, view and feelings openly but calmly,
    and try to avoid reiteration.
  • Focus on future action rather than on the events
    of the past.
  • Listen carefully to each others point of view
    and seek to understand.

31
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  • Try to build on each others ideas
  • Trust each others good faith and try to act in
    good faith.
  • Plan some clear actions to follow the discussion
    specifying who will do what by when.
  • Set a date and time to review progress and keep
    it at all costs.

32
GUIDELINES FOR HANDLING CONFLICT
  • In order to minimize the destructive effects of
    conflict the following principals should be
    observed
  • Maintain as much communication as possible with
    all parties.
  • Refrain from the temptation to talk about the
    other person behind their back.

33
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  • If you see signs of interdepartmental conflict,
    try to establish projects on either neutral or
    sensitive subjects.
  • Try to see all sides of a dispute,
  • ( remembering that most staff will only
    behave negatively if they believe they are under
    threat or attack.)
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