JAGANNATH UNIVERSITY

Department of Management Studies

Assignment On: Nature of Conflict in Organization.

Course Title : Conflict Management.

Course Code : EMGT-6502

Prepared For : Dr. A.K.M MONIRUZZAMAN

PROFESSOR

DEPT. OF MANAGEMENT STUDIES.

Prepared By

Name Id Batch Section

MD. AHAD HOSSAIN M 18150202763 15 B

Date of submission: 23 September, 2020.

Table of Content

SL No. Topics Page No.

1. Introduction 2

2. Definition of conflict 2

3. Approaches of organizational conflict 2

4. Level of Conflict 3

5. The conflict Process 3

6. Conflict Management Process 4

7. Conflict Management Style 4

8. Types of Intrapersonal Conflict 5

9. Three Main Level of Conflict 5

10. Views on Conflict 7

11. Types of Conflict 8

12. Process of Conflict 8

13. Conclusion 10

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1. Introduction:

Conflict is the disagreement or opposition between two or more parties due to incompatible
goals, behavior, emotions or attitudes. ... Conflicts can be intrapersonal, interpersonal,
intergroup or inter-organizational. Conflicts in organizations can be functional or
dysfunctional.

The concept of conflict, being an outcome of behaviors, is an integral part of human life. Where
ever there is an interaction, there is a conflict. • Conflict can be considered as an expression of
hostility (unfriendliness or opposition), negative attitudes, antagonism, aggression, rivalry and
misunderstanding.

2. Definition of Conflict

• According to Follett, “Conflict is the appearance of difference, difference of opinions, of

interests.”
• According to Louis R. Pondy, ‘Conflict’ is: (i) Antecedent conditions, for example: Scarcity
of resources, policy differences among individuals, etc., (ii) Effective states of the individuals
involved, for example: stress, tension, hostility, anxiety, etc., (iii) Cognitive states of
individuals, i.e., their perception of awareness of conflict situations. (iv)Changed behavior
ranging from passive resistance to overt aggression.
It is a process that begins when one party perceives that another party has negatively affected,
or is about to negatively affect something that the first party cares about. • Conflict is a
psychological state of mind when people are in a dilemma whether to do or not to do a thing,
is a state of conflict.

3. Approaches of Organizational conflict

The belief that all conflict is harmful and must be avoided. -The belief that conflict is a natural
and inevitable outcome in any group the belief that conflict is not only a positive force in a
group but that is absolutely necessary for a group to perform effectively.
Functional versus dysfunctional conflict: Functional outcome of conflict Dysfunctional
outcome of conflict may stimulate innovation, creativity, and growth Conflict may cause of job
stress, burnout, and dissatisfaction Organizational decision making may be improved.
Communication between individuals and groups may be reduced. Alteration solution to a
problem may be enhanced A climate of distrust and suspicion can be developed
A source of conflict -A condition in which group members have interpersonal clashes
characterized by anger, frustration, and other negative feelings -This occurs when two or more

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individual disagree on their task or content issues This is defined as an inconsistency between
two parties in their preferences for the allocation of scarce resources. This occurs when two
social entities differ in their values or ideologies on certain issues -this occurs when a preferred
outcome or an end-state of two social entities is inconsistent.

4. Level of Conflict:

According to level:

1. Intrapersonal conflict
2. Interpersonal conflict
3. Intragroup conflict
4. Intergroup conflict

5. The conflict process

The conflict process can see as comprising five stages:
1. Potential opposition or Incompatibility-Presence of conditions that create opportunities
for conflict to arise. These are communication. Structure and personal variables,
2. Cognition and Personalization-Awareness about affect: perceived conflict awareness
but one or more parties of the existence of conditions that create opportunities for conflict to
arise, felt Conflict-Emotional involvement in a conflict creating anxiety. Tenseness, frustration
or hostility
3. Intentions-Decisions to act in a given way. These are competing, collaboration,
avoiding, accommodating, and compromising.
4. Behavior-The behavior stage includes the statements, actions m and reactions made by
the conflicting parties.
5. Outcomes. The action-reaction interplay between the conflicting parties results in
consequences. Such as functional outcomes dysfunctional outcomes.

Conflict Management involves designing effective strategies to minimize the dysfunctions of

Conflict and enhancing the constructive functions of conflict in order effectiveness to enhance
learning and effectiveness of an organization.

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6. Conflict Management Process

Conflict management
1. Diagnosis process involved with following steps: i. Measurement ii. Analysis
2. Intervention Process. Structural
3. Conflict Amount of Conflict and Conflict styles
4. Learning and effectiveness Individual, Group & organizational
5. Feedback

7. Conflict Management Styles:

Integrating Style This style indicates high concern for self and others. This style is also known
as problem solving. It involves collaboration between the parties. 2. Obliging Style This style
indicates low concern for self and high concern for others. This is also known as
accommodating 3. Dominating Style This style indicates high concern for self and low concern
for others. This is also known as competing. This style has been identified with a win-lose
orientation or with forcing behavior to win one's position. 4. Avoiding Style This style indicates
low concern for self and others. This style is also known as Suppression. 5. Compromising
Style This style indicates intermediate concern for self and others. It involves give-and-take or
sharing whereby both parties give up something to make mutually acceptable decision.
Appropriateness of the Conflict Management Styles: Conflict Situations Where Appropriate
Situations Where Appropriate Management Style Integrating:-Issues are complex.
Commitment is needed from other Parties for successful implementation. Time is available for
problem solving. One party alone cannot solve the problem. You believe that you may be
wrong. Issue is more important to the other. You are dealing from a position of weakness.
Preserving relationship is important. Issue is trivial.
Conflict Situations Where Appropriate Situations Where Inappropriate Management Style
Integrating: -Task or problem is simple. Immediate decision is required. Other parties are
unconcerned about outcome. Other parties do not have problem &problem-Solving skills. Issue
is important to you. Issue is complex. You believe that you are right. The other party is wrong.

Intrapersonal Conflict Intrapersonal conflict is a situation in which a person is motivated to

engage in two or more mutually exclusive activities.

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8. Types of Intrapersonal Conflict:

According to Lewin there are three types of intrapersonal conflict. These are:
1. Approach -Approach Conflict this occurs when a person has to choose between two
attractive alternatives.
2. Approach-Avoidance Conflict This occurs when a person has to deal with a situation
that possesses both positive as well as negative aspects, that is, when a person feels similar
degrees of attraction and repulsion toward a goal or competing goals.
3. Avoidance-Avoidance Conflict This conflict occurs when each of the competing
alternatives possesses negative consequences, that is, they are equally repulsive.
Role Conflict: This type of conflict occurs when a role occupant is required to perform two or
more roles that are present incongruent, contradictory, or even mutually exclusive activities.
Major role conflicts are: a. Intra sender Conflict: This type of conflict occurs when a role sender
requires a role receiver to perform contradictory roles. b. Inter sender Conflict: A role receiver
experiences this type of conflict if the role behavior demanded by one role sender is incongruent
with the role behavior demanded by another role sender. Inter role Conflict: This type of
conflict occurs when an individual occupies two or more roles whose expectations are
inconsistent. d. Intraoral Conflict: This type of role conflict occurs when the role requirements
are incongruent with the focal person's attitudes, values, and professional behavior.
Role Ambiguity: A concept closely related to role conflict is role ambiguity. It refers to the lack
of clarity in understanding what expectations or prescriptions exist for a given role.
Sources of Intrapersonal Conflict: 1. miss assignment and Goal incongruence; 2. Inappropriate
demand on capacity; 3. Organizational Structure; 4. Supervisory style; 5. Position; 6.
Personality. Process intervention- Steps of role analysis technique: Purpose of role, Role
perception, expectation of role occupant, expectations from role occupant, role profile
Structural Intervention: Job design: skill variety, task identity, task significance, autonomy,
feedback.
Conflict may arise at any level in an organization starting from individual level to
organizational level.

9. Three main levels of conflict are discussed below:

1. Individual-Level Conflict:
Individual-level conflict indicates that human behavior is directed by needs, which guide the
activities of an individual. Before joining an organization, the individuals try to match their
needs with the organization’s offerings in terms of salary packages or other benefits.
However, if they observe any inequity with their colleagues in the organization, then it may

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result in a conflict at the individual level. Such a conflict may lead to tension, frustration, and
unpleasant behavior in individuals.
The individual-level conflict can be bifurcated into two categories, which are as follows:
a. Intra-Individual Conflict:
Arises within the individual and is considered psychological in nature.
It can be of two types:
i. Goal Conflict – Refers to a conflict where an individual or a group has to compromise
its goals for the achievement of organizational goals. In goal conflict, the individual or group
goals are not aligned with the organizational goals.
ii. Role Conflict – Occurs when individuals realize that their expected roles are different
from actual roles.
b. Inter-Individual Conflict:
Refers to a type of conflict that occurs between two individuals. Generally, this conflict arises
due to availability of scarce resources or rewards. It can also occur because different people
have different opinions, attitude, value system, and style of working.

2. Group-Level Conflict:

Group-level conflict refers to the divergence, competition, or clash between two groups of the
organization, such as management and staff.
Group-level conflict can be categorized into intra-group conflict and inter-group
conflict, which are mentioned as follows:
i. Intra-Group Conflict – Refers to a conflict that occurs within a single group.
ii. Inter-Group Conflict – Refers to a conflict that occurs between two or more groups.
Intergroup conflicts are frequently seen within an organization when two departments are in
conflict with each other to get scarce resources.

3. Organizational-Level Conflict:

Organizational-level conflict refers to the conflict which occurs at the level of the entire
organization.
It is of two types, which are as follows:
I. Intra-Organizational Conflict:
Refers to the conflict occurring within an organization.

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Intra-organizational level conflict can be of three types, which are as follows:
a. Horizontal Conflict:
Indicates that there can be conflict between two functional groups at the same hierarchical
level. It can happen because of various reasons, such as shared resources and
interdependency, and goal incompatibility. For example, at times, the resources, such as
printers, may be used by different departments at the same time, leading to a long queue of
documents to be printed.
This may result in delay in operations. Similarly, any mismatch in data and figures of the
reports that are shared by two interdependent departments may also lead to conflict.
Likewise, the goals of one department may interfere with the goals of another department,
leading to goal incompatibility and conflict.

b. Vertical Conflict:
Refers to the conflict between different hierarchical levels, such as between a superior and
subordinates. Vertical conflict can occur because of inadequate or ineffective communication
and distorted perceptions. For example, if a superior delegates some responsibilities to the
subordinates but fails to give clear instructions then a conflict may arise between the
subordinates and the supervisor regarding the responsibilities.
ii. Inter-Organizational Conflict:
Refers to the conflict occurring between two or more organizations. Organizations belonging
to same industry may indulge in unethical practices and unhealthy competition because of
inter-organizational conflict.

10. Views on conflict

• Traditional view: The early approach to conflict assumed that all conflict was bad. Conflict
was viewed negatively, and it was used synonymously with such terms as violence, destruction.
• Human Relations view: The human relations position argued that conflict was a natural
occurrence in all groups and organizations. Since conflict was inevitable (which cannot be
avoided) it is accepted and there are even times when conflict may benefit a group’s
performance.

• Interactionist View (Modern View): This view is based on the belief that conflict is not only
a positive force in a group but is also necessary for a group to perform effectively. This
approach encourages group leaders to maintain an ongoing minimum level of conflict – enough
to keep the group viable, self-critical and creative.

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Traditional View Current View:
1. Conflict is avoidable.
2. Conflict is inevitable.
1. Conflict is caused by management 2. Conflict arises from many causes, error in designing
organizations or by including organizational structure, trouble makers. Unavoidable
differences in goals, differences in perceptions and values of specialized personnel and so on.
3. Conflict disrupts the organization 4. Conflict contributes and detracts from and prevents
optimal performance. Organizational performance in varying degrees. 5. The task of the
management is to 6. The task of the management is to manage eliminate conflict. The level of
conflict and its resolution for optimal organizational performance. 7. Optimal organizational
performance 8. Optimal organizational performance requires the removal of conflict. Requires
a moderate level of conflict. Views on conflict

11. Types of conflict

• Functional – support the goals of the group and improves its performance. • Dysfunctional –
conflict that hinders group performance. • The functional conflicts can be differentiated from
the dysfunctional conflicts on the basis of the following three attributes: (i) Task Conflict:
Related to content and goals of the work. (ii) Relationship Conflict: Focuses on interpersonal
relationships. (iii) Process Conflict: Process conflict relates to how the work gets done.
Aspects of Conflict Functional Aspects: • Stimulant for change • Creativity and Innovation •
Group Cohesion • Avoidance of Tension • Identification of Weakness • Challenge
Dysfunctional Aspects: • Resignation of Personnel • Tensions • Dissatisfaction • Creation of
Distrust • Goal Displacement • Weakening of Organization
Relation between Organizational Performance and Conflict
Positive Negative • Increased involvement • Unresolved anger • Increased cohesion •
Personality clashes • Innovation and creativity • Less self-esteem • Personal growth and change
• Inefficiency • Clarification of key issues • Diversion of energy from work • Organizational
vibrancy • Psychological wellbeing threatened • Individual and group identities • Wastage of
resources • Negative climate • Group cohesion disrupted. Positives and Negatives of Conflict

12. Process of Conflict:

Latent Conflict Perceived Conflict Felt Conflict Manifest Conflict Functional Conflict
Dysfunctional Conflict

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Latent Conflict (Stage 1): When two or more parties need each other to achieve desired
objectives, there is potential for conflict. Latent Conflict often arises when change occurs.
Conflict is likely to be caused by a budget cutback, a change in organizational direction, a
change in personal goals or the assignment of a new project to an already overloaded team.
• Perceived Conflict (Stage 2): This is the stage at which members become aware of a
problem. Incompatibility of needs is perceived and tension begins as the parties being to worry
about what will happen. But no party feels that it is being overly threatened.
• Felt Conflict (Stage 3): At this stage parties become emotionally involved and begin to
focus on differences of opinion and opposing interests. Internal tensions and frustration being
to crystallize, and people begin to build and emotional commitment to their position.
Manifest Conflict (Stage 4): At this stage parties engage in actions that help to achieve their
own objectives and ruin those of others. Conflict behaviors vary from the subtle, indirect and
highly controlled forms of interface to direct, aggressive, violent and uncontrolled struggle. At
the organizational level strikes or lock-outs are the result. • Conflict Outcome (Stage 5): The
conflict finally results in an outcome which may be functional or dysfunctional. If handled
well, the result is functional conflict. If mishandled, the consequences are dysfunctional
conflict.
Levels of Conflict Individual level Conflict Group level Conflict Organizational level Conflict
Intra Individual Conflict Inter Individual Conflict Inter Group Conflict Intra Group Conflict
Inter Organizational conflict Intra Organizational Conflict
Intra Individual Conflict: These conflicts arise within a person and are of psychological nature.
These conflicts are generally related to the goals a person wants to achieve or roles in the
manner he wants to achieve. • Inter individual Conflict: Inter personal conflict arise between
two individuals having competition for achieving scarce things, such as status, power, position,
promotion or resources. • Intra Group Conflict (With in the group): Intra group conflict refers
to disputes among some or all of a group’s members, which often affect the group’s
performance. Family run business can be especially prone to severe intra-group and other types
of conflicts. These conflicts typically become more intense when an owner-founder approaches
retirement, actually retires or dies. The way the two sons of the late Dhirubhai Ambani are
fighting on ownership and control of Reliance Industries is a typical example.
Inter group Conflicts (Between groups): Inter group conflict arises out of the interaction of
various groups. Inter group conflict is also called organizational conflict, refers to the conflict
between groups, departments, or sections in an organization. Conflict between groups is
frequent and highly visible. • Intra Organizational Conflict: The conflict which arises with in
various levels and departments of organization. Various kinds are: I. Horizontal Conflict II.
Vertical Conflict III. Line and Staff Conflict
Inter Organizational Conflict: Inter organizational interaction results in conflict among
different organizations. However, it is not necessary that such interaction may result in conflict.
• Inter Organizational Conflict may include: i. Conflict between organizations pursuing similar
objectives. ii. Conflict between government agency and organization. iii. Conflict between
head office and a manufacturing unit. While the last one is regularized by organizational rules

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and procedures, the other types of conflicts are regulated by State laws, administrative agencies,
courts, and regulatory commissions.
Conflict Resolution in Groups • Resolving Intra-Group Conflict: Conflict with in a family can
be resolved if the members recognize and respect roles of family members. All the members
need to realize that dived they stand, united they fall. Probably a family friend may intervene
to resolve the dispute if the members fail to resolve the conflict themselves. This is what
happened in Bajaj family. Shared Power mediated to bring about a truce (An agreement
between enemies or opponents to stop fighting or arguing for a certain time) in the troubled
family.
Resolving Inter-Group Conflict: The approaches that are available for resolving inter-group
conflict are as follows. a. Problem-Solving b. Avoidance c. Smoothen d. Compromise e.
Expansion of Resources f. Organization Redesign g. Superordinate goals

13. Conclusion

Workplace conflict exists between individuals and groups; it may lead to a series of negative
influence to the organization. Resolve and avoid the conflict in workplace may increase
effectiveness for work.
Conflict is not always bad thing, it can spark competitiveness and allow for creatively. Where
there is negative conflict it is important there is a way to either diffuse or manage the conflict.
Effectively managed work conflict has many positive results for the organization even our
life

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