HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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3.3.4 <strong>ORGANIZATIONAL</strong> CONFLICT Organization conflict is inevitable due to: (1) personality clashes and (2) incompatible pressures and influences. Each member has certain roles, objectives and responsibilities which may be frustrated by others who induce barriers and do not co-operate. Hence in the discussion of organization conflict, it must be remembered that interindividual, interpersonal and intergroup conflict are all inherent in organizational conflict. More conceptually, has been suggested that there are about seven (7) recognized sources of conflicts in organizations. 1. Competition over resources: This is a cause of conflict difficult to avoid in organizations. This is so because at any point in time some or all of the productive resources are not likely to go round all the groups as desired. This gives rise to competition and contest for the available resources. 2. Differences in perception: In cohesive groups the chances of members perceiving things from their group’s (selfish) perceptive. 3. Perceived Superiority in the functional Area/Dept: Status Differences and workflow in organizations from one section or department to another either for control purpose or as a matter of need often breed conflict in the exercise of these functions, there arise conflicts in organizations. The reason is that every group believes in the superiority of its views, and its ideas or positions. 4. Conflicting Objectives: Subsumed in the overall organizational objectives are the sub goals of the different departments and groups. These goals ought not to Unfortunately this ideal is rarely achieved in most organizations. Unfortunately This ideal is rarely achieved in most organizations. 5. Personality Clash: This is a cause conflict that surfaced only when the conflictive situation becomes antagonistic and openly unco-operative. Differences in leadership styles, prejudices, biased attitude, belief and motivations of a group physical and functional relations are necessarily closed. 6. Reciprocity: One good turn deserves another is popular saying that is relevant for family, mental, personal and work group relationships. However where the relations between groups are such that one group seem to be always doing something for another group 50
without receiving benefits in return, this gives rise to a feeling of being exploited. This feeling leads to conflict and the exploited group will be motivated to end the relationship. 7. Ambiguous Authority and Responsibility: This often is problematic because management may be unspecific in the assignment of authority associated with the functions delegated and where you have peer groups cooperating on a function, this leads to conflict as each of the peer-group will see ascendancy over the other. 1.3 STRATEGIES FOR CONFLICT REDOLUTION – (MANAGING CONFLICT): There are different ways of managing conflict, focusing either on interpersonal relationships or on structural changes. Indeed there are many but choice is difficult and depends upon (1) Contingencies (2) The environment (3) The technology and (4) The needs of individuals, groups and tasks. Two basic conflict handling behaviour have been popularized; this involves: (i) Assertion (ii) Co-Operation. (i) Assertion: This is an attempt to confront the opposition hence this is basically confrontational in approach e.g. USA, Britain against Irag. (ii) Cooperation: On the other hand seek to find an aggreable solution. These conflict handing behaviours are graphically depicted below: HIGH Competing Collaborating Assertion Compromise LOW Avoiding Cooperation Accommodation High 51
Page 1 and 2: NATIONAL OPEN UNIVERSITY OF NIGERIA
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Page 27 and 28: UNIT 2 THE STUFF OF ORGANISATIONAL
Page 29 and 30: suggested by the economic security
Page 31 and 32: of organisational behaviour and a n
Page 33 and 34: *We see organizations as societies
Page 35 and 36: Mullins, L. J. (2000). Management a
Page 37 and 38: The common features of a formal Org
Page 39 and 40: of inefficiency was prevalent in th
Page 41 and 42: •Discipline •Unity of Command
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Page 49: who unable to leave. Such workers c
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Page 77 and 78: iv. Personal Achievement: here, the
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Page 83 and 84: interpretation of the world around
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At the end of studying this unit, y
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Besides, there are also other class
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a Socialization of New Employees: S
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(rewards greater than cost) of an o
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2. Eye Contact and Location of Memb
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UNIT 11: COMMUNICATION IN ORGANIZAT
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(i) Some individual or group as an
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(v) Communication is also the neces
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task of communication. In other wor
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tone of voice, the choice of langua
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UNIT 12: MOTIVATION 1.0. Introducti
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in the face of difficulties and pro
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3.2 THEORIES OF MOTIVATION There ar
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According to Maslow, needs are hier
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Safety Social Relatedness Esteem Se
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The first group of factors (the dis
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The question is however often asked
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A effects. In this unit our attenti
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Probability that effort will lead t
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satisfy their emotions and desires.
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The implication of attribution theo
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i. more workers are able to do vari
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influences that motivate people so
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Thirdly, it is almost certainly tru
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“Labour is good in its self. A ma
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8. The motivation of many employees
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In every organization, there exists
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decentralisation, with activities i
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Structure provides the framework fo
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According to Mullins (2000), clearl
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functions, departments or sections.
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M :- Marketing F :- Finance iv) Nat
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•the process of managing the acti
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functions undertaken increases. Peo
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Therefore, the matrix organisation
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A basic aim for the study of organi
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ii) Technology - the manner in whic
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Task - the nature of the work activ
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In a university, for example, the m
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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