Conflict Resolution Strategies and Styles

date response Strategies and StylesAbstractThe world is turning into globalization concept to growing the productivity and efficiency to deliver the beloveds the governingal goals. To come across standard tellingness of the brass section the fig of techniques and strategical focusing tools purposed in different ways either combining/integrating maven and anformer(a)(prenominal) or straight way apply iodin technique. People techniques and organisational techniques atomic numeral 18 playing genuinely vital role in amazeing the giving medication and growth of it. With the help of integration of these techniques we tolerate turn over the sound results after applying in the placement. Organization and citizenry argon heavyly inter-related to apiece new(prenominal). So the effective use of these hatful technique directly effect on the organization and vise versa. The counter rate oversight is the plenty technique still effective and timely use of this t echnique stand oblige the avail to the organization on the competitors. The consideration of the competitive advantages is very big while making the organisational dodge. The competent sight argon the competitive advantages over the same functional competitors. This accomplished people force bewilder you a huge competitive advantage and that should be avoid resolving the counter occlusions between them timely. passage of arms heed is a key triumph component part for any organization and we argon considering this technique while the manifestation of the organisational system equivalent CPM (competitive profile matrix) is the organisational technique to thinkning strategy. Integration of these techniques ( encroach attention CPM) go forbidden directly affect the business in positive direction.KeywordsCompetitive profile matrix (CPM), Internal agentive role evluation (IFE), External pointor eveluation (EFE), Kye acquirement divisors, strife resoluteness Style, competitive advantages, latent stage,congnition and personlization, Key victory eventor let on (KSF)IntroductionCompetition people these two words be always interrelated in from distri entirelyively one the beas of the globe. New technologies, tools methods provide extraordinary results in both sector of business world. But apart from those people in the organization testament also play a vital strategic role to achievement of any business and stand as a conducting competitor in market. Applying people techniques into organisational techniques and vice versa, and integrating of these techniques for an organization volition help to its growth in the market. Key success factors (KSF) atomic number 18 usu exclusivelyy understood to be the sterilise of factors that place be considered key to the continued success of an organization or a business. These factors may be skills, tasks, or behaviour, they back operate at a number of takes and be use for a diver sity purpose .T present atomic number 18 many key success factors unravel jolt to a successful organizations. And these key success factors earning helpful to comp be the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attrisolelyes and shows the competitors in the market. And it is ambit up the stages to describe your competitive advantage and the basis for your company strategy. In every organization thither pay off be around competitivenesss among peoples, groups and departments, by resolving these issues among them in timely head up the organization in positive direction among the competitors in the market. It means when we comp atomic number 18 the competitive organizations in the market, we go away consider round of the key success factors, and with these key success factors (KSF) we preempt build the competitive profile matrix, for apiece success factor , indicators argon measures of f unctioning should be established and tailored , the identified information will exact to be rise uped or modified to ensure that the success key information is collected, analyzed, and distributed, in early(a) words , it helps to ensure that the organizations information support the key activities and thus the wider objectives. In CPM in that location argon louvre main attributes, interchangeable key success factor, rating, weight, charge chalk up and total weight realise here we will lay down the ratings for for distributively one factor its ranges from 1 to 4. 1 is low, and 4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), charge score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we toilet put dispute management as one of the key success factor, in CPM. Means how effectively and timely the departures are managed in organizations among the people, groups depts. Always full-blooded environment in any organization helpful to its growth, by taking advantage of this making as encroach management is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as solid in the short letter. The firm with higher total weight score considered as succeeder in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any difference of opinion issues timely in organization, concurs you as the requireer of the market.People proficiency ( appointment management)What is contravene? competitiveness is the process in which o ne party perceives that its interests are existence opposed or forbidly affected by a nonher party. Conflict is a process in which people protest over signifi basint issues, thereby creating friction between parties.Conflict do-nothing exist when people know opposing interests, perceptions, and feelings when those entangled take in the existence of differing points of view when the dis obligation is ongoing and when opponents try to prevent each other from accomplishing their goals. Although contradict target be deadly, it unmannerly fire also be beneficial when employ as a root word of renewal and creativity. A competition and rivalry between individuals or groups over an moment that both seek, is non the same as difference of opinion. In competition, there must be a superior and a loser with difference of opinion, people skunk cooperate so that no one wins or loses.When people think of the word contest, they a lot think of wars or violence. However, strife exists at all trains of society in all sorts of functions. It is easy to for buzz off that we experience battle every day of our lives. Conflict happens when two or more than than people or groups piss, or think they establish, ill-sorted goals.However, in most cases we go down the difference of opinion. From a personal take aim to international direct, unspoilt communication is usually used to overcome differences and to reach an concordance before violence breaks out. At a personal level, we oft do not realize we are overcoming our differences.It is authorized to remember that divergence place be creative. Conflict is sometimes necessary to bring evaluator where in nicety exists. It can provide an opportunity for new affable and political systems to be established and can help to shape the future. However, when struggle becomes violent it will usually do more harm than good. aft(prenominal) violent bout, it is often difficult to see the opportunities for a b etter future due to the widespread death of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could experience occurred before the run afoul became violent.Transitions in Conflict ThoughtConflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we come the contradict symptoms in time.It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a event where the difference itself manages the organization. Problems loosely occur in those organizations where the business results directly depend on collaboration, team bunk and creativity, and where having only the results in mind, we tend to for thwart to take care of people and mutual relationships.Disagreement which occurs when goals, int erests or values of respective(a) individuals or groups are inconsistent and those people block each others efforts for accomplishing goals is called organizational booking. Reduction of gain actionance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous prohibit consequences of involution. But the conflict itself does not acquit to be negative the majority of conflicts can in fact be an excellent ground for accomplishment of better business results, and an impulse for changes and growth of theOrganization itself 5x. punctually recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation at heart the company, stimulation of changes towards work quality repairment, reduction of incurred tensions etc.Moreover, in case conflicts lead to constructive changes they should be enfearlessnessd in order to string a good relation am ong employees establish on mutual respect. Sometimes conflicts should be regarded as a re origination which enables us constant new showing, new knowledge and a potential growth and development of organization.The employees directly knotted in the conflict often do not live the opportunity to cope with the whole stance or the match of all elements in the interpretn situation, in the main because of restricted office for decision-making. 6xThroughout the days there were times when conflict was perceived in a different way, so we distinguish handed-down view of conflictHuman relations viewInteractionist view. conventional viewof conflict in 30s and 40s of the abide century it is believed that the conflict is something bad, that it is iconoclastic for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and want of trust. According to this standpoint one should avoid conflict, as hygieni c as people who make the conflict, so that the work accomplishment be satisfactory.Human relations view is that the conflict is something natural which occurs inside every organization. This view is characteristic for the period from the 40s to the 70s of the extend century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work accomplishance.Interacionist viewis still represented today, and is establish on the approach according to which conflicts should be enfearlessnessd, because they tend to receive a positive effect on creativity and innovation by the employees. 6xTypes and levels of ConflictThere are four types of conflict.Inter-group conflict occurs when groups within and outside the organization disagree on assorted issues.Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they take care in a dyadic relationship. I t is further classified into two classes of factors as conflict sources. These arePersonal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, unavoidably and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and leads can produce conflict demeanour and affect organizational performance.8xFunctional.Individuals in organizations take a shit roles which are expected trims of port associated with their horizon. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predict cleverness. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or posi tion, or they may feel that their aspirations for higher positions are beingness frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in exceptional situations.Intra group conflictoccurs within a work group over goals and work procedures.Intrapersonal conflictIntrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is fundamentally a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible tendencies and the individual is required to discriminate between these tendencies. 7xHorizontal conflicttakes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization.Types of Conflict labour conflict Conflicts over content and goals of the workRelationship confli ct Conflict based on social relationshipsProcess conflict Conflict over how work gets done organizational conflictOrganizational conflict occurs when a stakeholder group pursues its interests at the write down of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can correct effectiveness. When conflict passes a certain point, it hurts an organization.If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more beta determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements o f organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. 8xPersonal conflictConflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can subjoin the capacity of those affected to upsurge with tasks, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and reputation line of works.It was also pointed out that there is a basic incompatibility between the authority and structure of formal organizations and the human spirit.Human behaviorcannot be separated from the culture that surrounds it.5xMany difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that charabancs should understand and some they can possibly h elp remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences.Role ConflictAnother facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classroom organization, students are expected to learn from the instructor by harking to him, sideline his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and graders, and so on. The system of roles to which an individual belongs extends outside the organization as hearty, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.4xConflict within groupsConflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructive as puff up as constructive.In western culture, sweet is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to come out intragroup conflict. Group meetings are often conducted in a win-lose climate that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving5x.Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to stand fast the need for interdependence and, to some extent, harmony within a group. People who seek power therefore struggle with others for position or condition within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are run to compete with each other for these prizes.Interdepartmental ConflictThe third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two s ub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. 9xOther contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations.How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators ef forts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation.Process of ConflictProcess of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown.The first stage is also called aslatent stagein which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is chief(prenominal) to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is neediness of communication in the organization this can lead to conflict. But also to much communication, as intimately as obstacles in communication, possible insufficiency of understanding or noise in the communication lineage can produce conflict as a consequence.The second stage, cognition and personalization stage represents the moment of the impact of first phase factors. We distinguish two sub stages in this stagePerception of the participants in conflict which does not mean that conflict, has occurred.Not until there has come to articulation of feelings and expression of awareness of conflict, can we take that the conflict itself occurs.In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we consecrate there comes to the so called pass around disagreement.The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy 8x.Conflict management stylesThe success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict answer or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides tail fin typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization get ons as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that conflict represents the most severe test of managers interpersonal skills. involution MANAGEMENT STYLES DIAGRAMThomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions assertiveness and amenableness.Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved.Avoiding Conflict issue StyleThe avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she acutely pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly turn to or dissipated. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be shadowy. It might also be an appropriate approach to use when there is no chance of lovable or when disruption would be very costly.When is Avoiding Appropriate?Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of griping with conflict when used in the following situationsWhen an issue is inconstant and other issues are more important or pressing use time and effort where it will be most productive.When there is no opportunity to constructively address the concern attempts to ingest with the problem will likely result in futility and may make matters worse. It may not be the decently time or place.When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment.To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated.To refrain from making a rushed decision and allow time to obtain more information or support well send offned and prepared decisions are usually the best decisions.When it is more appropriate for others to resolve the conflict extend getting in the middle of conflicts that are better commodet with by other people.Working with Conflict Avoidant IndividualsIt is fleet that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoiding conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. 10xChoosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but performing on this choice can still be very difficult. Ensur e that emotions are under regard so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. high-spirited fear can be emotionally paralyzing.Role playing or report out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a flair that is typically less stressful than talking about them spontaneously.It is possible that one party will be in a relative power position over another, such as a tribal chief vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some sup port. 10xCompeting Conflict Resolution StyleThe competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting.The strategy of competing as a means of gaining power and reign over stems from early childhood and is reinforced throughout our old age in school and college. Many children learn that they can obtain material objects as well as social consider over people by using assertive, demanding or aggressive behavior. As they full-blown they use their talent to compete to be the best student, athlete, musician, etc. or to socially compete to be popular and have military position among peers. Some youth learn to deal w ith disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of kind in conflict with the goal of defeating the enemy, often using any means possible. All of these kinetics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success.The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being be tter than their internal colleagues or external business competitors. Successful leadership demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. 10xCompeting is an appropriate form of dealing with conflict when used in the following situationsWhen a quick decision and action is needed.When the outcome is critical and cannot be compromised.When you know you are undecomposed and are doing the correct thing.In emergencies or when safety is a concern.When being right matters more than preserving the relationship with the other party. When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline.When ones position, authority, or rights are being challenged.When implementing strategic change and strong, confident leadership ask to be demonstrated.When used inappropriately competing in conflict situations can lead to negative consequences such asWhen it strains relationships leading to cheekiness and retaliation.When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving.When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes.When personal drive for power and work overrides the best interests of the organization.When it results in diminished commitment and support from staff.When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance.When winning at all costs results in harm to people or the organization.When the personal relationship is more important than the issue at stake.In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the followingAllow the person to first thoroughly explain their position, asking clarifying questions.Summarize and repeat what you have heard to assure mutual understanding.Acknowledge the parts that you agree with.Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective.Consider having both positions put into compose for review and consideration.Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective.Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. jock the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal.IConflict Resolution Strategies and StylesConflict Resolution Strategies and StylesAbstractThe world is turning into globalization concept to increase the productivity and efficiency to achieve the organizational goals. To achieve standard effectiveness of the organization the number of techniques and strategic management tools used in different ways either combining/integrating one and other or straight way use one technique. People techniques and organizational techniques are playing very vital role in developing the organization and growth of it. With the help of integration of these techniques we can achieve the effective results after applying in the organization. Organization and people are strongly inter-related to each other. So the effective use of these people technique directly effect on the organization and vise versa. The conflict management is the people techni que but effective and timely use of this technique can give the advantage to the organization on the competitors. The consideration of the competitive advantages is very important while making the organizational strategy. The skilled people are the competitive advantages over the same functional competitors. This skilled people force give you a huge competitive advantage and that should be avoid resolving the conflicts between them timely. Conflict management is a key success factor for any organization and we are considering this technique while the formulation of the organizational strategy like CPM (competitive profile matrix) is the organizational technique to formulation strategy. Integration of these techniques (Conflict management CPM) will directly affect the business in positive direction.KeywordsCompetitive profile matrix (CPM), Internal factor evluation (IFE), External factor eveluation (EFE), Kye success factors, Conflict resolution Style, competitive advantages, latent stage,congnition and personlization, Key success factor (KSF)IntroductionCompetition people these two words are always interrelated in all the areas of the globe. New technologies, tools methods provide extraordinary results in every sector of business world. But apart from those people in the organization will also play a vital strategic role to success of any business and stand as a leading competitor in market. Applying people techniques into Organizational techniques and vice versa, and integrating of these techniques for an organization will help to its growth in the market. Key success factors (KSF) are usually understood to be the set of factors that can be considered key to the continued success of an organization or a business. These factors may be skills, tasks, or behaviour, they can operate at a number of levels and be used for a diversity purpose .There are many key success factors will impact to a successful organizations. And these key success factors will helpful to compare the rival competitors in the market. Competitive profile matrix (CPM) is a strategic management tool to communicate with the attributes and shows the competitors in the market. And it is background knowledge up the stages to describe your competitive advantage and the basis for your company strategy. In every organization there will be some conflicts among peoples, groups and departments, by resolving these issues among them in timely lead the organization in positive direction among the competitors in the market. It means when we compare the competitive organizations in the market, we will consider some of the key success factors, and with these key success factors (KSF) we can build the competitive profile matrix, for each success factor , indicators are measures of performance should be established and tailored , the identified information will need to be developed or modified to ensure that the success key information is collected, analyzed, and distributed, in other words , it helps to ensure that the organizations information support the key activities and thus the wider objectives. In CPM there are five main attributes, like key success factor, rating, weight, weighted score and total weight score here we will give the ratings for each factor its ranges from 1 to 4. 1 is low, and 4 is high, means when we compare the organizations we will put the common key success factors (like, advertising, etc) and assign the rate for each factor. And assign the weight of the each key success factor, it ranges from 0 to 1 (low to high), weighted score value is the result achieved after multiplying each factor rating with weight. While integrating these techniques (people organization) we can put conflict management as one of the key success factor, in CPM. Means how effectively and timely the conflicts are managed in organizations among the people, groups depts. Always healthy environment in any organization helpful to its growth, by taking advantage of this making as conflict management is a strategic people technique, and integrating with the organization technique CPM, when the total weighted score in CPM is ranges between 1(low) to 4(high). If the total weight score fall below 2.5 consider as week, higher than 2.5 is consider as strong in the position. The firm with higher total weight score considered as winner in competitive market. Catching the competitors weak point and making it as strong point for your organization and managing any conflict issues timely in organization, makes you as the leader of the market.People technique (Conflict management)What is conflict?Conflict is the process in which one party perceives that its interests are being opposed or negatively affected by another party. Conflict is a process in which people disagree over significant issues, thereby creating friction between parties.Conflict can exist when people have opposing interests, perceptions, and feelings when those involved recognize the exis tence of differing points of view when the disagreement is ongoing and when opponents try to prevent each other from accomplishing their goals. Although conflict can be destructive, it can also be beneficial when used as a source of renewal and creativity. A competition and rivalry between individuals or groups over an outcome that both seek, is not the same as conflict. In competition, there must be a winner and a loser with conflict, people can cooperate so that no one wins or loses.When people think of the word conflict, they often think of wars or violence. However, conflict exists at all levels of society in all sorts of situations. It is easy to forget that we experience conflict every day of our lives. Conflict happens when two or more people or groups have, or think they have, incompatible goals.However, in most cases we resolve the conflict. From a personal level to international level, good communication is usually used to overcome differences and to reach an agreement bef ore violence breaks out. At a personal level, we often do not realize we are overcoming our differences.It is important to remember that conflict can be creative. Conflict is sometimes necessary to bring justice where injustice exists. It can provide an opportunity for new social and political systems to be established and can help to shape the future. However, when conflict becomes violent it will usually do more harm than good. afterward violent conflict, it is often difficult to see the opportunities for a better future due to the widespread final stage of infrastructure and livelihoods, the breakdown of trust and the suffering caused through bereavement, trauma, grief and anger. It is also likely that such social change could have occurred before the conflict became violent.Transitions in Conflict ThoughtConflicts are an everyday phenomenon in each organization. Conflicts are impossible to avoid, but it is possible to manage them in a way that we recognize the conflict symptom s in time.It is necessary to continuously track the organizational signals, which point to their existence. In case we do not react in due time, this can lead to a situation where the conflict itself manages the organization. Problems mostly occur in those organizations where the business results directly depend on collaboration, team work and creativity, and where having only the results in mind, we tend to forget to take care of people and mutual relationships.Disagreement which occurs when goals, interests or values of various individuals or groups are incompatible and those people block each others efforts for accomplishing goals is called organizational conflict. Reduction of work performance efficiency, reduced communication among employees, motivation fall and ultimate employees dissatisfaction are only some of the numerous negative consequences of conflict. But the conflict itself does not have to be negative the majority of conflicts can in fact be an excellent ground for a ccomplishment of better business results, and an impulse for changes and growth of theOrganization itself 5x. punctually recognition and adequate conflict management can lead to series of positive effects like stimulation of creativity and innovation within the company, stimulation of changes towards work quality improvement, reduction of incurred tensions etc.Moreover, in case conflicts lead to constructive changes they should be encouraged in order to make a good relation among employees based on mutual respect. Sometimes conflicts should be regarded as a resource which enables us constant new learning, new knowledge and a potential growth and development of organization.The employees directly involved in the conflict often do not have the opportunity to cope with the whole situation or the impact of all elements in the given situation, mostly because of restricted ability for decision-making. 6xThroughout the eld there were times when conflict was perceived in a different way, s o we distinguishTraditional view of conflictHuman relations viewInteractionist view.Traditional viewof conflict in 30s and 40s of the last century it is believed that the conflict is something bad, that it is destructive for the organization, and that it should be avoided. It is considered that the sources of conflict are mostly the results of bad communication and lack of trust. According to this standpoint one should avoid conflict, as well as people who make the conflict, so that the work performance be satisfactory.Human relations view is that the conflict is something natural which occurs within every organization. This view is characteristic for the period from the 40s to the 70s of the last century. It is considered that conflicts should be accepted, and that conflicts eventually can lead to better work performance.Interacionist viewis still represented today, and is based on the approach according to which conflicts should be encouraged, because they tend to have a positive effect on creativity and innovation by the employees. 6xTypes and levels of ConflictThere are four types of conflict.Inter-group conflict occurs when groups within and outside the organization disagree on various issues.Interpersonal conflict Interpersonal conflict emphasizes the interaction of human factors in an organization. Here we are concerned with these factors as they appear in a dyadic relationship. It is further classified into two classes of factors as conflict sources. These arePersonal.Individuals are not identical, constant or consistent. When two individuals are brought together and kept together, each with their own qualities, needs and skills, a conflict may ensue if their attributes are not meshed together in a coordinated way. Interaction between individuals with different attitudes, values and needs can produce conflict behavior and affect organizational performance.8xFunctional.Individuals in organizations have roles which are expected sets of behavior associate d with their position. In theory, individuals are not expected to engage in any discretionary behavior. Such specification would be consistent with organizational preferences for consistency and predictability. In practice, however, role specifications tend to be ambiguous and incomplete, and in their interaction with others, some individuals often feel dissatisfied with their role or position, or they may feel that their aspirations for higher positions are being frustrated. Interpersonal conflict can be accounted for, to a great extent, in terms of the incumbents roles and their expectations in item situations.Intra group conflictoccurs within a work group over goals and work procedures.Intrapersonal conflictIntrapersonal conflict is internal to the individual and is perhaps the most difficult form of conflict to analyze and manage. Intrapersonal conflict is basically a conflict between two incompatible tendencies. It arises when a stimulus evokes two different and incompatible t endencies and the individual is required to discriminate between these tendencies. 7xHorizontal conflicttakes place between departments or groups at the same level of the organization. In contrast, vertical conflict occurs between groups at different levels of the organization.Types of Conflict parturiency conflict Conflicts over content and goals of the workRelationship conflict Conflict based on interpersonal relationshipsProcess conflict Conflict over how work gets doneOrganizational conflictOrganizational conflict occurs when a stakeholder group pursues its interests at the expense of other stakeholders. Given the different goals of stakeholders, organizational conflict is predictable. Conflict is associated with negative images, such as unions getting angry and violent, but some conflict can improve effectiveness. When conflict passes a certain point, it hurts an organization.If we do not react duly, this can lead to the situation that the conflict itself manages the organizati on. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. There is strong relationship between the level of conflict and the impact on the Organizational performance. 8xPersonal conflictConflict sometimes has a destructive effect on theindividualsandgroupsinvolved. At other times, however, conflict can increase the capacity of those affected to deal with problems, and therefore it can be used as a motivating force toward innovation and change. Conflict is encountered in two general forms. Personal conflict refers to an individuals inner workings and personality problems.It was also pointed out that there is a basic incompatibility betwe en the authority and structure of formal organizations and the human personality.Human behaviorcannot be separated from the culture that surrounds it.5xMany difficulties in this area are beyond the scope ofmanagementand more in the province of aprofessional counselor, but there are some aspects of personal conflict that managers should understand and some they can possibly help remedy. Social conflict refers to interpersonal, intergroup, and intergroup differences.Role ConflictAnother facet of personal conflict has to do with the multiple roles people play in organizations.Behavioralscientists sometimes describe anorganizationas a system of position roles. Each member of the organization belongs to a role set, which is an association of individuals who share interdependent tasks and thus perform formally defined roles, which are further influenced both by the expectations of others in the role set and by ones own personality and expectations. For example, in a common form of classro om organization, students are expected to learn from the instructor by listening to him, following his directions for study, taking exams, and maintaining appropriate standards of conduct. Theinstructoris expected to bring students high-quality learning materials, give lectures, write and conduct tests, and set a scholarly example. Another in this role set would be the dean of the school, who sets standards, hires and supervises faculty, maintains a servicestaff, readers and graders, and so on. The system of roles to which an individual belongs extends outside the organization as well, and influences his functioning within it. As an example, a mans roles as husband, father, son, and church member are all intertwined with each other and with his set of organizational roles.4xConflict within groupsConflicts between people in work groups, committees, task forces, and other organizational forms of face-to-face groups are inevitable. As we have mentioned, these conflicts may be destructi ve as well as constructive.In western culture, winning is more acceptable than losing, and competition is more prevalent than cooperation, all of which tends to step forward intragroup conflict. Group meetings are often conducted in a win-lose climate that is, individual or subgroup interaction is conducted for the purpose of determining a winner and a loser rather than for achieving mutual problem solving5x.Conflict arises in groups because of the scarcity of freedom, position, and resources. People who value independence tend to resist the need for interdependence and, to some extent, consent within a group. People who seek power therefore struggle with others for position or status within the group. Rewards and recognition are often perceived as insufficient and improperly distributed, and members are disposed to compete with each other for these prizes.Interdepartmental ConflictThe third major cause of organizational conflict is structural. Organizations are designed around product lines, regions or technical specialties. These activities are assigned to departments that often have mutually exclusive structured interests and goals and that interact within a framework of scarce resources and task dependence. When resources are relatively fixed and when one departments gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. 9xOther contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authori ty, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations.How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrators efforts to manage or influence it. This in turn is related to ones understanding of the source of a specific conflict situation.Process of ConflictProcess of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown.The first stage is also called aslatent stagein which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organi zation is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication line of work can produce conflict as a consequence.The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stagePerception of the participants in conflict which does not mean that conflict, has occurred.Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs.In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement.The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary, the decrease of working efficacy 8x.Conflict management stylesThe success of the organization depends on the ability of conflict recognition and the very way of conflict management. Conflict management implies integration of all factors which can contribute to conflict resolution or its prevention. Those factors are improvement of communication and practicing discipline in the organization, as well as having in mind the life phases of parties included. Different authors know about various approaches to conflict management. Besides five typical approaches and strategies on conflict management which we will show and explain, it is important to point out that an important role bears also the organization itself as the third party in conflict. The organization appears as the mediator between adversaries or as arbitrator. This third party in organization are managers which by using their experience have to constantly develop new strategies and tactic for conflict resolution by using their experience. Moreover, it is generally acknowledged that conflict represents the most severe test of managers interpersonal skills. contrast MANAGEMENT STYLES DIAGRAMThomas and Kilmann identified a conflict-handling grid comprised of five conflict management styles based on two dimensions assertiveness and cooperativeness.Assertiveness is the motivation of an individual to achieve his/her own goals, objectives, and outcomes, while cooperativeness assesses the willingness to allow or help the other party to achieve its goals or outcomes. Any of the five conflict resolution styles might be appropriate based on the circumstances of the situation and the personalities of the individuals involved.Avoiding Conflict Resolution StyleThe avoiding style is low on both assertiveness and cooperativeness. In other words, the mana ger is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she sharp pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly turn to or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly.When is Avoiding Appropriate?Avoiding conflict can be an appropriate choice, depending on the circumstances. According to Thomas-Kilmann avoiding is an appropriate form of dealing with conflict when used in the following situationsWhen an issue is trivial and other issues are more important or pressing use time and effort where it will be most productive.When there is no opportunity to constructively address the concern attempts to deal with the problem will likely result in futility and may make matters worse. It may not be the right time or place.When the potential cost of confronting the conflict outweighs the benefits in addressing it this requires assessment and judgment.To buy time and give angry people an opportunity to cool down so that tensions can be reduced it is important for parties to take a break to regain perspective and composure when the situation becomes heated.To refrain from making a rushed decision and allow time to obtain more information or support well planned and prepared decisions are usually the best decisions.When it is more appropriate for others to resolve the conflict resist getting in the middle of conflicts that are better dealt with by other people.Working with Conflict Avoidant IndividualsIt is occur that the use of avoiding dealing with conflicts and differences can have both positive and negative implications. When working with individuals as a supervisor, mediator, or friend it is helpful to get them to consider the pros and cons of avoidi ng conflict. Developing a strategy or plan requires that conflict avoidant individuals at least consider their options. 10xChoosing a conflict mode other than avoiding may be understood by conflict avoidant people as a better option but performing on this choice can still be very difficult. Ensure that emotions are under control so that the facts, beliefs, and goals regarding the disagreement can be clarified and understood as objectively as possible. spendthrift fear can be emotionally paralyzing.Role playing or writing out a plan of action can give a conflict avoidant person the confidence they need to deal with the conflict. Assertiveness coaching may also help. These preparatory approaches allow individuals to express their thoughts and feelings in a bearing that is typically less stressful than talking about them spontaneously.It is possible that one party will be in a relative power position over another, such as a hirer vs. employee. In these situations involve a person in a mediator role who can be neutral yet balance the power relationship so that the weaker party will develop the courage to address their concerns. When this is not possible the weaker party may need to include another person as a third party advocate or observer to help give them some support. 10xCompeting Conflict Resolution StyleThe competing style of resolving conflict is also known as the win-lose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting.The strategy of competing as a means of gaining power and control stems from early childhood and is reinforced throughout our years in school and college. Many children learn that they can obtain material objects as well as social control over people by using assertive, demanding or aggressive behavior. As they get along they use their talent to compete to be the best student, athlete, musician, etc. or to socially compete to be popular and have status among peers. Some youth learn to deal with disagreements by persuading others to accept their position. Others use power negatively in the form of arguments, threats, intimidation, or physical fighting. Youth who are effective at competing are deemed to be successful. Children and youth who do not stand up for themselves in conflicts may be seen as weak. Many video games and other media directed at youth promote the thrill of agreeable in conflict with the goal of defeating the enemy, often using any means possible. All of these dynamics promote the use of competitiveness. While parents and teachers also instruct children to be kind, considerate, and cooperative there remains a strong inclination toward using competitiveness as a means of solving problems and achieving success.The value of competing to resolve differences and achieve goals continues into adulthood and employment. Individuals compete for status and position within organizations, sometimes being rewarded for their ability to achieve business goals by being better than their internal colleagues or external business competitors. Successful leaders demonstrate an ability to strategically use their competitive energy and skills for personal and professional benefit. While competing can be productive it can also cause problems when used excessively or inappropriately. It can lead to misuse of power, fraudulent acts, and unethical or illegal activity as we have seen in the situation at Enron and in other business and political events in the news. Truly successful people develop the judgment and skills to use competitiveness effectively and appropriately. 10xCompeting is an appropriate form of dealing with conflict when used in the following situationsWhen a quick decision and a ction is needed.When the outcome is critical and cannot be compromised.When you know you are right and are doing the correct thing.In emergencies or when safety is a concern.When being right matters more than preserving the relationship with the other party.When important but unpopular actions are needed such as cost-cutting, down-sizing, enforcing rules, or administering discipline.When ones position, authority, or rights are being challenged.When implementing strategic change and strong, confident leadership needs to be demonstrated.When used inappropriately competing in conflict situations can lead to negative consequences such asWhen it strains relationships leading to impudence and retaliation.When it causes intimidation which inhibits important communication, discussion of alternative ideas and attempts at problem solving.When collaboration or compromise would lead to a better exchange of information and better decisions or outcomes.When personal drive for power and control o verrides the best interests of the organization.When it results in diminished commitment and support from staff.When it is indicative of a highly competitive personality trait resulting in overuse, causing a person to not recognize when it is important to quit or take another stance.When winning at all costs results in harm to people or the organization.When the personal relationship is more important than the issue at stake.In attempting to address a conflict with another person who differs with you and takes a competitive position it may be helpful to do the followingAllow the person to first thoroughly explain their position, asking clarifying questions.Summarize and repeat what you have heard to assure mutual understanding.Acknowledge the parts that you agree with.Ask the party to carefully listen to your position, clarifying points of agreement and disagreement, using logic and data to support your perspective.Consider having both positions put into writing for review and consi deration.Minimize discussion or expression of feelings or subjective elements unless the other party seems open to this perspective.Point out the mutual benefits of a decision that involve collaboration or compromise if this is an option. admirer the other party to understand how your position will benefit him/her and how they can gain from agreement with your proposal.I