A PROJECT REPORT

ON
CONFLICT MANAGEMENT

SUBMITTED TO DEPARTMENT OF BUSINESS

ADMINISTRATION IN THE PARTIAL FULFILLMENT OF
S.Y.B.B.A
DEGREE OF
SAVITRIBAI PHULE UNIVERSITY, PUNE

SUBMITTED BY
MS. SHRAVANI HEMANT LABHADE
ROLL.NO – 35
ACADEMIC YEAR : 2022 – 2023
UNDER THE GUIDANCE OF:
ASST. PROF. MRS.SWATI MAHAJAN

K.K WAGH ARTS, COMMERCE, SCIENCE & COMPUTER

SCIENCE COLLEGE NASIK.
 INDEX

Sr.no Content Page. no

1 Introduction 1-2

2 Factors Influencing Organisational Conflict 3-4

3 Types of Organisational Conflict 5

4 Causes of Organisational Conflict 6 -7

5 Ways to Manage Conflicts in Organisation 8

6 Conflict Management 9

7 Conflict Handling Styles 10 - 16

8 Conclusion 17

9 Bibliography 18
 INTRODUCTION

Meaning of Conflict:

 Conflict can be defined as a difference that

exists between needs, values, and interests
of individuals or groups in an
organization.

 Conflict can be constructive, and it can be

destructive. The distinction is based on
how the conflict is managed.

 Conflict cannot always be avoided. Many

positive outcomes can result from working
through conflict. Properly managed
conflict can help in bringing constructive
change.
 Definition of Conflict:

 “Conflict is any situation in which two

or more parties feel themselves in
opposition. It is an interpersonal
process that arises from disagreements
over the goals or the methods to
accomplish those goals.”
 Factors Influencing
Organizational Conflict

1) Unclear Responsibility:
 If there is lack of clarity, regarding who is
responsible for which section of a task or
project, conflict takes place. And, to avoid
this situation, the roles and responsibility
of the team members should be stated
clearly and also agreed upon by all.

2) Interpersonal Relationship:
 Every member of an organization,
possesses different personality, which
plays a crucial role in resolving conflict in
an organization.
 Conflicts at the workplace are often caused
by interpersonal issues between the
members of the organization.
3) Scarcity of Resources:
 One of the main reasons for occurrence of
conflict in an organization is the
inadequacy of resources like time, money,
materials etc due to which members of
the organization compete with each other,
leading to conflict between them.

4) Conflict of Interest:
 When there is a disorientation between
the personal goals of the individual and
the goals of the organization, conflict of
interest arises, as the individual may fight
for his personal goals, which hinders the
overall success of the project.
 Conflicts alleviate at the workplace due to
individual and inter-individual factors.
Individual related causes include
attitudes, beliefs, personality orientation
and human-frailties. Inter-individual
conflicts arises when a manager breaches
norms of the organization.
 Types of Organizational Conflict

1)Relationship Conflict:
 The conflict arising out of interpersonal
tension among employees, which is
concerned with the relationship
intrinsically, not the project at hand.
2) Task Conflict:
 When there is a discord among members
regarding nature of work to be performed
it is task conflict.
3) Process Conflict:
 Clashes among the team members due to
the difference in opinions on how work
should be completed is called process
conflict.
 Organizational conflict can also be
personal conflict (one that exist between
two people because of mutual dislike),
intragroup conflict (one arising out of lack
of liberty, resource, etc. in a group) and
intergroup conflict (one that exist
between two groups).
 Causes of Organizational Conflict

1. Managerial Expectations:
 Every employee is expected to meet the
targets, imposed by his/her superior and
when these expectations are
misunderstood or not fulfilled within the
stipulated time, conflicts arises.

2. Communication Disruption:
 One of the major causes of conflict at the
workplace is disruption in the
communication, i.e., if one employee
requires certain information from
another, who does not respond properly,
conflict sparks in the organization.
3. Misunderstanding:
 Misunderstanding of information can also
alleviate dispute in organization in the
sense that if one person misinterprets
some information, it can lead to series of
conflicts.

4. Lack of Accountability:
 If in a project responsibilities are not clear
and some mistake has arisen, of which no
member of the team wants to take
responsibility can also become a cause of
conflict in the organization.
 The causes of organizational conflict are to
be known, to resolve them as early as
possible, because it hinders the efficiency,
effectiveness and productivity of the
employees and the organization as well,
which ultimately hampers its success.
 Ways to Manage Conflicts in
Organization

 Handle the conflict positively.

 Formation of official grievance procedure
for all members.
 Concentrate on the causes rather than
their effect to assess conflicts.
 Parties to conflicts should be given an
equal voice, irrespective of their position,
term or political influence.
 Active participation of all the parties to
conflict can also help to counter it.
 In an organization, conflict is inevitable
and so various means are to be discovered
to resolve them or use them in a way that
can help the organization to increase its
productivity.
 Conflict Management

Conflict-Handling Styles
 Individuals vary in the way that they
handle conflicts. There are five common
styles of handling conflicts. These styles
can be mapped onto a grid that shows the
varying degree of co-operation and
assertiveness each style entails.
The strategies commonly adopted by
the organisation are as follows:

1) Avoidance:

 In this the conflicting parties may either

withdraw or conceal the incompatibility
Organisation uses avoiding strategies,
where there is clear advantage of waiting
to resolve the conflict. Avoiding is
appropriate if companies are too busy with
more important concern.
 We don't pursue our position, or that of
the other person, and so don't address the
conflict. We might simply not talk about it,
postpone the issue, or withdraw from the
situation. Avoidance is effective when the
situation is charged with emotion that will
prevent rational discussion, when you
have no prospect of satisfying your
concerns, (egg, company policy) or when
other people might be better placed to
resolve the problem.
2) Competition:

 It is a kind of win-lose approach in which

a person seeks to satisfy his or her own
interest, regardless of the impact on the
other parties to the conflict.
 Organisational strategies are used when
they deal with strong personalities. In this
senior person use their power to diffuse
the conflict.
 We aim to assert or 'win' our position
with no concern for the needs of the other
person. We use whatever power (rank,
intellect, etc.), we can to achieve this goal.
 Competing behaviour can be effective in
emergency situations, or where tough
actions are required that are not in the
interests of the other person, e.g., cost
reductions, redundancies, rules, and
discipline.
3) Collaboration:
 In collaborating, the intention of the
parties is to solve the problem by
clarifying differences rather than by
accommodating various points of view It is
a kind of win-win solution that allows both
parties to achieve their goals. The use of
collaborations is inappropriate when time
is of the essence, issues are unimportant
and goals of other party are wrong or
illegal.
 Collaborating is considered to the one of
the best strategies, especially when the
organisation interest is at the stake. this
strategy is generally used when
organisation feel that the concern is
important.
 This strategy is used mostly in all the
organisations, where we have to solve
interpersonal conflict. It promotes creative
problem-solving It takes more time than
other strategies.
 We actively work with the other person to
satisfy fully the concerns of both parties.
We analyse and gather data, seek out
 underlying causes, and try to see the issue
from both sides so that neither side has to
give ground.
 Collaboration helps to merge very
different insights on a problem, (egg, the
solution is one that neither person would
have produced alone) to gain commitment
from others who will have to implement
the solution, and to build long-term
partnerships.
4) Accommodation:

 It is a kind of lose-win situation in which

one party seeks to appease an opponent
that party may be willing to place
opponents’ interest above his or her own,
i.e., in short one party willing to be self-
sacrificing When conflict is upon fairly
unimportant issue, organisation in order
to resolve the conflict uses
accommodating strategies.
 We neglect our own concerns for the
interests of the other person. We tend
towards selfless generosity - even charity-
and are entirely non-competitive.
 Accommodation is useful for the longer-
term, egg, giving in on this point will
build better relations in the future, or
when harmony is more important than
this particular issue.
5) Compromising:

 It is a well-accepted strategy for resolving

conflict. In it there is no clear winner or
loser. It is a kind of situation in which
each party is willing to give up something.
Its use is appropriate when cooperation is
important but time/resources are limited
or finding an outcome, even less than best
is better than being without any solution.
It is not suitable when creative solution is
essential.
 Compromising strategies come under the
second choice by the organisation.
Organisation use compromising strategy
when they are dealing the moderately
important issues. It can often lead to quick
solution. We aim for a solution that both
parties can accept, which partially satisfies
their concerns.
 It requires willingness to give and take,
and assumes both sides are able to give
ground. Compromise is useful for
achieving a temporary settlement to a
complex issue, or an expedient solution
under time pressure.
 It is the role of the manager to have a view
about his unit activities. The employees
must be keenly viewed frequently.
Unfortunately, when co-workers are
unhappy with each other or their work
situation, they are not always upfront
about what is bothering them. Instead,
they may be filled with anger but never try
to show it.
 The classic 'Win-Win' outcome that we
often seek when resolving a disagreement
by negotiation should really be achieved
through Collaboration, but is often the
result of compromise. A compromise Win-
Win will resolve the immediate conflict
but may not address underlying
disagreements or differing attitudes.
 CONCLUSION

 Like much of organizational behaviour,

there is no one "right way to deal with
conflict. Much of the time it will depend
on the situation. However, the
collaborative style has the potential to be
highly effective in many different
situations.
 We do know that most individuals have a
dominant style that they tend to use most
frequently. Think of your friend who is
always looking for a fight or your co-
worker who always backs down from
disagreement. Successful individuals are
able to match their style to the situation.
 There are times when avoiding a conflict
can be a great choice. For example, if a
driver cuts you off in traffic, ignoring it
and going on with your day is a good
alternative to 'road rage. However, if a
colleague keeps claiming ownership of
your ideas, it may be time for a
confrontation.
 BIBLIOGRAPHY

 Reference books:
1. Organisational Behaviour – Mrs
Arata Outroar

 www.google.com
 www.Wikipedia.com
 www.bizfluent.com