Escolar Documentos
Profissional Documentos
Cultura Documentos
and
STRUCTURAL
Approach
to
CONFLICT
MANAGEMENT
EDLYN A. NACIONAL
MAED 311
Dr. MUSTAPHA
Professor
Kenneth W. Thomas,
Ph. D.
Traditional view:
The belief that all conflicts are harmful
and must be avoided
Human relations view:
That belief that conflict is a natural and
inevitable outcome in any group
Integrationist view:
The belief that conflict is not only a
positive force
in group but that it is
absolutely necessary for a group to
Functional conflict
Increase information & ideas
Encourages innovative thinking
Unshackles different points of
view
Reduce stagnation
Dysfunctional conflict
Sources of Conflict
Figure 17.3
17-7
Sources of Conflict
Different
Authority
Sources of Conflict
Task Interdependencies
One member of a group or a group fails to finish a task that
another member or group depends on, causing the waiting
worker or group to fall behind.
17-9
Sources of Conflict
Scarce Resources
Managers can come into conflict over the allocation of scare
resources.
Status Inconsistencies
Some individuals and groups have a higher
organizational status than others, leading to conflict
with lower status groups.
Lose-lose conflict.
Management by avoidance or accommodation.
Win-lose conflict.
Management by competition and compromise.
Win-win conflict.
Management by collaboration.
Avoidance (withdrawal).
Accommodation (smoothing).
Cooperative and assertive.
Compromise.
Avoidance
two parties try to ignore the problem and do nothing to resolve
the disagreement
Compromise
each party is concerned about their goal accomplishment and is
willing to engage in give-and-take exchange to reach a
reasonable solution.
2003 McGraw-Hill Australia Pty Ltd PPTs t/a Organisational Behaviour on the
Ed Lallo