formation of a coalition, that party can exert considerable influence over the outcome of the decision or

solution to the problem.

3. Organisational Interactions
When work needs to be coordinated, when resources must be shared, and when otherwork-flow
interdependencies exist, conflict often arises. Managers have number options available to reduce
conflicts by adjusting the organisation design of such friction points as follows:
a. Buffering approach can be used when the inputs of one group are the outputs of another group.
Under this approach, an inventory is built up between the two groups so that any output
slowdown or excess is absorbed by the inventory and does not directly pressure that target group.
b. Illogically sequenced procedures should be changed to remove unnecessary difficulties.
c. Groups, especially those which are prone to conflict, may be separated by reducing contact
between them.
d. Training programmes may be designed and implemented for improving interpersonal and group
relationships, and for socialisation of new members.
e. Monetary and non-monetary incentives may be installed for the group as a whole, instead of on
an individual basis, for higher performance and productivity.
f. Communication systems may be redesigned so as to resolve conflict situations.
g. Work-group may be established with overlapping memberships.
h. Better coordination may be effected through a liaison-group, which will prevent destructive
clashes. Such a group may be given formal authority to resolve conflict.
i. Changes in the design of physical workplace may be used effectively to resolve conflict - such as
office space, desks, etc.
4. Confrontation
Three methods or techniques may be used under confrontation strategy as follows:
(a) Problem Solving
It involves bringing together the conflicting parties to conduct a formal confrontation meeting, so
as to have the parties present their views and opinions to each other and work through the differences in
attitudes and perceptions. An atmosphere of trust and openness has to be built, where neither party feels
that it has to win every battle to maintain self-respect. Instead, conflicting parties recognise that
something is wrong and needs attention. When success is achieved through problem solving, it may be
believed that true conflict resolution has occurred.
(b) Mutual Personnel Exchange
It involves increasing the communication and understanding between groups by exchanging
personnel for a period of time-it is assumed that the exchanged personnel can learn about the other
group and communicate their impressions back to their original group.
(c) Super ordinate Goals
Super ordinate goals are common, more important or highly valued goals on which the
conflicting parties are asked or appealed to focus their attention. Such goals are unattainable by one
group or individual alone and generally supersede all other goals of each group or individual.

CONFLICT MANAGEMENT

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 Conflict management is what we’re doing when we identify and deal with conflict in a
reasonable manner. To manage conflict the management Gurus say that we must develop and use skills
like effective communication, problem solving, and negotiating. When we resolve issus, we need to
focus on the things we need or desire as a group, and not things needed or wanted by individuals. This
promotes working with each other instead of against each other. There are some proven strategies that
you can use to help resolve conflicts within your groups. The Ohio Commission on Dispute Resolution
and Conflict Management in USA describes five popular styles.

COLLABORATING
1. Why should I collaborate?
 Cooperation will help everyone achieve their goals and keep relationships healthy.
 A Collaborator’s Attitude: Talking through the conflict will help us find creative ways to
solve our problems where everyone is satisfied in the end.
2. When should I collaborate?
 Everyone trust each other
 No one wants total decision or resolution power
 Everyone needs to have a part in the decision
 Everyone involved will change their thinking as more information is available
 People need to work through personal hurts and disappointments
 When should I choose another method?
 When you need a resolution that won’t take a lot of time and money
 When some may take advantage of others’ trust
COMPROMISING
1. Why should I compromise?
Winning something while losing a little is sometimes okay.
2. A Compromiser’s Attitude:We should all meet halfway to do what is best for the group and each of
us can still get part of what we want.
3. When should I compromise?
 No one at the table has more position or power than anyone else and everyone is equally
committed to the group’s goals.
 Time can be saved by agreeing on a situation that works for everyone “for now”
 Achieving all of your goals are only somewhat important
4. When should I choose another method?
 Things that are important to you may be lost in the fray
 Someone’s demands are too great for the rest of the table.

ACCOMODATING
1. Why should I accommodate?
Our commonalities are more important than other issues and facing differences may hurt relationships.
2. An accommodator’s attitude:

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I will please others by playing down how important the issue or conflict is in order to protect
relationships.

3. When should I accommodate?

 Issues not as important to you as it is to others
 You know you can’t win
 Everyone agreeing is the most important thing
 The things people have in common are more important than their differences
4. When should I choose another method?
 Some ideas don’t get attention
 Credibility and influence can be lost.
COMPETING
1. Why should I compete?
Resolving a conflict is associated with competition and winning.
A competitor’s attitude:
 I must use all of my power to win the conflict.
2. When should I compete?
 You know you’re right
 A quick decision is necessary
 Strong personalities are overshadowing other people
 Defending your rights or position
3. When should I choose another method?
 Can make conflict worse
 Those on the losing end may attempt to get back at the winners.

AVOIDING
1. Why should I avoid?
Not the right time or place to address this issue.
2. An avoider’s attitude:
I avoid conflict by leaving, avoid, or putting off discussions.
3. When should I avoid?
 Conflict is small and the future of a relationships is at stake
 There is no time to devote to conflict resolution
 Other issues are more important than the conflict
 There is no chance of getting your concerns heard
 One party is too emotionally involved and others can better resolve the conflict
 More information is needed
4. When should I choose another method?
 Decisions may be made by default
 Putting off or avoiding issues may make matters worse.

STRATEGIES FOR MANAGING CONFLICT

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Methods for managing conflict:
Given the right opportunity and motivation all conflict can be resolved but not always to the
satisfaction of all parties. The effect of disagreement and the methods for resolution depend on how
conflict is managed by the participants.
The following are some common methods that can help to effectively manage conflict.
1. Denial or Avoidance
With this approach, individuals attempt to reduce or get rid of the conflict by denying it exists,
both parties shun each other or dodge the issue of disagreement.

2. Suppression
"We all get along here", "we run a happy ship", "don't rock the boat", and "nice people don't
fight", are the voices of suppression. People who use suppression play down their differences in a belief
it is better to "go along to get along."
3. Power or Dominance
Power is often used to settle differences. The source of power may be physical, or vested by
authority or position. Power strategies, however, result in a win-lose situation.In other words, in order
for somebody to gain something, somebody else has to lose something. Normally the loser will not
support the final decision in the same way as the winner, and may even attempt to sabotage the decision.

4. Third Party Intervention

Using this strategy requires a third party that is unbiased and is not taking sides to upport either
party in conflict. The third party may be known or unknown to the parties involved or may even be from
a different location. Some assumptions in using a third party are:
i. The third party is trusted or respected by participants.
ii. All parties involved will accept the decision of the third party.
iii. The third party has the power or authority to rule over the decision.
iv. The third party is an expert, has knowledge or is competent to give a decision about the issue(s)
in dispute.
v. All parties believe a just and fair decision will be rendered.
5. Compromise or Negotiation
Compromise and negotiation are often regarded as virtues in our culture. Compromise is an
agreement between parties about what each should give or get in a particular situation. "You give a little,
and I'll give a little so we can meet each other halfway", is a way we have been taught to get along with
others. It is believed all parties will profit from the compromise or at least have a feeling of being treated
fairly. Negotiation reaches an impasse when one or all participants become set in what they are willing
to give and limits have been reached. The compromise, therefore, would allow all parties to reach an
agreement with which all would be somewhat satisfied or rewarded.
6. Integration or Collaboration
This approach requires all parties in a conflict situation to recognize the legitimate abilities and
expertise of each other in the process of resolution. This method attempts to find an acceptable solution

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that does not necessarily require giving and getting as in a compromised solution. The group problem
solving concept is considered the optimum form of managing conflict because it encourages a common
search for creative alternatives to resolve the conflict that is rewarding to all parties.

Unit V
Organisation change – Process – Causes of resistance to change and Overcoming resistance to
change –Organisation Development – OD Process and Techniques – Organisation Culture –
Factors influencing organisation culture – Organisational Effectiveness – Process and factors
influencing organizational effectiveness.

ORGANISATIONAL CHANGE
Changes are taking place all around without exception. It is but natural that everything changes
over time. What remains constant is change itself? Therefore, it’s the responsibility of the manager to
appreciate the change, assess its impact on the organization and prepare to adopt it, if necessary.
Depending on the magnitude of change, it may impact an individual, a group, structure, process and
subsystems. By scanning the environment and deciphering how changes in the environment are likely to
widen the gap between desired and actual state of affairs of organization such as productivity, customer
and employer satisfactions ,the degree and impact of change could be gauged. Manager can be a change
agent by introducing planned changes in the organization.
Meaning and Nature of Change
The term change in the organization context refers to any alteration that occurs in the work
environment. Planned changes mean those changes which are effected in a planned manner after
assessing the need for change and working out the details as to when and how they will be carried out. A
planned change is also called proactive change.
In contrast, reactive change is the one which takes place in random fashion as a crisis situation develops.
For proactive or planned change to be initiated, manager shall be sensitive to the environmental changes
affecting the organization so that organizational crisis situations can be averted.
Planned change or proactive change is purposeful or goal directed. There are two widely recognized
goals of the planned change.
1. One, it sets to improve the organizational ability to cope with, or adapt to change environment.
2. Second, it seeks to change employee knowledge, attitude and behavior. Change in any part of the
organization tends to effect the whole organization. Change is a human as well as a technical
problem. Whenever there is a change, social equilibrium in the organization is affected. When
change occurs in the organization, it requires employees to make new adjustments as the
organization seeks new equilibrium.

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