CONFLICT MANAGEMENT arise, chances are it's because of issues regarding communication,

structure, or personal variables

CONFLICT COGNITION AND PERSONALIZATION
- The word "conflict tends to generate images of anger, fighting, and - Cognition is the mental awareness of conflict. If people aren't aware
other ugly thoughts that leave people bruised and beaten. of a disagreement or issue, conflict doesn't exist for them.
- Conflict is when two people or groups disagree, and the Personalization is the emotional response to the conflict. Just
disagreement causes friction. recognizing a conflict isn't enough to make it serious-
personalization happens when people feel personally affected by it.
DISADVANTAGES INTENTIONS
- TEAM LOSE FOCUS ON COMMON GOALS - Intentions come between people's perceptions and emotions and
- WINNING ECLIPSES ANY OTHER GOALS OF THE GROUP help those who are involved in the potential conflict to decide to
- JUDGEMENT GETS DISTORTED act in a particular way. One has to infer what the other person
- THERE IS A LACK OF COOPERATION meant in order to determine how to respond to a statement or
- LOSING MEMBERS LACK MOTIVATION TO CONTINUE action.
PARTICIPATION BEHAVIOR
- ADVANTAGES - Behavior is the stage where conflict becomes evident, as it includes
- HIGH ENERGY the statements, actions and reactions of the parties involved in the
- TASK FOCUS conflict.
- COHESIVENESS WITHIN THE GROUP OUTCOMES FUNCTIONAL
- DISCUSSION OF ISSUE - Functional outcomes occur when conflict is constructive, it may be
hard to think of times when people disagree and argue, and the
SOURCES OF CONFLICT outcome is somehow good.
OUTCOMES DYSFUNCTIONAL
GOAL INCOMPATIBILITY AND DIFFERENTIATION - Dysfunctional outcomes are generally more well known and
GOAL INCOMPATIBILITY: understood. Uncontrolled opposition breeds discontent, which acts
- WHEN TEAMS OR INDIVIDUALS HAVE CONFLICTING OBJECTIVES to sever ties and eventually leads to the dissolution of the group.

DIFFERENTIATION: TYPES OF WORKPLACE CONFLICT

- WHEN DEPARTMENTS OR PEOPLE HAVE DIFFERENT ROLES AND INTRAPERSONAL- The intrapersonal conflict is conflict experienced
PERSPECTIVE by a single individual, when his or her own goals, values or roles
diverge.
UNCERTAINTY AND RESOURCE SCARCITY INTERPERSONAL- The interpersonal conflict is conflict due to
differences in goals, value and styles between two or more people
UNCERTAINTY: OCCURS WHEN THERE IS A LACK OF CLEAR who are required to interact.
DIRECTION OR FUTURE OUTCOMES INTRAGROUP- Intragroup conflict is conflict within a group or team,
RESOURCE SCARCITY: LIMITED RESOURCES LIKE BUDGET, TIME, OR where members conflict over goals or procedures.
STAFF CAN LEAD TO COMPETITION AMONG DEPARTMENTS OR INTERGROUP- Integroup conflict is when conflict between groups
INDIVIDUALS inside and outside an organization disagree on various issues
INTERDEPENDENCE-WHEN TEAMS RELY ON EACH OTHER TO
COMPLETE TASKS LEADING TO FRUSTRATIONS IF THERE ARE DELAYS WITHIN THOSE MENTIONED TYPES OF CONFLICT, ONE CAN
OR MISTAKES EXPERIENCE:
REWARD SYSTEM- A STRUCTURED SYSTEM WITHIN THE -HORIZONTAL CONFLICT
ORGANIZATION TO RECOGNIZE AND REWARD EMPLOYEES -VERTICAL CONFLICT
PERFORMANCE
SOURCES OF CONFLICT IN AN ORGANIZATION
CONFLICT PROCESS 1. Goal incompatibility and Differentiation
• Potential Opposition or Incompatibility 2. Interdependence
• Cognition and Personalization 3. Uncertainty and Resource Scarcity
• Intentions 4. Reward Systems
• Behavior
• Outcomes (Functional & Dysfunctional) Conflict management is the process by which disputes are rescived,
where negative results are minimized and positive results are
POTENTIAL OPPOSITION OR INCOMPATIBILITY prioritized.
- The first stage in the conflict process is the existence of conditions -When done property, it can even increase the organizational
that allow conflict to arise. The existence of these conditions learning through the questions asked during the process
doesn't necessarily guarantee conflict will arise. But if conflict does
CONFLICT MANAGEMENT STYLES
 ▪ Avoiding Style -It may stifle helpful input from your coworkers and damage
▪ Accommodating Style workplace relationships your workplace relationship
▪ Competing Style
▪ Compromising Style COMPROMISING STYLE
▪ Collaborating Style The compromising style of conflict management shows moderate
concern for others and moderate concern for the ultimate goal, and
AVOIDING STYLE- The avoiding style of conflict resolution is one a focus is placed on achieving a reasonable middle ground where
where one has low concern for his or her ultimate goal and low all the parties can be happy. This style is sometimes known as lose-
concern for his or her relationship with the other. lose, in that both parties will have to give up a few things in order
-This style aims to reduce conflict by ignoring it removing the to agree on the larger issue.
conflicted parties, or evading it in some manner
ADVANTAGES
ADVANTAGES -Understanding more about the other persons perspective, allows
-Giving people time to calm down can solve a surprising amount of both parties to feel heard
issues -Managers using this tactic are seen as facilitating agreement, being
-Time and space can give a much needed perspective to those hands-on and finding solutions
conflicts and some issues resolve themselves DISADVANTAGES
DISADVANTAGES -Foster short-term productivity but rarely completely solves the
-Managers con seem incompetent and Incapable of handling underlying problems
disagreements -Burn up employees goodwill and managers can be seen as unable
-Deliberate delay often causes unresolved conflict that results in to execute collaboration
resentment and frustration among employees
COLLABORATING STYLE
ACCOMODATING STYLE-The accommodating style of conflict -The collaborating style is one where there is high concern for
resolution is where one party focuses on the needs of the other, relationships and high concen for achieving one's own goal. This
and not the importance of the goal style produces the best long-term results, at the same time it is
-This style is about simply putting the other parties needs before often the most difficult and time consuming to reach. Each party's
one's own. You allow them to win and get their way. This option is needs and wants are considered, and a win-win solution is found so
about keeping the peace, not putting in more effort than the issues that everyone leaves satisfied
worth and knowing when to pick battles
ADVANTAGES
ADVANTAGES -A solution that actually solves the problems of the conflict is found
-Small disagreements can be handled quickly and easily, with a and the manager who Implements this tactic will be seen as skilled
minimum of effort -Frequently produces the most satisfying tong-term results
-Acknowledging and accepting someone else's views or DISADVANTAGES
perspectives is an important part of teamwork -Can often be time and labor- intensive, as there is a need to
DISADVANTAGES facillate both paties negotiating a solution together.
-Managers may seem too accommodating which could be abused -Deadlines or production may have to the delayed while solutions
-The unfavored option may some from someone more experienced are found.
or expert in the field
NEGOTIATION- is the process of discussing each individual's
COMPETING STYLE position on a topic and attempting to reach a solution that benefits
-The competing style of conflict resolutions defined by one party both parties. We often step in and negotiate when a conflict is
pushing ahead with his or her own mission and goals with no taking place but conflict doesn't have to exist for there to be an
concern for the other party in the conflict. opportunity for negotiation. It can be a discussion of an exchange
-This style rejects compromise and involves not giving in to others of goods and services
viewpoints or wants. One party stands firm in what they think is the
correct handling of a situation, and does not back down until they STAGES OF NEGOTIATION
get their way. - Preparation and Planning
- Definition of Ground Rules
ADVANTAGES - Clarification and Justification
-Addresses conflict directly, as the goal of the competing style is to - Bargaining and Problem Solving
end the conflict as quickly as possible - Closure and Implementation
-Managers using this style show that they are strong and will not
back down on their principles PREPARATION AND PLANNING-In the preparation and planning
DISADVANTAGES stage of negotiation its essential to clarify your own goals and
-It can be detrimental to the morale and productivity of a team understand the terms of the exchange. Anticipate the other party's
goals, potential requests, and any hidden agendas they might have. CONSULTANTS-A consultant is a skilled third-party negotiator
Consider what they might settle for and how it differs from your focused on conflict management, helping parties understand and
desired outcome. This stage is crucial for developing a negotiation work together for long- term resolution. A real estate agent
strategy. exemplifies this role by guiding clients through the complexities of
buying a home, such as earnest money deposits and preparation of
DEFINITION OF GROUND RULES-After completing planning and purchase agreements.
strategy development it's important to establish ground rules for
the negotiation with the other party. Key agreements should
include who will negotiate (personally or with a third party, the EMPLOYEE MEDIATION- A PROCESS WHERE A NEUTRAL THIRD
negotiation location, any time constraints, limits on the negotiation, PARTY, CALLED A MEDIATOR, HELPS EMPLOYEES RESOLVE
and processes for unresolved agreements. This phase typically WORKPLACE CONFLICTS. IT'S A STRUCTURED APPROACH TO
involves exchanging initial positions. COMMUNICATION AND PROBLEM-SOLVING THAT AIMS TO FIND
SOLUTIONS THAT WORK FOR EVERYONE INVOLVED.
CLARIFICATION AND JUSTIFICATION- In the clarification and
justification stage of negotiation, both parties explain and support “MEDIATION IS CONFLICT'S WAY OF LOOKING AT ITSELF.”
their positions. This phase allows each side to educate the other -JEFF COHEN
and gain a deeper understanding of differing perspectives. It's also
a time to review negotiation strategies to ensure they are still BENEFITS OF EMPLOYEE MEDIATION
appropriate. While it's essential to keep the atmosphere non-
confrontational managing emotions is crucial to facilitate serious ➢ EFFICIENT CONFLICT RESOLUTION MEDIATION PROVIDES A
bargaining as tensions may rise during this stage. QUICKER NO LESS EXPENSIVE ALTERNATIVE TO FORMAL LEGAL
PROCEEDINGS LAWSUITS OR ARBITRATION.
BARGAINING AND PROBLEM SOLVING- The negotiation process ➢ PRESERVATION OF RELATIONSHIPS BY FOSTERING OPEN DIALOGUE
involves give and take between parties using various strategies to AND UNDERSTANDING MEDIATION CAN HELP PRESERVE WORKING
achieve their goals established during preparation. Effective RELATIONSHIPS THAT MIGHT BE STRAINED BY CONFLICT.
communication skills, such as active listening and providing ➢ IMPROVED COMMUNICATION MEDIATION ENCOURAGES PARTIES
feedback, are crucial. Staying focused on the issues and maintaining TO ARTICULATE THEIR PERSPECTIVES, LISTEN TO EACH OTHER'S
control over emotions facilitates objective discussions. Ultimately, VIEWPOINTS AND WORK TOWARDS FINDING COMMON GROUND.
both parties aim to reach an agreement. ➢ INCREASED PRODUCTIVITY BY RESOLVING CONFLICTS MEDIATION
CAN HELP REDUCE WORKPLACE STRESS IMPROVE MORALE AND
CLOSURE AND IMPLEMENTATION- Once an agreement is reached, ENHANCE OVERALL PRODUCTIVITY
procedures are developed to implement and monitor its terms. This
information is then formatted to be acceptable to both parties and ➢ ENHANCED COMPANY CULTURE SUCCESSFUL MEDIATION
formalized, which can range from a handshake to a written CONTRIBUTES TO A POSITIVE AND SUPPORTIVE WORK
contract. ENVIRONMENT WHERE EMPLOYEES FEEL VALL AND RESPECTED

THIRD-PARTY NEGOTIATIONS
What IS DISCIPLINE
MEDIATORS- A mediator is a neutral third party who facilitates - in a broader sense , the opposite of confusion
negotiations to help parties reach a solution. Their role involves -it simply means working, cooperating and behaving in a normal
reasoning persuasion, and suggesting alternatives. Successful and ordinary way, as any responsible person would do
mediation requires both parties to be motivated to settle, as it does
not guarantee a resolution, unlike arbitration. What IS DISCIPLINE?
Discipline is the force that prompts individuals or groups to observe
ARBITRATORS-An arbitrator is a third party with the authority to rules, regulations standards and procedures deemed necessary for
enforce agreements in arbitration, which can be voluntary or an organization
required by law or contract. The role and power of the arbitrator -Richard D. Cachoon
depend on the rules set by the parties involved. In arbitration, there
is always a settlement. What IS DISCIPLINE in WORK
it refers to the condition or attitude, prevailing among with respect
CONCILIATORS- A conciliator is a trusted third party who facilitates to rules and regulations in an organization.
communication between negotiating parties in various disputes,
including international labor, family, and community issues. They What IS EMPLOYEE DISCIPLINE
often engage in fact-finding, message interpretation, and -is the regulations or conditions that are imposed on employees by
persuasion to help develop agreements. management in order to either correct or prevent behaviors that
are detrimental to an organization.
Nature of discipline
-Maintenance of discipline is a prerequisite to the attainment of Types of DISCPLINARY ACTIONS
maximum productivity. ADMONITION-It is a gentle or friendly reproof, warning. ar
-No amount of pressure can succeed in the long run unless one is reminder or counseling against a fault, error or oversight. It is a
committed to improve or learn. method of expressing authoritative advice or counsel
-True discipline is educational because it changes the very attitude Bawl-out-Is a disciplinary action that should be avoided because
of the workers towards work and workplace. it must, therefore, be when done in the presence of another it generates in the employee
understood that discipline must be developed from within a feeling a resentment. It also embarrasses the people who are
-Discipline had to be reformative and not punitive -Discipline aim at present
development rather than punishing. Warning or Reprimand-It is given to stress the seriousness of the
employee's disregard for rules and other organizational
Purposes of discipline requirements. This maybe be done in the form of oral warning or
-To obtain willing acceptance of the rules, regulations and written reprimand.
procedures of an organization so that organizational goals may be
attained. Types of punishment
-To impart an element of certainty despite several difference in • Oral Warnings
informal behavior patterns and other related changes in an
• Written Warnings
organization.
-To develop among employees a spirit of tolerance and a desire to • Loss of privileges & finds
make adjustments • Withholding of increments
-To give and seek direction and responsibility • Demotion
- To create atmosphere of respect for human personality and • Termination
human relations.
- To increase the working efficiency and morale of the employees PRINCIPLES OF DISCIPLINE-
so that their productivity is stepped up and the cost of production 1.Disciplinary action should not be taken unless there is an obvious
is improved. necessity for it. Have all the facts, knowjust what you want to do,
and where necessary, secure approval in advance on any proposed
Components of discipline action.
According to Megginson, discipline involves the following three 2. The reasons for disciplinary action should be made clear. In the
things. case of negative action, the statement of the reasons should be
1. Self-Discipline accompanied by an explanation of the manner in which disciplinary
2. Orderly Behaviour action may be avoided in the future
3. Punishment 3. Give the person the chance to present his side story and do not
argue. Know what is in the employee's mind, it helps in discovering
5 pillar of self discipline the "why" of his actions
A-Acceptance 4. There should be no favoritism or discrimination in any
W-Willpower disciplinary action. Consistency in disciplinary action is extremely
H-Hardwork important
I-industry 5. Reproof or reprimand should be given as soon as possible after
P-Persistence the occurrence of the act. Right timing is important, but first have
all the facts
"A WHIP"-since may people associate self discipline with whipping 6. Never discipline anyone in front of others.
themselves into shape. 7. Forgive and forget. When disciplinary action has been given, the
supervisor should resume a normal attitude toward the offending
Self-discipline employee.
-Implies that a person brings himself the discipline in himself with 8. The discipline that is inflicted must be just, but sufficiently severe
a determination to achieve the goals that he has set for himself in to meet the requirements of the situation.
life. 9. Disciplinary measure should be applied by the immediate
supervisor of the employee affected, rather than by some other
Orderly behavior higher executive
-Refers to discipline as a condition that must exist for an orderly 10. In general, negative disciplinary action cannot be successfully
behaviour organization. applied to large groups of employees representing a substantial
portion of one's organization.If there is poor discipline among a
Punishment large group, it is possible that there is something vitally wrong in
is used to prevent indiscipline. When a worker goes astray in his the situation. The remedy is correction of the situation, not a
conduct, he has to be punishes for the same and the recurrences of disciplinary action
it must be prevented.
11. In determining the nature and degree of disciplinary action by
some improper act of an employee, the intent should be
considered.
12. Discipline should be constructive it should show the offender
how to correct his errors and leave him willing and anxious to
improve rather than feel bitten and resentful.
13. Except in cases of extremely serious offenses, no disciplinary
action should be permitted to take place until the supervisor has
actually talked the situation over with the employee.
14. Discipline should not be administered on an entirely routine
basis-each case should be treated individually. You cannot discipline
a group to teach a few offenders
15. Maintain a constant and sincere interest in your peoples'
welfare on and off the job this reducer he need for disciplining to a
minimum
16.Motivation is the secret of good discipline. When a man is
sufficiently motivated, discipline will take care of itself.

GUIDELINES IN FORMULATING COMPANY RULES & REGULATIONS

• Legal Compliance
• Clarity & Precision
• Relevance and Fairness
• Consistency
• Input from Stakeholders
• Clear Communication
• Enforceability
• Regular Review and Updates