An Integral part of active and productive work in the organization - conflicts. This phenomenon should not be taken purely negatively. The most important is the ability of the leader to manage conflict situations and to draw the right conclusions to avoid them in the future.
Before you proceed with dispute resolution, select the typology. Thus, the principal conflicts in the organization are given in the table:
Sign | Types of conflicts | Description |
The value for the organization | Constructive | Opponents do not go beyond the ethical norms, and as a result develop measures to improve efficiency. |
Destructive | None of the parties does not compromise, violates the rules of morality. As a result, the problem remains unsolved, and the work efficiency is reduced. | |
Direction | Horizontal | Involved persons are at the same level in the organization. |
Vertical | Involved that have established the relationship "Manager-subordinate". | |
Mixed | Provides both horizontal and vertical lines of the relationship. | |
Openness | Open | Visible to the naked eye. |
Hidden | Hidden from the observer and are recognized by such signs as tension, attitude to work and so on. | |
Resolution | Business | Relate directly to the workflow. |
Personal-emotional | Arise on a background of personal animosity or emotional condition of the parties. | |
With respect to entities | Intrapersonal | Because of the internal struggle of one person, there is a General tension. Usually, the cause is the conflict of interest of the individual to the goals of the organization. |
Interpersonal | Occurs because of a conflict of interests or points of view of two or more members of the organization. | |
Between the individual and the group | Occurs when an individual takes a position opposite to the collective. | |
Intergroup | Occurs due to the lack of coherence between departments. Also, the cause may be a struggle for resources. | |
For reasons | Goals | The parties to the conflict have different opinions of the desired state of the organization. |
Cognition | The parties to the conflict have different ideas about the nature of the problem being solved. | |
Sensitive | The same problem is causing the conflict parties of different emotional perception. |
The Causes of conflict in organizations, as a rule, directly related to the production process. In this case we are talking about objective factors.
Factors | Causes of conflict |
Management | - the imperfect organizational structure; - fuzzy description of the rights and duties of employees; - the disparity of rights, duties and responsibilities; - the contradiction between the functional responsibilities and actual requirements. |
Organizational | - a poor work organization; - violation of the regime of work and rest; - low level of discipline; - the excessive workload of the staff; - the lack of specificity in the formulation of the tasks; - the lack of transparency. |
Professional | - lack of professionalism of the management and subordinates; - the imperfect system of selection and placement of staff; - lack of prospects for professional growth. |
Sanitary | - poor working conditions; - failure to follow safety procedures. |
Logistics | - lack of maintenance of equipment and other means of labour; obsolete. |
Economic | - the imperfect system of payment of labour; - the opacity of the bonus system; - the irregularity of payment. |
When the causes of conflict in organizations not directly related to the production process, and are of a personal nature, we are talking about subjective factors. Principal among them are:
Conflict in the organization passes through several stages of development. That's what it is:
Managing conflict in organizations is one of the main functions of an effective Manager. It can be implemented in accordance with one of the three strategies:
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Managing conflict in organizations is a complex process which involves the following stages:
Conflict is an inevitable problem of any workforce. In this case, it is important that the supervisor knew about the ways out of this situation. For this he need to adopt common methods. Conflicts in the organization resolved as:
It would be wrong to perceive the conflict in the organization exclusively as a negative phenomenon. The conflict may have both positive and negative consequences. They are given in the table.
Positive impact | Negative consequences |
- the détente between the warring parties; - going up to surface previously hidden information, that allows to avoid occurrence of similar situations in the future; - the team becomes more cohesive if the causes of conflict - external factors; -subordinates rid of the "syndrome of obedience"; - in the team developing "industrial democracy"; - the situation encourages employees to self-improvement and development. | - the confrontation is accompanied by substantial emotional stress and financial cost; after destructive conflict can get out of order discipline in the team and even worsen the emotional background - the possible dismissal of employees; - the establishment of destructive informal relations in the team; - the formation of negative attitude to the "losing" party; the conflict comes to the fore, to the detriment of the worker process. |
It is Always easier to prevent a problem than to deal with its consequences. Therefore, every effective leader needs to pay due attention to the prevention of conflicts between employees. To prevent social conflicts in the organizations is as follows:
Prevention of conflicts of interest in organizations is a complex and not always successful activities. And all because in the process of implementing preventive measures a Manager is bound to face a number of difficulties. Now which ones deserve the most attention:
Controversial situation and the confrontation between employees can take place in any sphere of public activity. For example, it is necessary to highlight conflicts in educational organizations. Imagine the situation that at the beginning of the school year is the distribution of academic load, which affects the wage. Naturally, the highest number of hours receives an experienced teacher with lots of experience and a degree. Naturally, this situation causes dissatisfaction among young proactive specialist.
To avoid tension in the team and to prevent enmity, Director of the educational institution may make the decision on redistribution of the academic load next semester. Experienced specialist must act as a mentor for their novice colleagues.
To understand the emergence and resolution of conflict situations in practice, it is worth considering an example of the conflict in international organizations. Head of the Department revealed shortage of cash and were quick to blame the sales Manager. But a thorough check revealed that the head of Department made a mistake in the formation of accounting documentation. Of course, the Manager, which has already been deducted the fine, protested, and was supported by other Junior staff.
In this situation, the head wisely. He showed employees that the organization all of equal treatment irrespective of their position in the management hierarchy. In the result, the injured Manager was reimbursed the amount of the fine and additional-paid amount to offset damages. Prochitavshemu the division supervisor was reprimanded and fined.
The Following is an example of conflict in organization for enterprise for the production of automotive parts. From the factory to the warehouse was transferred to the batch of finished product. Warehouse formally reacted to the acceptance procedure, and later it turned out that some parts have mechanical damage. Naturally, he sued the production plant of the complaints about the fact that it is the result of marriage or unscrupulous transportation. In turn, the production Manager blamed the presence of the defect of improper storage.
Director first appointed examination of the deformed parts, to determine the nature of the damage. Also was assigned to review the production and storage facilities for compliance with standards. Also, steps were taken to establish operative communication between departments, and carried out explanatory work on the rules of transfer and acceptance of finished products.
Head of branch network shop selling cosmetics makes the seller with the indication that the latter were closely with clients and provided them with a full consultation. A few days later the boss makes a comment to a subordinate that the latter is too much time spent on buyers and does not engage the balance of goods. The confused seller asks clarification from the Director of the network.
A Leader conducts an interview with the head of the branch. In result it turns out that the seller is a relative of the man whose head had previously been a serious conflict. Director of the network decides to transfer the head to work in another branch, where there is a vacancy in a similar position. Thus, the impact of the conflict on the work shop has been eliminated.
Article in other languages:
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KK: https://tostpost.com/kk/biznes/16172-a-ty-ystar-t-rler-sebepter-d-ster-r-sat.html
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UK: https://tostpost.com/uk/b-znes/16165-konfl-kti-v-organ-zac-vidi-prichini-metodi-vir-shennya.html
Alin Trodden - author of the article, editor
"Hi, I'm Alin Trodden. I write texts, read books, and look for impressions. And I'm not bad at telling you about it. I am always happy to participate in interesting projects."
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