“It is any tenseness which is experienced when one individual perceives that one’s demands or desire are likely to be thwarted or frustrated. ” Eollett merely defines Conflict as. “the visual aspect of difference of sentiments. of interest” . Features: –

1. Conflict occurs when persons are non able to take among the available options classs of actions. 2. Conflict between two persons implies that they have conflicting perceptual experiences. values and ends. 3. Conflict is a dynamic procedure as it indicates a series of events. Each struggle is made up of a series of meshing struggle episodes. 4. Conflict must be perceived by the parties to it. If no 1 is cognizant of a struggle. so it is by and large agreed that no struggle exists.


1. INTRA-PERSONAL Conflict: Some struggles that affect behaviour in organisations involve the single entirely. It can be of three of types: ( a ) Approach-approach struggle: It occurs when a individual must take between two positive and every bit attractive options. An illustration has to take between a valued publicity in the organisation or a desirable new occupation with another house. ( B ) Avoidance-avoidance struggle: It occurs when a individual must take between two negative and every bit unattractive options. An illustration is being asked either to accept a occupation transportation to another town in an unwanted location or to hold one’s employment with an organisation terminated.

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( degree Celsius ) Approach-avoidance struggle: It occurs when a individual must depict to make something that has both positive and negative effects. An illustration is being offered a higher paying occupation whose duties entail unwanted demand on one’s personal clip. 2. INTER-PERSONAL Conflict: It occurs between two or more persons who are in resistance to one another. It may be substantial or emotional or both. 3. INTER-GROUP Conflict: It occurs among members of different squads or groups. 4. INTER-ORGANIZATIONAL Conflict: It occurs as the competition and competition that characterizes houses runing in the same markets.


The procedure of struggle direction has the undermentioned stairss: – Phase 1: – POTENTIAL OPPOSITION OR INCOMPATIBILITY

This phase concludes the conditions that create chances for struggle to originate. The conditions are as follows: 1. Communication: – Communication becomes a beginning of struggle due to semantic troubles. misinterpretations. and “noise” ( deformation ) in the communicating channels. 2. Structure: – The term construction includes variables such as size. grade of specialisation. jurisdictional lucidity. member-goal compatibility. leading manners. wages systems. and the grade of dependance. 3. Personal Variables: – Personal Variables include single value systems and personality features. Certain personality types lead to possible struggle.


Antecedent conditions lead to conflict merely when the parties are affected by and cognizant of it. Conflict is personalized when it is felt and when persons become emotionally involved.


The primary conflict-handling purposes are represented as follows: – 1. Amenability: – “the grade to which one party efforts to fulfill the other party’s concern. ” 2. Assertiveness: – “the grade to which one party efforts to fulfill his or her ain concerns. ” 3. Competing: – When one individual seeks to fulfill his or her ain involvements. regardless of the impact on the other parties to the struggle.

4. Collaborating: – When the parties to conflict each desire to to the full fulfill the concerns of all parties. 5. Avoiding: – A individual may acknowledge that a struggle exists and want to retreat from it or stamp down it. 6. Accommodating: – When one party seeks to pacify an opposition. that party is willing to be self-denying. 7. Compromising: – When each party to the struggle seeks to give up something. sharing occurs. ensuing in a compromised result.

Phase 4: – BEHAVIOUR

The behavior phase includes the statements. actions and reactions made by the conflicting parties. This struggle behaviour s are normally open efforts to implement each party’s purposes.

Phase 5: – OUTCOMES

Result may be functional—improving group public presentation or dysfunctional. Functional Outcomes are:
1. Improves the quality of determinations
2. Stimulates creativeness and invention.
3. Encourages involvement.
4. Supply the medium through which jobs can be solved and tensenesss released.

Dysfunctional Results are:

1. Undesirable effects include a retarding of communications.
2. Decreases in group coherence.


These are two types of struggle direction attacks

Direct Conflict direction attacks
There are five attacks to direct struggle direction. They are based on the comparative accent on amenability and assertiveness in the relationship between the conflicting parties.

They are as follows: 1. Avoidance

2. Adjustment
3. Compromise
4. Competition
5. Collaboration

Indirect Conflict direction attacks

It includes decreased mutuality. entreaties to common ends. hierarchal referral and changes in the usage of books. Hierarchical referral agencies struggles are reported to the senior degrees to work out.


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