Organizational conflict essay (Essay Sample)

Running Head: ORGANIZATIONAL CONFLICT
ORGANIZATIONAL CONFLICT
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Conflict in an organization is very much of a reality even as it poses as a challenge to the management that comes up with resolutions to solve it. As such it is equitably referred to as organizational conflict. It can be defined as an effort undertaken by an individual or a group with a purpose to restrain another purpose with the ideology being furthering one’s own interest or attainment of the group’s goals.
Although there are many pathways towards defining conflict, it is with relevance that one should note they resolve around such aspects as opposing interests, recognition of these interests, difference in beliefs towards the opposing interests, it links to becoming a process in itself and also cover the actions that are seen to be the goals of the opposing sides that each party sees it should be thwarted. However, this does not necessarily mean that incompatibilities, disagreements and other reasons reported to be the source of conflict create immediacy towards conflict but rather the reasons must be serious enough for a conflict to come on stage. It is also evident that humans differ in their tolerance capabilities and therefore some will be involved easily in a conflict as compared to others who hold the other extreme (Rahim 2011, p.38).
However, one should never confuse competition with conflict, in fact, for some researcher; competition is seen as a subset of conflict with other implying that competition can be regulated unlike conflict even though no matter the rules, some instances have shown no differences since both quantities result into the same observation.
There are a number of sources that can be attributed to this fact and as such are detailed in the respect of perceptions, difference in values and interests, differences in power and status and limited resources. Perceptions that lead to conflict are related to difference in background, knowledge, trainings and goals that differ thus resulting to interpersonal conflicts. Clashes that come about due to differences in values and interests is majorly experienced in engineering and manufacturing industries where personnel have differences when it comes to what tops their lists when it comes to the finished product.
Lack of equal distribution in power or status is seen to be the link to contrasts developed from power and status conflicts. Scarcity has been seen to be the general rule of differences in areas where resources are not adequate and as such may result to very upharzard behaviours and implications. An inter-group conflict is only observed when authority, jurisdiction and sometimes when resources are put into contest. This is despite the fact that in an organization, several sections may be serving under the same head but differences in goals, activities, identification with their work place, recognition, power and prestige results into conflict. Inter-organisational conflicts are very much the same as the inter-group conflicts (Rahim 2011, p.74).
The organizational climate that acts as a platform for such conflicts to be observed as put up several factors that identify with the properties of an organization with perceptions of individuals. Some of these factors can be elaborated as organizational structure that consists of constraints, regulations, laws and red tapping; individualistic responsibility that defines the roles that individuals play in an organization; rewards that links up with responsibility where recognition of an individuals with such motivations as this raises the confidence of the worker despite the position the individual holds; risks involved in the work activities and the intensity therein; fellowship settings within the work place that generates the general feeling of support among the workers; provision of direction in clarity aids the individuals to work in an efficient manner; having clarity when it comes to defining objectives, plans and responses internally; creating platforms for individuals potential to innovate and incorporate the same in their daily line of work; highly competitive and proper guidelines in competency among managers; having good cooperation among the workers; having a profit minded attitude as well as sales making orientation; trustworthiness that is between individuals and tolerance and ability to handle conflict where it exists is another quantity that is considered in determining the climate.
It is interesting to note that conflicts have both functional and dysfunctional effects. Some of the functional effects may involve stimulation of innovation, changes and invention among individuals; it may result to improved ways of making decisions internally; new or alternative modes of solutions can be developed due to conflicts as part of the resolutions; realization of synergistic solutions is another possibility of this milestone; improvement when it comes to diligence with work activities; it develops platforms for innovating new approaches; clarification and articulation when it comes to positions is done on the same basis or platform.
Some of the dysfunctional outcomes though common may be summarized as stress, becoming unsatisfied and burning out; reduction of communication between the parties involved; distrust, misinformation and suspicion can be developed in the organizational climate; relationships may go down the drain due to conflicts; negative implications when it comes to job performance is a possibility; an observation can be seen on resistance being on the increase towards change in as much it might be of good will and lastly commitment and loyalty of the player to the organization may be adversely affected.
Resolutions
The management can always have several platforms to resolve such incapacities. However, it is of essence to note that creation of mental and emotional involving the subordinate staff among themselves as well with the management team is a better option for the same. This automatically has emphasis on humanity even when it comes to the way the administration handles each individual whether in conflict or not. This will enable the individual to identify his/herself with the firm and as such comfortably work within its settings. It will also aid the management to have personal relations with the subordinate stuff thereby creating the much needed trustworthiness. They should also consider accepting responsibility and this is well observed only after individuals decide to involve themselves as the first part elaborates. The essence it plays in this second sector is to ensure they understand that they are not only executors of what is already decided upon but also realize they are decision makers since they were involved in that exercise. A successful work team is seen to be having good reception for work and as such the managers are perceived to be supportive contributors. Attaining motivation as their contributions are recognized by creating platforms for innovation and application of the realized results into the company. More is done by honouring the individuals with rewards and promotions (Reddy 2004, p.72).
Other alternatives to resolving interpersonal conflicts involve the lose-lose strategy; this is where the individuals decide to avoid by ignoring or withdrawing with the thought that the conflict will simply go away as some think it will solve itself. It has however been seen to score very low on both sides of the bargain. The extreme end of the above stated has also been put to stage where on individual decides to accommodate the thoughts of the other party with concerns of maintaining a low concern on themselves with a higher one to the opposing one. This aids in keeping harmony with relationships thus repatriating anger or confrontations. This is despite of such individuals that...