IMPACT OF CONFLICT MANAGEMENT ON ORGANIZATIONAL EFFICIENCY
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IMPACT OF CONFLICT MANAGEMENT ON ORGANIZATIONAL EFFICIENCY
Chapter one
INTRODUCTION
1.1 Background of the Study
Organisational attitudes towards conflict have shifted dramatically over the last three decades. Robin (2002) tracked this evolution. He emphasised the distinction between the conventional and present perspectives on conflict, which he refers to as the internationalist position.
Traditionally, disagreement was viewed as useless and detrimental. They argued that conflict would only arise if managers communicated to employees the common interests that blinded management and staff together.
Conflict was traditionally viewed as avoidable, and optional organisational performance necessitated the resolution of conflict.
The traditional understanding of conflict began to shift as behavioural scientists and management writers began to uncover the causes of organisational conflict independent of management failures, and the benefits of properly managed conflict became apparent.
The contemporary or worldwide view is that conflict is organised and managed. The viewpoint remains that most conflict is dysfunctional; it can injure individuals and inhibit the achievement of organisational goals.
Some, however, can be more functional and effective. Conflict can drive the quest for solutions. As a result, it is frequently used as an instrument of organisational innovation and change.
From this perspective, the risk of a manager is to conceal or settle any conflict except management-related conflicts. Such management may even include the encouragement of conflict in situations where its absence could jeopardise the organization’s functioning.
Organisational conflict can simply be defined as a problem or misunderstanding that arises between members of a group or team. To better grasp these phrases, one must first understand what they signify individually.
For example, an organisation does not always imply a work environment; it may also refer to a disagreement, misunderstanding, or a simple problem that happens during a shift.
When dealing with organisational conflict, it is helpful if the organisation has a conflict resolution plan. This is frequently implemented during the development or transformation of aid in resolving conflicts within a group by simply establishing a set of guidelines and regulations for each group member to follow when he or she encounters conflict within the organisation.
When presented with organisational conflicts, you can manage them. It is critical for each participant to retain an open mind, maintain a professional tone, and back up any claims with facts.
People who keep a professional demeanour and an open mind are more likely to manage conflict successfully. Furthermore, when confronted with an issue that cannot be resolved by following the conflict resolution strategy, those concerned must report to a higher-ranking group or team member with more power to address the disagreement.
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