{"id":104276,"date":"2021-01-27T16:10:48","date_gmt":"2021-01-27T10:40:48","guid":{"rendered":"https:\/\/www.vskills.in\/certification\/tutorial\/?page_id=104276"},"modified":"2024-04-12T14:27:54","modified_gmt":"2024-04-12T08:57:54","slug":"causes-of-conflict-4","status":"publish","type":"page","link":"https:\/\/www.vskills.in\/certification\/tutorial\/causes-of-conflict-4\/","title":{"rendered":"Causes of Conflict"},"content":{"rendered":"\n

Organizational Structure<\/strong><\/p>\n\n\n\n

Conflict tends to take different forms, depending upon the organizational structure. For example, if a company uses a matrix structure as its organizational form, it will have decisional conflict built in, because the structure specifies that each manager report to two bosses. For example, global company ABB Inc. is organized around a matrix structure based on the dimensions of country and industry. This structure can lead to confusion as the company is divided geographically into 1,200 different units and by industry into 50 different units.<\/p>\n\n\n\n

Limited Resources<\/strong><\/p>\n\n\n\n

Resources such as money, time, and equipment are often scarce. Competition among people or departments for limited resources is a frequent cause for conflict. For example, cutting-edge laptops and gadgets such as a BlackBerry or iPhone are expensive resources that may be allocated to employees on a need-to-have basis in some companies. When a group of employees have access to such resources while others do not, conflict may arise among employees or between employees and management. While technical employees may feel that these devices are crucial to their productivity, employees with customer contact such as sales representatives may make the point that these devices are important for them to make a good impression to clients. Because important resources are often limited, this is one source of conflict many companies have to live with.<\/p>\n\n\n\n

Task Interdependence<\/strong><\/p>\n\n\n\n

Another cause of conflict is task interdependence; that is, when accomplishment of your goal requires reliance on others to perform their tasks. For example, if you\u2019re tasked with creating advertising for your product, you\u2019re dependent on the creative team to design the words and layout, the photographer or videographer to create the visuals, the media buyer to purchase the advertising space, and so on. The completion of your goal (airing or publishing your ad) is dependent on others.<\/p>\n\n\n\n

Incompatible Goals<\/strong><\/p>\n\n\n\n

Sometimes conflict arises when two parties think that their goals are mutually exclusive. Within an organization, incompatible goals often happen because of the different ways department managers are compensated. For example, a sales manager\u2019s bonus may be tied to how many sales are made for the company. As a result, the individual might be tempted to offer customers \u201cfreebies\u201d such as expedited delivery in order to make the sale. In contrast, a transportation manager\u2019s compensation may be based on how much money the company saves on transit. In this case, the goal might be to remove expedited delivery because it adds expense. The two will be at odds until the company solves the conflict by changing the compensation scheme. For example, if the company assigns the bonus based on profitability of a sale, not just the dollar amount, the cost of the expediting would be subtracted from the value of the sale. It might still make sense to expedite the order if the sale is large enough, in which case both parties would support it. On the other hand, if the expediting counteract the value of the sale, neither party would be in favour of the added expense.<\/p>\n\n\n\n

Personality Differences<\/strong><\/p>\n\n\n\n

Personality differences among co-workers are common. By understanding some fundamental differences among the way people think and act, we can better understand how others see the world. Knowing that these differences are natural and normal lets us anticipate and remove interpersonal conflict\u2014it\u2019s often not about \u201cyou\u201d but simply a different way of seeing and behaving. For example, Type A individuals have been found to have more conflicts with their co-workers than Type B individuals.<\/p>\n\n\n\n

Communication Problems<\/strong><\/p>\n\n\n\n

Sometimes conflict arises simply out of a small, unintentional communication problem, such as lost e-mails or dealing with people who don\u2019t return phone calls. Giving feedback is also a case in which the best intentions can quickly become a conflict situation. When communicating, be sure to focus on Behavior and its effects, not on the person. For example, say that Rakesh always arrives late to all your meetings. You think he has a bad attitude, but you don\u2019t really know what Rajesh\u2019s attitude is. You do know, however, the effect that Rajesh\u2019s Behavior has on you. You could say, \u201cRakesh, when you come late to the meeting, I feel like my time is wasted.\u201d Rakesh can\u2019t argue with that statement, because it is a fact of the impact of his Behavior on you. It\u2019s indisputable, because it is your reality. What Jeff can say is that he did not intend such an effect, and then you can have a discussion regarding the Behavior.<\/p>\n\n\n\n

In another example, the Hershey Company was engaged in talks behind closed doors with Cadbury Schweppes about a possible merger. No information about this deal was shared with Hershey\u2019s major stakeholder, the Hershey Trust. When Robert Vowler, CEO of the Hershey Trust, discovered that talks were in progress without anyone consulting the Trust, tensions between the major stakeholders began to increase. As Hershey\u2019s continued to underperform, steps were taken in what is now called the \u201cSunday night massacre,\u201d in which several board members were forced to resign and Richard Lenny, Hershey\u2019s then current CEO, retired. This example shows how a lack of communication can lead to an increased conflict. Time will tell what the lasting effects of this conflict will be, but in the short term, effective communication will be vital.<\/p>\n","protected":false},"excerpt":{"rendered":"

Organizational Structure Conflict tends to take different forms, depending upon the organizational structure. For example, if a company uses a matrix structure as its organizational form, it will have decisional conflict built in, because the structure specifies that each manager report to two bosses. For example, global company ABB Inc. is organized around a matrix…<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"categories":[],"tags":[],"class_list":["post-104276","page","type-page","status-publish","hentry"],"acf":[],"yoast_head":"\nCauses of Conflict - Tutorial<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.vskills.in\/certification\/tutorial\/causes-of-conflict-4\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Causes of Conflict - Tutorial\" \/>\n<meta property=\"og:description\" content=\"Organizational Structure Conflict tends to take different forms, depending upon the organizational structure. 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