Showing posts with label inter-group conflict. Show all posts
Showing posts with label inter-group conflict. Show all posts

Level of Conflicts in an Organization

conflict is a disagreement about the allocation of scarce resources or clashes regarding goals, values and so on, can occur on the interpersonal and organizational level. In other words, conflict has been defined as a process in which an individual purposely makes an effort to offset the efforts of another individual by some form of blockage that causes frustration to the latter in accomplishing his goals or furthering of his interests. 

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Generally, there are three level of conflicts in an organization life which are as follows:

level of conflicts

1. Individual Level Conflict 

A person joins any organization basically to satisfy his varying needs. He faces a conflict within himself when he perceives that organization is not satisfying his needs in accordance with his perceived standards. The analysis of conflict may start at the individual level itself. Since an organization is composed of various individuals, many conflicts develop at individual level. The individual level conflicts may be analyzed in two ways: intra-individual and inter-individual or interpersonal. 

a) Intra-individual Conflicts 

Intra-individual conflicts arise within a person and are of psychological nature. Many times, the individual remain conflict-hidden, but he fails to perceive it. However, they may be latent or overt. Such conflicts are generally related to the goals a person wants to achieve or roles in the manner he wants to achieve. Hence, intra-individual conflicts are of two types: 

i) Goal Conflict 

Goal conflict occurs when two or more motives block each other. In other words, an individual in the organization faces a goal conflict when he discovers many alternatives of goals which he wants to achieve, being equally attractive, but actually exclusive. He is caught in his own web and faces a serious intra-personal conflict. 

ii) Role Conflict 

An individual performs a number of roles. Role conflict arises when a person has alternative ways of achieving organizational goals and he is asked a behavior which may ensure the achievement of goals. A superior is respected to get things done but he is internally in tension whether to apply autocratic, participative or free night technique of direction. 

b) Inter-individual Conflicts 

Inter-personal conflicts arise between two individual having competition for achieving scarce things, such as status, power, position, promotion or resources or they may pick up conflict due to their divergent opinions, attitudes or values. Disagreement among individuals in an organization may arise for variety of reasons such as: personal differences, value of interest differences, perceptual differences, power and position differences, resource constraints. 

2. Group Level Conflicts 

A group constitutes two or more persons who interact in such a way that each person influences and is influenced by others. Group level conflicts refer to the disagreement, competition or clash between two groups of the organization, say between supervisory staff and the workers or between management and trade unions. Group level conflicts further can be classified as inter-group conflicts and intra-group conflicts. 

a) Inter-group Conflicts 

Inter-group conflict arises out of the interaction of various groups. There are many factors in the organization which determine the inter-group relationship. Inter-group conflicts over authority, jurisdiction and resources are exceedingly common. Every group is in at least partial conflict with every other group it interacts with. Most of the departments in the organization compete for the allocation of scarce resources and power. They differ in goals, act, work activities, power and prestige. The seeds of inter-group conflict are shown in these differences. Research findings generally confirm the following sources of inter-group conflicts: 
  • Incompatible goals
  • Task interdependence 
  • Resource allocation
  • Competitive incentive and reward system 
  • Line and staff conflicts 
  • Differences in value and perception 
  • Heterogeneity of members 
  • Communication distortion 
  • Participative decision making 
  • Low formalization 

b) Intra-group Conflict 

Intra-group is the group consisting of a number of persons whose interactions at a given time generate a system of values, norms and sanctions appropriate to the nature of the task on which they are working, which has created a set of well defined role and status relations which are interdependent. Intra-group conflict may arise in three situations: 
  • When group faces a novel problem of task. 
  • Where new values are imported from the social environment into the group.
  • Where a person's extra-group role comes into conflict with his intra-group role. 

3. Organizations Level Conflict 

Conflict at individual level and at group level takes place within the organizational setting. Conflict at organization level may be intra-organizational and inter-organizational. Individuals in the organizations have many conflicting organizational cross pressures operating on them. The following examples indicate the source of potential conflict: 

The boss wants more production; subordinates want more considerations. Customers want faster deliveries; peers request schedule delay. Consultants suggest change; subordinates resist change. The rule book provides a formula; the staffs say it will not work.

Types of organization level conflicts are as follows: 

a) Intra-organizations Conflict 

The reasons of conflicts in an organization are many but mainly three kinds of internal strains can be identified: 
i. The Horizontal Strain: The competition between different functional sub-systems. 

ii. Vertical Strain: The competition between various level in three hierarchy for power, privilege or reward and 

iii. Line and Staff Conflict: Line and staff conflict further can be classified as horizontal conflict and vertical conflict. 

b) Inter-organizations Conflict 

The basis of inter-organizations conflicts are essentially the same as three basis of inter-group conflict. Most commonly cited reasons for inter-organizations conflicts like incompatible objectives, over status, prestige and money are present in inter-organizations conflicts also. In other words, inter-organizations conflict is more extensive, more diffusing than the conflicts amongst persons or groups.
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Conflict: Meaning and Concept of Conflict

Conflict has been defined from several stand points in literature. In one approach, it has been related with tension and defined as expression of hostility, negative attitude, antagonism, misunderstanding, aggression, rivalry, stereotypes, etc. In political science and economics, it has been associated with situations, bodying contradictory or irreconcilable interest between two opposing groups. Conflict is also considered a special kind of competition and as a break down, delay and difficulty in the decision making process. In general, conflict has been defined as a process in which an individual purposefully makes a concerted effort to offset the efforts of another individual by some form of blockage that causes frustration to the better in accomplishing his goals or furtherance of his interests. 

Conflict is a difficult and controversial topic. Conflict has been defined from several stand points in literature. Conflicts are experienced every day by both individual and groups. Conflict is the perception and feelings by one party, individual, or group that the 'other' party is hindering the first party from achieving a goal. Conflict can be between two or more individuals (interpersonal), between teams or groups (inter-groups), or between organizations (inter-organizational). In all these conflicts the some process is involved: one party wants to achieve a goal and other party is seen as hindering the first from achieving that goal. Stress has also been laid on conflicts between the leaders and the led, and between formal and informal leaders involving situations in which formal leadership is not accepted and tension and aggression are generated. 

In most cultures, it has negative connotations because it runs counter to the notion that we should get along with people by being kind and friendly. Although many people intellectually understand the value of conflict, they feel uncomfortable when confronted by it. Their discomfort may result from a lack of understanding of the conflict process as well as form a lack of training on how to handle interpersonal confrontations effectively (Whetten & Cameron: 2011). A conflict over issues is not likely within top-management teams but also valuable. Such conflict provides executives with a more inclusive range of information, a deeper understanding of the issues and a richer set of possible solutions. 

There are following definitions given by various experts: 
"Conflict is a process in which an effort is purposefully made by one person or unit to block another that results in frustrating the attainment of the other's goals or the furthering of his interests." – Stephen P. Robbins 

"Conflict is any situation in which two or more parties feel themselves in opposition. It is an interpersonal process that arises from disagreements over the goals or the methods to accomplish those goals." – John W. Newstorm and Keith Davis 

"Conflict has been defined as the condition of objective incompatibility between values and goals: as the behavior of deliberately interfering with another's goal achievement; and as emotionally in terms of hostility. Descriptive theorists have explained conflict behavior in terms of objective conflict of interest, personal style reactions to threats and cognitive distortions." – Ralph H. Kilman and Kenneth W. Thomas 

From the above definitions, conflict is a disagreement about the allocation of scarce resources or clashes regarding goals, values and so on, can occur on the interpersonal and organizational level. In other words, conflict has been defined as a process in which an individual purposely makes an effort to offset the efforts of another individual by some form of blockage that causes frustration to the latter in accomplishing his goals or furthering of his interests. Similarly, following points can be taken to understand the concept of conflict: 

  • Conflict is a dynamic process as it indicates a series of events: each conflict is made up of series of interlocking conflict episode.
  • Conflict arises because of incompatibility of two or more aspects of an element; it may be goals, interests, methods of working, or any other feature.
  • Conflict must be perceive and expressed by the parties to it if no one is aware of a conflict. It is generally agreed that conflict does not exist in events though there may be incompatibility in some respect.
  • Conflict occurs when an individual is not able to choose among the available course of action.

Positive Outcomes of Conflict 

More often conflict leads to certain positive outcomes. A few of them are: 
  • It provides an individual a chance to think again, undertake self introspection and have a second look at the existing things, by the procedures, policies, equipment, behaviors etc. 
  • It leads to innovation and at times, to new direction. It is therefore, even necessary for organization survival and growth. 
  • It helps to seek classification and generate search behavior. 
  • At times, it is also used as a means to certain ends and to create confusion or set subordinates against each other in order to maintain the interested party's own position. It may not be a positive outcome in the strict sense of the term from the organizational point of view, but it is certainly a management strategy toward the problems temporarily. It may be viewed as an unavoidable cost of the pursuit of one's aspirations. 
  • When conflict is developed, attention is immediately drawn to the malfunctioning parts of a system. It is an indication that the situation calls for improvement. Conflict is, therefore, an essential portion of a cyber-native system. 
  • Long standing problems which continue to agitate people's minds surface. They are able to release their tensions and unburden themselves. They display creativity in identifying solutions and problems are dealt with. 
  • It energies people, leads to mild stimulation and one is at one's best in times of crisis. It helps them test their capacities. 
  • It serves as a cementing force in a group and incredible unity is witnessed even in a heterogeneous group in times of tension. 
  • For some, it is exhilarating, provides endless challenge and meaning to their lines. 

Negative Side of Conflict 

Many times conflicts may be detrimental and disastrous. A few of such circumstances in which it can be termed as harmful and undesirable are as discussed below: 
  • When conflict does not lead to solution of a problem, it is unproductive and investment of time and effort goes waste. 
  • It is undesirable if it creates a climate of distrust and suspicious among people, if some people feel defeated and if it develops antagonism instead of a spirit of cooperation. 
  • It is seriously harmful if it distracts attention from basic organizational objectives and makes people work for their defeat. 
  • As a consequence of conflict, there may be fight of personnel from the organization. 
  • When management loses objectivity and treats disagreement as equivalent to disloyalty and rebellion, an opportunity for creativity should be deemed to have been lost. It may even pour oil over troubled water, exploit difference to strengthen itself and weaken other, and accept resolution capable of different interpretations. 
  • In an attempt to find a solution, management may gloss over serious differences and suppress certain feelings which may accept at inappropriate moments and hit safe targets. 
  • In the event of a conflict, there may be intensification of internalization of sub unit goals which may result in the neglects of overall organizational goals.
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Inter-Group Conflict: Types of Inter-Group Conflict

Inter-group conflict arises out of the interaction of various groups. There are many factors in the organization which determine the inter-group relationships. The nature of the relationship between groups also changes markedly during inter group conflicts. Four changes in particular occur at this time. 


1. There are distortions of perception, both one’s own group and about the other group. First, perception of one’s own group is highly selective: people see only the best aspects of their own group and deny any weakness in their own group’s performance. Second, and more important, perception of the other groups is systematically distorted: groups see only the worst parts of other groups and deny other groups positive accomplishments. Thus, inter group conflict leads to increased use of stereotypes. Each group develops more positive stereotype of itself and a more negative of other. 

2. Interaction and communication between groups decreased. Because group members feel hostile toward members of rival groups, there is less desire for interaction with them. Moreover, decreased interaction makes it easier for each group to maintain its negative stereotype of the other. 

Even when groups are forced to interact with each other, those interactions become fairly rigid and formal. Whatever information is passed between groups is very carefully observed and sometimes deliberately distorted. Groups tend to ignore the similarities between their positions and exaggerate the differences. 

3. There is a shift from problem-solving orientation toward other groups to win lose orientation. These various facts shift in orientation. First, there is a much clearer distinction drawn between the groups, resulting in a “We - they” rather than a “We - versus” – the problem orientation. Second, all exchange with the other groups are evaluated in terms of victory or defeat. Third, the groups tend to see the problem only from their own point of view, rather than in terms of the needs of both groups. Fourth, the parties emphasize the benefits of winning the conflict in the short run and tend to ignore the long-term consequences of the conflict for the relationship between the groups. 

4. There is increased hostility toward the rival group. As a result of negative stereotyping, decreased communication between groups, and win lose orientation, increased hostility inevitably occur between rival groups. Members of the other group are seen as the enemy, and deserving of hostile attacks. Major types of inter-group conflict are follows: 
  • Functional conflict: Conflict that supports the goals of the groups and improve its performance. 
  • Dysfunctional conflicts: Conflict that hinders group performance. 
  • Task conflict: Conflict based on interpersonal relationships. 
  • Process conflict: Conflicts over how work gets done. 
Types of Inter-group Conflict

Inter-group conflict arises out of the interaction of various groups. There are many factors in the organization which determine the inter-group relationships. These factors can influence relations between two or more groups. If these factors are not positive, they tend to create conflict among groups. These factors are goal incompatibility, resource sharing, task relations, uncertainty absorption and attitudinal set. These factors are described below to show how these can lead to co-operative or conflicting relations among group. 

There are following types of inter-group conflicts: 

1. Line and Staff Conflicts 

Today, line and staff differences are the most common types of inter-group conflict. In other words, controversy and conflict are inherent in the concept of line and staff. It is not an easy task to divide and distribute expertise, authority and roles in equitable quantities between the line generalist and staff specialists. The concept authorizes the splitting of various functions into two categories: hierarchical and non-hierarchical that is creation of low status and high status persons. The splitting of functions into hierarchical and non-hierarchical levels and the creation of low status and high status positions creates a discrepancy between expected and actual authority leading to resentment and frustration to all the parties involved. This conflict is basically a clash of demand caused by dividing expertise, authority and roles. Dalton's study of line and staff conflict highlighted the following sources of conflict: 
  • Line managers dislike to take advice from younger staff specialists. The fear being shown up. 
  • Line managers label staffs as agents on trial. The staff, in turn, views himself as an expert.
  • Line managers feel that staff oversteps its authority.
  • Line people resent staff's highly academic and untested ideas.
  • Staff people feel that line managers are bull headed and do not cloth staff with enough authority and resist new ideas. 

2. Horizontal Conflict 

Horizontal conflict refers to the conflict between employees or departments at the same hierarchical level in an organization. The source of conflict between department consists of pressure towards sub-optimization. Each department may sub-optimize by independently trying to achieve its own departmental goals. For example, production department may prefer long economical runs whereas sales department may insist on quick delivery. Again, when two departments are functionally inter-dependent, breakdowns in the performance of one department can lead to serious conflicts. 

3. Vertical Conflict 

Vertical conflict separates people in various levels of the occupational ladders in organization. It refers to any conflict between different levels in an organization. It occurs usually in superior-subordinate relations. 

C.G. Smith identified three reasons for vertical conflicts: 
  • Inadequate communication between levels.
  • Conflict arises essentially from differences of interests between position holders occupying different status in the organizational hierarchy. 
  • A distinct lack of shared perceptions and attitudes among members in various levels.
  • Vertical conflicts arise because superiors attempt to control subordinates and subordinates tend to resist, forcing the superior to increase the dosage of impersonal rules to obtain exact obedience and gain control.
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