CONFLICT MANAGEMENT &

KNOWLEDGE MANAGEMENT

ORGANIZATION AND MANAGEMENT

REPORTED BY: MICHAEL OROFINO

Conflict
- is inevitable and unavoidable part of our everyday
professional and personal lives.
-a disagreement through which the parties involved
perceive a threat to their needs, interests or concerns.

Conflict Management
- is the process of limiting the negative aspects
ofconflictwhile increasing the positive aspects of conflict.
The aim of conflict management is to enhancelearningand
group outcomes, including effectiveness or performance in
organizational setting.

DESTRUCTI
VE

CONSTRUCTIV
E

Hostile
Withhold
Information
and Resources
Interfere with
each others
efforts

Highlights
problems and the
need for solutions
It promotes change
Enhance morale
and cohesion
Can stimulate
interest, creativity
and innovation

CAUSES OF
CONFLICT
1.TASK INTERDEPENDENCE
SEQUENTIAL INTERDEPENDENCE - in
which one individual or work unit is heavily
dependent on another.
RECIPROCAL INTERDEPENDENCE in
which individuals or work units are
mutually interdependent.

continuation.Causes of
Conflict

2. SCARCE RESOURCES
- possibilities for conflict expand when
there are limited resources, such as office
space, equipment, training, human
resources, operating funds, and play
allocations.

continuation.Causes of
Conflict

3. GOAL INCOMPATIBILITY
- out of necessity, organization
members frequently pursue goals that are
somewhat different from one another,
setting the stage for potential conflicts.

continuation.Causes of
Conflict

4. COMMUNICATION FAILURES
- breakdown in communication due to
distortions or lack of communication often
lead to conflicts.

continuation.Causes of
Conflict
EXAMPL
E:

continuation.Causes of
Conflict

5. INDIVIDUAL DIFFERENCES
- differences in personality, experience,
and values make frequent conflicts likely.

continuation.Causes of
Conflict

6. POORLY DESIGNED REWARD

SYSTEMS
- reward systems can unwittingly lead to
destructive conflict when they reward
competition in situations that require
cooperation for success.

REDUCING AND RESOLVING

CONFLICT
CHANGING SITUATIONAL FACTORS
- one way to reduce conflict is to change the
factors in the situation that are causing the
conflict.

increase the resources available

reorganize to reduce interdependence
redesign reward system, or
take steps to improve communication systems

continuation.Reducing and Resolving

Conflict

APPEAL TO SUPERORDINATE GOALS

- if the situation causing excessive conflict is
difficult to change, refocus the individuals or
groups on SUPERORDINATE GOALS, major
common goals that require the support and effort
of all parties.
SUPERORDINATE GOALS are goals that get
people from opposing sides to come together
and work toward a common end result.
EXAMPLE: if you have two groups of people that
seriously dislike each other, you might set up a

continuation.Reducing and Resolving

Conflict

USE AN INTERPERSONAL CONFLICTHANDLING MODE

5 INTERPERSONAL
MODES:
AVOIDANCE
- involves ignoring or suppressing a conflict in
the hope that it will either go away or not become
too disruptive
- attempts to avoid directly confronting the issue
at hand. Methods of doing this can include
changing the subject, putting off a discussion until
later, or simply not bringing up the subject of

continuation.5 Interpersonal Modes

ACCOMMODATION
- focuses on solving conflicts by allowing the
desires of the other party to prevail. Essentially, the
manager voluntarily lets the other party have his or
her way rather than continue the conflict.
-is one of sacrifice, selflessness and low
assertiveness. You are willing to give up just about
everything in order to preserve the relationship
with the other party.

continuation.5 Interpersonal Modes

COMPETITION
- involves attempting to win a conflict at the
other partys expense. One party wins and the
other loses.
-is one in which the concerns and the position of
the opposition are completely ignored. Winning the
argument is the only metric, and any concession to
the other side is seen as a sign of weakness.

continuation.5 Interpersonal Modes

COMPROMISE
- aims to solve conflict issues by having each
party give up some desired outcomes in order to
get other desired outcomes.
-often involves bargaining by the conflicting
parties and generally requires a situation that
offers both parties the chance to be in a better
position or at least in no worse position after the
conflict is resolved.

continuation.5 Interpersonal Modes

COLLABORATION
- strives to resolve conflicts by deigning
solutions that allow both parties to achieve their
desired outcomes.
-the solution is that both parties win at least
their major issues. Thus, frequently involves
considerable creativity in developing solutions that
suit the needs of both parties in the conflict.

Knowledge
means that no matter how high
quality it is , it would be totally useless if the people
who need that knowledge do not know it exist or
cannot get to it.
Knowledge Management refers to any efforts
aimed at enabling the companys managers and
employees to better utilize the information available
anywhere in the companies.
- it is also a task of developing and
exploiting an organization's tangible and intangible
knowledge resources.
- is nothing more than managing
information flow, getting the right information to the

Purpose of knowledge management:

- to have a team develop the best ideas from
throughout an organization and act with the same
unity of purpose and focus that a single wellmotivated person would bring the bear in a
situation.
- it is also used to leverage and reuse the
resources that already exist in the organization so
that people will seek out best practices rather than
reinventing the wheel.

APPROACHES OF MANAGEMENT KNOWLEDGE

Classical Approach
Contributions:
It identified for the first time management as an
important element of organized society.
Limitations:
The majority of insights are too simplistic for
todays complex organizations and more applicable
in the past when the environment of most
organizations were very stable and predictable.

APPROACHES OF MANAGEMENT KNOWLEDGE

Behavioral Approach
Branches:
1. Human Relations - it is a manner in which
managers interacts with subordinates.
2. Behavioral Science it is believed that man is
much more complex than the economic man
description of classical approach and the social
man description of the human relation approach.
- it is more concentrated on the natural
work itself and the degree to which it can fulfill the
human needs to use skills and abilities.

APPROACHES OF MANAGEMENT KNOWLEDGE

Behavioral Approach
Contributions:
A wealth of important ideas and research results
on the managing people aspect of the discipline of
management.
Limitations:
The basic assumption that anagers must know
how to deal with people appears valid. However,
management is morethan applied behavioral
science.

APPROACHES OF MANAGEMENT KNOWLEDGE

Management Science Approach

The key feature is the use of mathematics and
statistics to aid in resolving production and operation
problems. This approach focuses on solving technical
rather tha human behavior problems.

APPROACHES OF MANAGEMENT KNOWLEDGE

Management Science Approach
Contributions:
Focuses on manipulating technology and the flow
of material in a manufacturing planet.
Limitations:
Management science is not a substitute for
management.

INTERRELATIONS OF THE FOUR FUNCTIONS OF

MANAGEMENT TO ATTAIN ORGANIZATIONAL
GOAL
ORGANIZATIONAL
GOALS

Planning
Motivating
Controlling
Organising

PRINCIPLES TO GUIDE THE THINKING OF

MANAGERS IN RESOLVING PROBLEMS

DIVISION OF LABOR a production process in which a worker or

group of workers is assigned a specialized task in order to increase
efficiency.
AUTHORITY the power or right to give orders, make
decisions, and enforce obedience.
DISCIPLINE the practice or training people to obey rules or
a code of behavior, using punishment to correct
disobedience
UNITY OF COMMAND defines the purpose of ensuring unity
of effort under one responsible person (or commander) for
completing a task.
UNITY OF DIRECTION based on the concept that all team
members involved in the same activities must share the
same objective. Team members all work toward a common
goal using the same plan to reach the shared objective.
SUBORDINATION OF INDIVIDUAL INTEREST TO THE COMMON
GOAL the interests of any one employee should not take

PRINCIPLES TO GUIDE THE THINKING OF

MANAGERS IN RESOLVING PROBLEMS

REMUNERATION OF PERSONNEL refers to the reward or

compensation given to the employees for their work
performances. Provides basic attraction to an employee to
perform job efficiently and effectively.
CENTRALIZATION the process by which the activities of an
organization, particularly those regarding planning and
decision-making, become concentrated within a particular
location or group, keeping all of the important decisionmaking powers within the head office or the center of the
organization.
HEIRARCHY OF AUTHORITY the power structure and
amount authority increases with each level higher a person
or organization is in hierarchy.
ORDER the arrangement or disposition of people or things
in relation to each other according to a particular sequence,
pattern, or method.
EQUITY fairness or justice in the way people are treated.