Relation between performance & levels of Conflict
Download as PPTX, PDF1 like4,680 views
This document discusses the relationship between organizational conflict and performance. It defines organizational conflict as discord between employees' needs, values, and interests, and defines performance as an organization's actual outputs against its goals. The document states that some conflict can improve performance by refining practices, but too much or too little conflict can hurt performance. It indicates that an optimal level of conflict exists where managers encourage different perspectives to improve decision making, while too much conflict leads managers to focus on politics over resources, and too little prevents new ideas and change.
Relation between performance & levels of Conflict
- 1. Establishing the Relation Between Performance & Levels of Conflict in an Organization By Sanjana Mitra(57) Sonakshi Bhowmick(65) Sibayan Das(63) Nabanita Gupta(77) Arijit Banerjee(91) Soudeep Samanta(66)
- 2. Introduction: • What is Organizational Conflict? Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. • What is Performance? Performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). • Conflicts often relate to the project or goals of a team. Conflicts can affect performance for the better, such as by allowing for the refinement of best practices. • These conflicts can hurt performance if interdependent tasks are executed in incompatible ways.
- 3. •Conflict is a force that must be managed rather than avoided. •Different studies indicate that there is a direct relation between conflict and performance. •When an organization has a desirable conflict level managers are probable to be open and encourage different perspectives. •In optimal level of conflict, managers will look for ways to improve the effectiveness and functioning of organization, and view disagreements and debates as an important part for making decision making effective.
- 4. • As the conflict level increases to the point where the performance of organization suffers. Managers are likely to waste resources of organization to gain their own ends to be keener about winning the battles of politics. • At the point of small or no conflict the performance of organization suffers. • Lack of conflict often indicate that the managers put conformity at the new ideas’ expense which impervious to strive and change for agreement rather than making the decision process effective. • What Managers can do to resolve conflict in an organization? 1. Encouraging active listening skills. 2. Focusing on group benefits over individual recognition. 3. Working to create compromise.