HIMALAYAN INSTITUTE OF TECHNOLOG

Y
ASSIGNMENT – DEHRADUN
2 ORGANISATIONAL CONFLICTS

SUBMITTES BY – Anshika
STUDENT CODE– 23125708
COURSE – BBA 1st semester
SUBMITTED TO – Mrs. Ishani
Mukherjee
 CONTANTS

1. Meaning and definition of organisational conflict

2. Types of Organisational conflicts
3. Levels of Organisational conflicts
4. Stages of Organisational Conflict
5. Factors of Organisational Conflicts
6. Patterns of Organisational Conflicts
7. Causes of Organisational Conflicts
8. Approaches of Organisational Conflicts
9. Case Studies of Organisational Conflicts
 MEANING AND DEFINITION OF ORGANISATIONAL
CONFLICTS

• In simple words organisational conflicts may be defined as ''a situation in which there
is a breakdown in decision making, just because of irrational and incompatible stand
taken by one or all concerning parties to decision making ''
• According to S.R. Robbins defines conflict as ''a process in which an effort is
purposefully made by a person or unit to block another that result in frustrating the
attainment of others goals or furthering of his or her interests.''
TYPES OF ORGANISATIONAL COFLICTS

TASK ROLE PROCESS DIRECTIONAL EXTERNAL RELATIONSHIP

LEVELS OF ORGANISATIONAL CONFLICTS

INDIVIDUAL LEV GROUP LEVEL ORGANIZATIONAL

EL CONFLICT CONFLICT LEVEL CONFLICT
 STAGES OF ORGANISATIONAL CONFLICT
• LATENT CONFLICT
• PERCEIVED CONFLICT
• FELT CONFLICT
• MANIFEST CONFLICT
• CONFLICT AFTERMATCH
 FACTORS OF ORGANISATIONAL CONFLICT
1. Heterogeneity amongst member
2. Incongruence in status hierarchy
3. Role dissatisfaction
4. Defective formalisation
5. System of decision making
6. Merging conflicting units
 PATTERN OF ORGANISATIONAL
CONFLICTS

BBEHAVIOURAL STRUCTURAL
PATTERN
 CAUSE Interdependence among departments
#1 and groups

CAUSES
CAUSE
OF ORGANISATIONAL #2
Difference in goals
CONFLICT

CAUSE
Differences in perceptions
#3
 APPROACHES
OF ORGANISATIONAL CONFLICT

TRADITIONAL MODERN
APPROACH APPROACH

CLASSICISTS NEOCLASSICISTS
CASE STUDY OF PMG LTD.
PMG LTD. Is a software development company that has been in business for five
years. The company has grown exponentially over the past few years and has
recently expands its development team to meet the requirement of its clients.
The team has been working on a critical project for the past six months , but
progress has been slow due to constant conflicts among team members.
The project was postponed several times due to conflicts between team
members. The lead developer , Rami , had falling out with two junior developers :
Sarah and Mark . Ramy feels that Sarah and Mark do not take responsibility for
the work and that they are not committed to the project. On the other hand,
Sarah and Mark feel that Ramy is too demanding and doesn't give them enough
guidance and support. The situation escalated to the point where the team split
into two factions.
The project manager has asked you , as an external consultant , to help the team resolve their
differences and improve their teamwork . As an external consultant , your role is to help the
team identify the root causes of their conflicts , develop interventions to address those causes
, and support the team in implementing those interventions. You will need to work closely
with the project manager and team members to understand their perspectives and concerns .
After the interventions are implemented , the team is able to resolve their conflicts and begin
to make progress on the project. Rami , Sarah and Mark are able to work collaboratively and
effectively , and the project is completed on time. Team members reported that they gained a
better understanding of each other's perspectives and were more committed to working
together in the future .
Effective teamwork requires strong communication , collaboration , and trust . Organisational
conflicts can arise when these elements are missing . Hiring a conflict resolution professional
can be an effective way to address these conflicts and help teams work together more
effectively . By addressing the underlying issues and implementing targeted interventions ,
organizations can overcome conflict and achieve their goals.
• After reading the case , please answer the question below :
• Analyze the strategies that were used to manage conflict within the team in the case study.
How did these strategies ensure that all team members were heard and evaluated in the
decision – making process ? Apply theories of organizational behaviour to explain the
effectiveness of these strategies and their potential application in other team environments
.
 According to the case , it is analyzed that the team had conflicts, so the project's progress was halted
for the time being. It is found that there is a communication problem between Rami , Sarah ,and Mark
and they did not have a positive perception of each other which caused conflicts among them . As an
external consultant , the individual must have adopted the following strategies to resolve the conflict
within the team by listening and evaluating all the parties which are :
(a) Designing and implementing communication system :
The individual must have designed and implemented an effective communication system or network
among them where the consultant has motivated them to share their concerns and issues against
each other personally . Using the motivational theory , it is analyzed that certain factors such as
empathy and good positive behavior can motivate people to put in their efforts . This strategy must
have helped the consultant to listen their concerns and understand the same so the individual can
accordingly take measures to resolve the conflict between them.
(b) Establishment of collaboration :
The consultant must have establish the collaboration among them by instructing them to socialise
more and gather for informal sessions . The consultant must have told them to work together and
discuss about their projects often . They have been encouraged to understand each other and help
them to come up with the ideas and solutions . Using the system theory , the team members must
have encouraged to perform in a systematic manner showing formal behavior where they could
complete the delegated tasks with the help of each other . This must have established the sense of
collaboration among them.
( c ) Building trust and relationship :
This strategy must have encouraged the members to be more informal with
each other and encouraged to meet outside the work often so they can build a
trusting relationship among themselves . Using the mashlow's need theory , it is
analyzed that people are social animal who always seek for affiliation and
relationships. This strategy must have helped them to behave in a friendlier
manner and remove all the negative perspectives against each other .
 CASE STUDY ON MST COMPANY
In MST company , conflict arose between two key departments : Research and Development
(R&D) and Marketing . The conflict stemmed from differing priorities and communication
breakdowns . The R&D team focused on innovation and product development , often requiring
flexibility in timelines . On the other hand , the marketing team emphasized meeting tight
deadlines to launch products and campaigns , aiming to maximize market impact . As projects
progressed , tensions increased . R&D felt pressured to deliver quickly , leading to compromises
on product quality . Marketing , in turn , struggled to meet promises made to clients due to
unpredictable timelines. .
 Causes :
1. Communication Gap :
lack of regular communication between R&D and Marketing teams led
to misunderstanding regarding project timelines and
deliverables
2. Divergent Goals :
R&D prioritized innovation , while Marketing prioritized timely product launches , causing
conflicting priorities.
3. Role Ambiguity :
unclear delineation of responsibilities between the two departments contributed to the
conflict .
RESOLUTION STEPS
1. CONFLICT ASSESSMENT :
* conducted interviews and surveys to identify specific issues
causing tension.
*analyzed project timelines, communication protocols, and
team dynamics.
2. FACILITATION AND MEDIATION :
* facilitated joint meeting with representatives from both departments
to encourage open dialogue .
* mediated discussions to help teams understand each
other's perspectives and concerns .
3. COMMUNICATION IMPROVEMENT :
* implemented regular cross-departmental meetings to
enhance communication and clarify expectations.
* introduced a shared project management tool to provide real-
time updates on project progress .
OUTCOMES
1. IMPROVED COLLABORATION :
Enhnanced communication resulted in a better understanding of each team's needs, fostering
collaboration.
2 ALIGNED PRIORITIES :
Common goals and KPIs helped align R&D and Marketing objectives, reducing conflicting
priorities.
3. STREAMLINED PROCESSES:
The introduction of a project management tool improved transparency and streamlined
workflows .
 • Within AMY company , a clash emerged between
the Production and Sales departments, creating
challenges in meeting customer demands and
maintaining efficiency .
CASE STUDY • The production team focused on optimizing
manufacturing processes for cost efficiency ,
ON AMY while the Sales team prioritized meeting clients'
customized product requests promptly ,
COMPANY often requiring deviations from standard
production procedures.
• As customer expectations became more diverse ,
the production team struggled to adapt quickly ,
leading to delays and dissatisfaction .
Simultaneously , Sales faced increasing pressure to
secure new contracts , impacting their ability to
promise tailored solutions
 1. DIFFERING PRIORITIES : Production
emphasized cost –effective standard processes
, while Sales prioritized customization and
quick response to customer needs.
2. LIMITED COLLABORATION: Siloed working
CAUSES environments hindered communication , and
cross-functional understanding was lacking .
3. RESOURCE ALLOCATION : Tensions rose over
the allocation of resources , with each
department feeling that their needs were not
adequately addressed.
RESOLUTION STEPS
1. CONFLICT ANALYSIS : Conducted interviews and surveys to identify specific pain points and
challenges within both departments . Reviewed historical data on production timelines and
sales commitments .
2. CROSS-FUNCTIONAL WORKSHOPS: Organised workshops involving members from both
Production and Sales to foster understanding of each other's challenges and constraints.
Facilitated discussions to identify common goals and areas of collaboration.
3. RESOURCES PLANNING REVIEW : Reassessed resources allocation processes , ensuring
equitable distribution based on the needs of both departments . Implemented a streamlined
system for resource requests approvals.
4. TECHNOLOGY INTEGRATION : Introduced an integrated software solution that allowed
real-time visibility into production schedules and sales commitments .
5. LEADERSHIP ALIGNMENT : Engaged leadership from both departments in a joint strategic
planning session to align goals and foster a culture of cooperation . Encouraged regular
communication between department heads to address emerging issues promptly .
 OUTCOMES
1. INCREASED EFFICIENCY : Streamlined processes and
improved resource allocation resulted in a reduction in production delays
and enhanced responsiveness to customer requests.
2. ENHANCED COLLABORATION : Cross-functional workshops and improved
communication channels fcailitatd better understanding and collaboration
between Production and Sales.
3. CLIENT SATISFACTION : The company's ability to deliver customized
solutions promptly increased , leading to ived customer satisfaction and
loyalty
THANKYOU