MODULE 05

PROGRAM: MBA SEMESTER: I

ORGANIZATIONAL BEHAVIOR
COURSE NAME
COURSE CODE: 1T4 COURSE TYPE: CORE
COURSE: CORPORATE NAME OF THE FACULTY:DR. DHANASHREE
SOCIAL KATEKHAYE
RESPONSIBILITY
CO4: The future managers/ students will be able to analyse the
behaviour of individuals and groups in organisations in terms
of the key factors that influence
organisational behaviour and demonstrate skills required for
working in groups (team building).

Module 5: Conflict and Change-Understanding organizations- Managing organizational

culture, Managing organizational conflict, power & politics; Organizational life cycle and
Organisational change

Books:
Organisational Behavior – Stephen Robbins; Timothy Judge, Seema Sanghi; Pearson Prentice
Hall Publication, 13th Edition, ISBN 978-81-317-2121-6, Chapter 15&19

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

1.CONFLICT
1.1 Meaning of Conflict:
Conflict can be defined in many ways and can be considered as an expression of hostility,
negative attitudes, antagonism, aggression, rivalry and misunderstanding. It is also associated
with situations that involve contradictory or irreconcilable interests between two opposing
groups.

A few definitions of conflict are as given below:

“A simple definition of conflict is that it is any tension which is experienced when one person
perceives that one’s needs or desires are or are likely to be thwarted or frustrated.” Follett
simply defines conflict as, “the appearance of difference, difference of opinions, of interests.”

Chung and Megginson define conflict as, “the struggle between incompatible or struggling
needs, wishes, ideas, interests or people. Conflict arises when individuals or groups encounter
goals that both parties cannot obtain satisfactorily.”

According to David L. Austin, “It can be defined as a disagreement between two or more
individuals or groups, with each individual or group trying to gain acceptance of its view or
objectives over others.”

Louis R. Pondy has given a very comprehensive definition of conflict.

1.2 Characteristics of Conflict:

1. Conflict is a Process:
Conflict occurs in ‘layers’. First layer is always misunderstanding. The other layers are
differences of values, differences of viewpoint, differences of interest, and interpersonal
differences. It is also called a process because it begins with one party perceiving the other to
oppose or negatively affect its interests and ends with competing, collaborating,
compromising or avoiding.

2. Conflict is Inevitable:
Conflict exists everywhere. No two persons are the same. Hence they may have individual
differences. And the differences may be because of values or otherwise, lead to conflict.
Although inevitable, conflict can be minimized, diverted and/or resolved. Conflict develops
because we are dealing with people’s lives, jobs, children, pride, self-concept, ego and sense
of mission. Conflict is inevitable and often good, for example, good teams always go through
a “form, storm, norm and perform” period.

3. Conflict is a Normal Part of Life:

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

Individuals, groups, and organisations have unlimited needs and different values but limited
resources. Thus, this incompatibility is bound to lead to conflicts. The conflict is not a
problem, but if it is poorly managed then it becomes a problem.

4. Perception:
It must be perceived by the parties to it, otherwise it does not exist. In interpersonal
interaction, perception is more important than reality. What we perceive and think affects our
behaviour, attitudes, and communication.

5. Opposition:
One party to the conflict must be perceiving or doing something the other party does not like
or want.

6. Interdependence and Interaction:

There must be some kind of real or perceived interdependence. Without interdependence
there can be no interaction. Conflict occurs only when some kind of interaction takes place.

7. Everyone is inflicted with Conflict:

Conflict may occur within an individual, between two or more individuals, groups or between
organisations.

8. Conflict is not Unidimensional:

It comes into different ways in accordance with degree of seriousness and capacity. At times,
it may improve even a difficult situation.

1.3 Concept of Conflict Management:

‘Conflict management is the principle that all conflicts cannot necessarily be resolved, but
learning how to manage conflicts can decrease the odds of non-productive escalation.
Conflict management involves acquiring skills related to conflict resolution, self-awareness
about conflict modes, conflict communication skills, and establishing a structure for
management of conflict in your environment.’ All members of every organisation need to
have ways of keeping conflict to a minimum – and of solving problems caused by conflict,
before conflict becomes a major obstacle to your work.

1.4 Types of Conflict:

Conflicts can be of different types as described below:

On the basis of involvement:

 Conflicts may be intrapersonal (conflict with self), interpersonal (between two
persons) and organisational. Organizational conflict, whether real or perceived, is of
two types -intraorganizational and interorganizational. Interorganizational conflict
occurs between two or more organizations.

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

  Different businesses competing against each other are a good example of
interorganizational conflict. Intraorganizational conflict is the conflict within an
organization, and can be examined based upon level (e.g. department, work team,
individual), and can be classified as interpersonal, intragroup and intergroup.

 Interpersonal conflict-once again-whether it is substantive or affective, refers to

conflict between two or more individuals (not representing the group of which they
are a part of) of the same or different group at the same or different level, in an
organization.

 Interpersonal conflict can be divided into intergroup and intergroup conflict. While
the former— intragroup-occurs between members of a group (or between subgroups
within a group), intergroup-occurs between groups or units in an organization.

 On the basis of Scope:

 Conflicts may be substantive and Affective. A substantive conflict is associated with
the job, not individuals, while an affective conflict is drawn from emotions.
Substantive conflicts may be over the facts of a situation, the method or means of
achieving a solution to the problem, ends or goals, and values. Thus it includes task
conflict and process conflict in its scope.

 Procedural conflicts can include disagreements about factors such as meeting dates
and times, individual task assignments, group organization and leadership, and
methods of resolving disagreements. Unresolved procedural conflicts can prevent
work on collaborative projects. Substantive conflict can enhance collaborative
decision-making. Substantive conflict is also called performance, task, issue, or active
conflict.

 On the other hand, an affective conflict (also called as relationship or opposite of

agreeable conflict) deals with interpersonal relationships or incompatibilities and
centres on emotions and frustration between parties.

 Affective conflicts can be very destructive to the organisation, if remains unresolved.

Relationship conflict comes under the scope of affective conflicts. An affective
conflict is nearly always disruptive to collaborative decision-making. The conflict
causes members to be negative, irritable, suspicious, and resentful.

 For example, when collaborators disagree on the recognition and solution to a task
problem because of personal prejudices (e.g. prejudices stemming from strong social,
political, economic, racial, religious, ethnic, philosophical, or interpersonal biases)
they are seldom able to focus on the task.

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

  The two concepts are related to each other. If one could make a distinction between
good and bad conflict, substantive would be good and affective conflict would be bad.
Substantive conflict deals with disagreements among group members about the
content of the tasks being performed or the performance itself.

1.6 Phases of conflict

A conflict has five phases.

1. Prelude to conflict - It involves all the factors which possibly arise a conflict among
individuals.
Lack of coordination, differences in interests, dissimilarity in cultural, religion,
educational background all are instrumental in arising a conflict.

2. Triggering Event - No conflict can arise on its own. There has to be an event which
triggers the conflict.
Jenny and Ali never got along very well with each other. They were from different
cultural backgrounds, a very strong factor for possibility of a conflict.
Ali was in the mid of a presentation when Jenny stood up and criticized him for the
lack of relevant content in his presentation, thus triggering the conflict between them.

3. Initiation Phase - Initiation phase is actually the phase when the conflict has already
begun.
Heated arguments, abuses, verbal disagreements are all warning alarms which
indicate that the fight is already on.

4. Differentiation Phase - It is the phase when the individuals voice out their
differences against each other. The reasons for the conflict are raised in the
differentiation phase.
5. Resolution Phase - A Conflict leads to nowhere. Individuals must try to compromise
to some extent and resolve the conflict soon.
The resolution phase explores the various options to resolve the conflict.

Conflicts can be of many types like verbal conflict, religious conflict, emotional conflict,
social conflict, personal conflict, organizational conflict, community conflict and so on.

Conflicts and fighting with each other never lead to a conclusion. If you are not on the same
line as the other individual, never fight, instead try your level best to sort out your
differences.

1.7 Conflict Management

Ways to Manage Conflict

1.Change the Structure

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

When structure is a cause of dysfunctional conflict, structural change can be the solution to
resolving the conflict. Consider this situation. Vanessa, the lead engineer in charge of new
product development, has submitted her components list to Tom, the procurement officer, for
purchasing. Tom, as usual, has rejected two of the key components, refusing the expenditure
on the purchase. Vanessa is furious, saying, “Every time I give you a request to buy a new
part, you fight me on it. Why can’t you ever trust my judgment and honor my request?”

Tom counters, “You’re always choosing the newest, leading-edge parts—they’re hard to find
and expensive to purchase. I’m supposed to keep costs down, and your requests always break
my budget.”

“But when you don’t order the parts we need for a new product, you delay the whole
project,” Vanessa says.

Sharon, the business unit’s vice president, hits upon a structural solution by stating, “From
now on, both of you will be evaluated on the total cost and the overall performance of the
product. You need to work together to keep component costs low while minimizing quality
issues later on.” If the conflict is at an intergroup level, such as between two departments, a
structural solution could be to have those two departments report to the same executive, who
could align their previously incompatible goals.

2.Change the Composition of the Team

If the conflict is between team members, the easiest solution may be to change the
composition of the team, separating the personalities that were at odds. In instances in which
conflict is attributed to the widely different styles, values, and preferences of a small number
of members, replacing some of these members may resolve the problem. If that’s not possible
because everyone’s skills are needed on the team and substitutes aren’t available, consider a
physical layout solution. Research has shown that when known antagonists are seated directly
across from each other, the amount of conflict increases. However, when they are seated side
by side, the conflict tends to decrease (Gordon et al., 1990).

3.Create a Common Opposing Force

Group conflict within an organization can be mitigated by focusing attention on a common
enemy such as the competition. For example, two software groups may be vying against each
other for marketing dollars, each wanting to maximize advertising money devoted to their
product. But, by focusing attention on a competitor company, the groups may decide to work
together to enhance the marketing effectiveness for the company as a whole. The “enemy”
need not be another company—it could be a concept, such as a recession, that unites
previously warring departments to save jobs during a downturn.

4.Consider Majority Rule

Sometimes a group conflict can be resolved through majority rule. That is, group members
take a vote, and the idea with the most votes is the one that gets implemented. The majority
rule approach can work if the participants feel that the procedure is fair. It is important to

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

keep in mind that this strategy will become ineffective if used repeatedly with the same
members typically winning. Moreover, the approach should be used sparingly. It should
follow a healthy discussion of the issues and points of contention, not be a substitute for that
discussion.

5.Problem Solve
Problem solving is a common approach to resolving conflict. In problem-solving mode, the
individuals or groups in conflict are asked to focus on the problem, not on each other, and to
uncover the root cause of the problem. This approach recognizes the rarity of one side being
completely right and the other being completely wrong.

1.8 Conflict-Handling Styles

Individuals vary in the way that they handle conflicts. There are five common styles of
handling conflicts. These styles can be mapped onto a grid that shows the varying degree of
cooperation and assertiveness each style entails. Let us look at each in turn.

1.Avoidance
The avoiding style is uncooperative and unassertive. People exhibiting this style seek to avoid
conflict altogether by denying that it is there. They are prone to postponing any decisions in
which a conflict may arise. People using this style may say things such as, “I don’t really care
if we work this out,” or “I don’t think there’s any problem. I feel fine about how things are.”
Conflict avoidance may be habitual to some people because of personality traits such as the
need for affiliation. While conflict avoidance may not be a significant problem if the issue at
hand is trivial, it becomes a problem when individuals avoid confronting important issues
because of a dislike for conflict or a perceived inability to handle the other party’s reactions.

2.Accommodation

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

The accommodating style is cooperative and unassertive. In this style, the person gives in to
what the other side wants, even if it means giving up one’s personal goals. People who use
this style may fear speaking up for themselves or they may place a higher value on the
relationship, believing that disagreeing with an idea might be hurtful to the other person.
They will say things such as, “Let’s do it your way” or “If it’s important to you, I can go
along with it.” Accommodation may be an effective strategy if the issue at hand is more
important to others compared to oneself. However, if a person perpetually uses this style, that
individual may start to see that personal interests and well-being are neglected.

3.Compromise
The compromising style is a middle-ground style, in which individuals have some desire to
express their own concerns and get their way but still respect the other person’s goals. The
compromiser may say things such as, “Perhaps I ought to reconsider my initial position” or
“Maybe we can both agree to give in a little.” In a compromise, each person sacrifices
something valuable to them. For example, in 2005 the luxurious Lanesborough Hotel in
London advertised incorrect nightly rates for £35, as opposed to £350. When the hotel
received a large number of online bookings at this rate, the initial reaction was to insist that
customers cancel their reservations and book at the correct rate. The situation was about to
lead to a public relations crisis. As a result, they agreed to book the rooms at the advertised
price for a maximum of three nights, thereby limiting the damage to the hotel’s bottom line as
well as its reputation (Horowitz et al., 2006).

4.Collaboration
The collaborating style is high on both assertiveness and cooperation. This is a strategy to use
for achieving the best outcome from conflict—both sides argue for their position, supporting
it with facts and rationale while listening attentively to the other side. The objective is to find
a win–win solution to the problem in which both parties get what they want. They’ll
challenge points but not each other. They’ll emphasize problem solving and integration of
each other’s goals. For example, an employee who wants to complete an MBA program may
have a conflict with management when he wants to reduce his work hours. Instead of taking
opposing positions in which the employee defends his need to pursue his career goals while
the manager emphasizes the company’s need for the employee, both parties may review
alternatives to find an integrative solution. In the end, the employee may decide to pursue the
degree while taking online classes, and the company may realize that paying for the
employee’s tuition is a worthwhile investment. This may be a win–win solution to the
problem in which no one gives up what is personally important, and every party gains
something from the exchange.

1.8 SOURCES OF CONFLICT

From the underlying causes, we now move to the specific sources of conflicts, sometimes
also referred to as issues involved in a conflict or issues at stake in a conflict.

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

Information
Lack of information, misinformation and different interpretations of information can lead to
conflict. Disputants may not have sufficient information or even the same information
about a given situation. In other instances, groups and individuals may interpret the same
data or information in differing ways or they may assign different levels of importance to the
same data. Control and manipulation of information is a major weapon in conflict situations.
1.Miscommunication
Ineffective communication is another source of conflict. Even if there are no basic
incompatibilities between groups and individuals, miscommunication and misunderstanding
can lead to conflict. Moreover, stakeholders may have different perceptions about the facts in
a situation and until they are clarified, there can be no resolution. Self-centredness, selective
perception, emotional bias and prejudices lead to differing perceptions between the
stakeholders of a conflict. Lack of skill in communicating one’s viewpoint in a clear and
respectful manner often results in confusion, hurt and anger, all of which fuel the conflict
further. Whether the conflict has objective sources or has arisen due to perceptual or
communication problems, the people involved experience it as very real.

2.Resources
This relates to conflict over material resources such as land, money or objects, which are
evidently identifiable and can be negotiated. Historically, disputes over access to and control
of territory, material, economic and scarce natural resources have been one of the dominant
sources of conflict. One major element in the colonial empire building of the 19th and 20th
century was the competition for resources and defence of national economic interests which
were defined in territorial terms. Here each faction wanted to grab as much as it could; its
behaviour and emotions were directed towards maximising gain. In extreme cases, disputants
may resort to military action or the threat of it to gain or defend access to resources
perceived as vital for survival, for example, the developed Western countries attach a great
deal of importance to maintaining their access to oil supplies in the West Asian region and
are prepared to undertake extreme measures to do so.

In the twenty-first century, demands for land, fresh water and other natural resources are
growing rapidly due to increase in population as well as consumption. But these resources are
limited and Gandhi had very aptly said, “Earth provides enough to satisfy every [person’s]
need but not for every [person’s] greed.” Besides, environmental degradation has further
complicated the situation and the consequences are being felt the world over. In India, the
shortage of water has given rise to several conflicts at the local and regional level.

3. Relationships
Relationships are an important facet of human life. Gandhi was in fact always keen to
cooperate with the opponent to build relationships, which would form the basis for a sound
post-conflict life. As human beings, we have personal (family) and social (community) and/or
organisational (business) relationships. In these relationships, people have disagreements
over a variety of issues, which is very normal. However, sometimes the interdependence

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

created by these relationships introduces a destructive dimension to these differences, for
example, a wife is repeatedly subjected to abuse and domestic violence but is unable to walk
out of the relationship because (apart from other social and cultural pressures) she may be
economically dependent on her husband, who is aware of this interdependence and uses it to
his advantage.

4. Interests and Needs

Non-fulfillment of interests and needs are a major source of conflict. The non-fulfillment of
these needs may be either a reality or just a perception. In fact, important needs for identity,
respect or participation are often at the heart of conflicts that ostensibly seem to be a
contest for material things. Conflicts usually arise because of the denial of following needs:
 Unfulfilled needs for economic resources or the perception that economic resources
are not distributed fairly;
 Unfulfilled needs for safety, respect and participation in social life or a perception of
unjust relationships and humiliation; and
 Unfulfilled needs for identity, culture, religious values or a perception that these are
threatened.
When the needs of individuals, communities and nations are denied in the above- mentioned
areas, it leads to structural violence. Vertical structural violence can operate in the following
arenas insulting the respective needs:
 Repression – political – the insulted need is freedom;
 Exploitation – economic – the insulted need is well-being; and
 Alienation – cultural – the insulted need is identity.
For Gandhi, exploitation was the essence of violence. He saw violence as anything that
impeded individual self-realisation and that violence could be either direct or structural in
nature. Dehumanisation is a case in point.

5.Structures
Structures- both social and organisational- determine who has access to power and
resources, who has the authority to make decisions and who is afforded respect. Conflicts
about or within structures often involve issues of justice and competing goals.

6.Power
Power can mean different things – legitimacy, authority, force, or the ability to coerce. It
is a vital ingredient in conflict situations; conflicts either centre on the search for more power
or a fear of losing the same. However, power is intangible; it cannot be counted. But power
does not exist in a vacuum; it is present in, and based on, relationships. Besides, one should
look at resources as a key area that determines the actual location of power or the need for
power.
Power conflicts can occur between individuals, groups or nations, when one or both sides
choose to take a power approach to the relationship and wish to maintain or maximise the
amount of influence that they exert in the relationship and the social setting. It is impossible

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

for one side to be stronger without the other being weaker, at least in terms of direct
influence over each other. Thus, a power struggle ensues which usually ends in victory for
one side and defeat for the other, or in a ‘stand-off’ with a continuing state of tension.
Power can be either hard (coercive) or soft (persuasive). Hard power consists of the ability to
command and enforce while soft power comprises of the ability to bring about cooperation,
provide legitimacy and inspire. In violent conflict situations, hard power dominates, as armies
and militias grapple for victory. On the other hand, soft power is essential for peacemaking
and peace-building. Power should necessarily be accompanied by accountability; otherwise
it tends to give rise to more conflicts. Being accountable would mean finding ways to report
to others and being open to be questioned by others.
Gandhi had a very different notion of power- one that is humane and constructive- and “that
can transform and not destroy.” He was keenly aware of the difference between power-over
and power-with, and his own conceptions of society and conflict were firmly rooted in the
latter.

7.Governance
Governance relates to decisions that define expectations, grant power or verify
performance. It is concerned with the way in which society is governed, the distribution of
authority and resources within it, and the legitimacy of these in the eyes of the members of
society. Governance, basically, is a process of decision-making and the process by which
decisions are implemented or (not implemented). In simple terms, ‘governance’ is what a
‘government’ does. Politics provides the means by which the governance process operates.
‘Good governance’ is an indeterminate term used in development literature to describe how
public institutions conduct public affairs and manage public resources in order to guarantee
the realisation of human rights. According to the United Nations, good governance has eight
characteristics: consensus-oriented, participatory, following Rule of Law, effective and
efficient, accountable, transparent, responsive, equitable and inclusive.
Good governance is considered to be integral to economic growth, the eradication of poverty
and hunger, and sustainable development. It makes violent conflict less likely. If
governments reflect the values and satisfy the needs of those over whom they exercise
authority, they will be legitimised. When the legitimacy is lacking or there is a doubt
about

8. Culture
Culture is an important factor in social conflict. It is learnt from the family, community,
school, and media; it is not something human beings are born with. Culture determines the
way individuals and groups act, the manner in which they relate to others and the way they
think about and perceive events happening around them. Thus it is necessary to understand
the cultural contexts of the individuals and groups involved in a conflict especially in
situations where the contending sides are from different cultures. In fact, Marc Ross argues
that there is a ‘culture of conflict’, which he defines as “a society’s configuration of norms,
practices and institutions that affect what people enter into disputes about, with whom they
fight, how disputes evolve, and how they are likely to end.”

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

9.Ideology
Ideology is mostly used in reference to the public world of politics. Political ideologies such
as Fascism, Nazism, and Marxism involve a set of fundamental beliefs about economic
organisation or governance of society. One of the most famous ideological conflicts of the
20th century was the one between the Capitalist Bloc and the Communist Bloc popularly
termed as the Cold War, which manifested in ways such as the formation of economic and
military blocs, and proxy wars between client-states at the regional and local level. The Cold
War ended with the disintegration of the former Soviet Union and withering away of the
Communist Bloc.

10. Religion
Religion refers generally to the private world of spirituality. It is particularly relevant to
conflict because it may contain strong claims to exclusivity; the faithful are considered to
constitute distinct, exclusive communities. Besides, religious belief can become a
motivation in political action, and can be used by leaders for selfish political ends or as
means towards those ends. Moreover, scriptures have at various points in history been
interpreted and misinterpreted to justify slavery, racism and women’s subordination.
Conflict between religions has occurred throughout history but in the contemporary period
some of the major religions of the world are witness to a surge in fundamentalist elements.
Fundamentalists have attempted to extend their sphere of influence from places of worship
to the state and the society as a whole leading to escalation of conflicts not only between
religions but also within the moderate and extremist sections within religions as well as with
the state and society at large.
11. Values
Values are dear to individuals and groups – these are the beliefs that shape their identity and
faith perspectives that give meaning to their lives. Incompatibility in ways of life and
ideologies such as preferences, principles and practices that people believe in can lead to
value conflicts. When states, groups and individuals assert the rightness and superiority of
their way of life and their political-economic system vis-à-vis other states, groups and
individuals, values can then become a major component in such conflicts. Values are often
seen as a part of one’s identity; and thus, challenge to values is often seen as a threat to
identity, resulting in defensive reactions by individuals and groups since they assume that
resolution of the conflict will require a change in values.

Theories applicable to solve problems of change and conflict within organization.

1. Lewin's Change Management Model

o Unfreeze: Prepare employees for the change by communicating the rationale,
benefits, and expected outcomes of the restructuring and technology introduction.
Build urgency and address resistance empathetically.
o Change: Provide training, resources, and ongoing support to facilitate a smoother
transition. Encourage open communication to address concerns.
o Refreeze: Reinforce the new structure and processes by celebrating early successes
and embedding them into the organizational culture.

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /

 2. Maslow's Hierarchy of Needs
o Address employees' basic needs for job security and stability during change.
o Ensure psychological safety by fostering a supportive environment and maintaining
open communication.
o Encourage growth and self-actualization by involving employees in the change
process and offering opportunities to upskill.

3. Thomas-Kilmann Conflict Resolution Model

o Use conflict resolution strategies tailored to the situation, such as collaboration for
team alignment, compromise for quick resolutions, or accommodation to address
individual grievances.

4. Kotter’s 8-Step Change Model

o Focus on building a guiding coalition to lead the change, creating a vision, and
enabling broad-based actions that address employee concerns.
o Consolidate gains and encourage continuous improvement to maintain momentum.

5. Organizational Justice Theory

o Ensure fairness in decision-making (procedural justice), equitable outcomes
(distributive justice), and respectful communication (interactional justice). This
fosters trust and mitigates conflict.

Fostering a Positive Work Environment

1. Encourage Participation: Involve employees in decision-making to increase their buy-in and

reduce resistance.
2. Provide Training and Support: Equip employees with the skills needed to adapt to new
technologies and processes.
3. Facilitate Open Communication: Create platforms for employees to voice concerns, provide
feedback, and seek clarification.
4. Recognize and Reward Efforts: Celebrate milestones and acknowledge individual and team
contributions.
5. Promote Team-Building Activities: Strengthen relationships and reduce tension by fostering
collaboration through workshops and team exercises.

By applying these theories and strategies, the HR function can mitigate the negative impacts
of organizational change and conflict while promoting resilience, adaptability, and a
collaborative culture.

Dr. Ambedkar Institute of Management Studies and Research, Deekshabhoomi, Nagpur (For internal circulation only)

RTM Nagpur University MBA - 2022-23 / Semester – II /