1 Resource Management

 Management is getting things done through people

By Dr. Amana A. (MD, MSC/MRH)

3/23/2025
 Human Resource
2
Management
 Human resource management is the process of:
 Acquiring and
 Retaining the organization's human resource

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Components of Human Resource Management
3

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Human resource planning
4

 Is the process by which mgt determines:

 how an organization should move from its current
manpower position to its desired human resource
position.
 It is determining:
 the right number and the right kind of people at the
right place at the right time,
 doing things which result in both the organization and
the individual receiving maximum long range benefit.
.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Objectives of Human resource planning
5

 To ensure optimum use of existing human resource

 To forecast future requirements for human resource
 To provide control measures
 To link human resource planning with organizational
planning
 To determine levels of recruitment and training
 To provide a basis for management development plan
 To meet the needs of expansion and diversification of
programmes
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Why human resource planning
6

 Technological changes
 Organizational changes
 Demographic changes
 Increased mobility
 Shortage of skills

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Steps of Human resource Planning
7

1. Profiling- to profile the personnel need of the

organization at some future point
2. Estimating- projecting the type and number of personnel
needed
3. Inventorying- human resource audit of present employees
4. Forecasting-anticipating changes in the present work
force in terms of entries and exits
5. Planning-Assumptions made by following steps 1-4 to
ensure the right number of personnel with appropriate
prerequisite knowledge and skill


Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Job analysis
8

 A formal and detailed study of jobs

 Scientific and systematic analysis of a job in order to
obtain all pertinent facts about the job
 A process of collecting and analyzing all pertinent
data relating to a job
 Process of analyzing & identifying the need for &
availability of human resources so that the
organization can meet its objectives.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Job Description
9

 A functional description of what the job entails

 Define the purpose and scope of a job
 A written record that contains title, location, duties
and responsibilities, working conditions

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Human resource Sources
10

 Internal Sources

 External sources

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Recruitment
11

 Recruitment is the process of attracting qualified

people to apply for a job.
 It involves searching for and attracting prospective
employees either from within the organization or
outside the organization.
 It is the process of making applicants available for
selection.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Selection
12

 It is to choosing the most suitable person among the

applicants using job qualification as a guide.
 The essence of selection is to determine whether an
applicant is suited for the job in terms of training,
experience and abilities
 Sources of information for selection
 Application forms
 Pre employment interviews
 Testing, Personality tests, Cognitive ability tests,

Work sample, or combined

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Criteria of a good selection
13
instrument
 Degree to which selection techniques used accurately match
people’s qualifications to job requirements
 Validity
 Reliability

 Potential outcomes of a weak selection instrument:

 Poor matching of people to jobs
 Lack of knowledge of success in matching people to jobs
 Lack of information of how to improve matching process
 Lack of evidence to support legal challenges

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Orientation/Induction
14

 Is the process of receiving and welcoming an

employee when he/she joins an organization and
giving in the basic information he/she needs to
settle down quickly and happily and start work

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Orientation…
15

Purposes of Orientation for Employers

 Productivity Enhancement
 Turnover Reduction
 Organizational Overview
Purpose of Orientation for New Employees
 Favorable Employee Impression
 Enhance Interpersonal Acceptance
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Orientation programmes
16

 General information about:

 The organization : history, purpose, operation, services
 Expected contribution of the employee to the
organization and providing of job description
 Detailed information about the polices and rules of the
organization
 Orientation to staff and mangers
 Safety measures
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Performance Appraisal
17

 Is a systemic review of an individual employee's performance

on the job, which is used to evaluate the effectiveness of
his/her work
Purpose:
 Provide information to decisions regarding: salary raises,
promotions, transfers, or discharges
 Assist employees in their personal development
 Assess the effectiveness of hiring practices
 Identify training and development needs of the employees
 Establishment of standards of job performance
 often used as a criterion to assess the validity of personnel

selection and training procedures

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Common Problems in Performance
Appraisal
18

 Leniency Errors-some raters are hard graders and

others easy graders

 Halo errors- are evaluations based on the rater's

general feelings about an employee

 Central tendency errors: refers to the rater's

unwillingness to assign extreme - high or low - ratings.
 Everyone is average, and only the middle part of the
scale is used
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Tools of performance appraisal
19

 Rating scales- the tool consists of a behavior or

characteristics to be rated and some type of scale that
will indicate the degree to which the person being
evaluated demonstrates that behavior
 Ranking: Ranking is listing of all employees from
highest to lowest in performance
 The checklist- it describes the standard of
performance and the rater indicates by placing a
checkmark in a column if the employee demonstrates
the behavior
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Tools of performance appraisal…
20

 Multisource (360°) Appraisal: involves getting

feedback from multiple sources, including peers,
supervisors, colleagues and self
 Management by objective- it focuses on the
evaluator's observations of the employee's
performance as measured against very specific
predetermined goals that have been jointly agreed
upon by the employee and the evaluator.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Giving feedback
21

1. Build feedback into the job

2. Provide feedback on actual events
3. Describe, don’t judge
4. Refer to specific behavior
5. Ask questions
6. Select key issues
7. Focus
8. Provide positive feedback

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 How to manage under-performance
22

1. Identify & agree on the problem

2. Establish the reason(s) for the shortfall

3. Decide & agree on the action required

4. Implement the action

5. Monitor & provide feedback

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Procedure in addressing poor performance
23

 Counseling
 Training
 Verbal warning
 Written warning
 Reprimand
 Dismissal

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Training and Development
24

 is the formal procedure which an organization

utilizes to facilitate learning so that the resultant
behavior contributes to the attainment of
organization's goals and objectives
 Should contribute to the goals of both the
organization and the individual.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Types of training
25

 On the job training

 Off-the-job training

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Training
26

 Focus on emotional maturity, integrity, compassion

 Develop the person, not only the skills and
knowledge
 Give people choice

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Assessing Training Needs
27

1.Organizational analysis- is the study of an entire

organization-its objectives, its resources and the way
in which it allocates resources to attain its goals.
2. Operational analysis-is the orderly and systematic
collection of data about an existing or potential task
or a cluster of tasks that define a job.
3. Personnel analysis-is concerned with ascertaining
how well a specific employee is carrying out his/her
tasks

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Development
28

 Development usually means acquiring skills for

future work
 Represents the efforts to improve employees’
ability to handle a variety of assignments.
 Specific development needs can be identified by
HR planning.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Purpose of career development
29

 Identify & develop the potential within staff

 Build existing skill levels
 Prepare staff to take on greater responsibility
during their career.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Development Approaches as Job-Site Methods
30

 Coaching
 Committee Assignments
 Job Rotation
 Assistant – to –Positions .

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Compensation and benefit
administration
31

 Compensation: wage and fringe benefits

 Benefit
 Health insurance, housing , transportation, pension,
vacation, sick leave, maternity leave…
 Equity
 Internal
 External
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Health and safety
32

 Occupational safety and health

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Promotions, Transfers, & Separation
33

 Promotion to shift to other positions with change

in status or pay.
 Transfers refers to shift to other positions without
change in status or pay.
 Separation: is departing a staff :
 with poor performance
 retirement, death, release…
 Discipline: is a form of training that enforces
organizational rules

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Human resource management challenges
34

 Changes are occurring rapidly across a wide range of

issues:
 Economic and technological changes
 Work force availability and quality concerns
 Demographic and diversity issues
 Organizational restructuring

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Reasons why discipline might not be used
35

 Organization culture regarding discipline

 Lack of support
 Guilt
 Loss of friendship
 Time loss

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

36 Budgeting
 Is a plan for the allocation of resources and a
control for ensuring that results comply with the
plans

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Prerequisite for budgeting
37

 Sound organizational structure

 Job descriptions
 Goals and objectives
 Formal budgeting policies and procedures

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 The budgeting process
38

The budgeting process should provide for:

 Plans of anticipated activity

 A mechanism for measurement of work effort on
timely basis
 Accountability by someone for variances from
budget
 An awareness of costs by all participants in the
budgeting program

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Major types of budgets
39

 Operating/recurrent- estimates of operating

expenses, estimates of operating revenues and
estimates of activity
 Example: personnel salaries, supplies, light water,
drugs, repairs and maintenance
 Plant/Capital-estimates of expenditure for adding,
replacing or improving buildings or equipment for
the budget period
 Example: buildings, major equipment

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 ZERO-BASED BUDGETING
40

 Many budgeting procedures allocate funds to

departments based on their previous year’s
expenditures.
 Then the department managers decide how the
funds will be used.
 This procedure usually allows for enrichment and
enlargement of programs but seldom for decreases
or deletion of programs. Obsolescence is seldom
examined, and this leads to increased costs.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Advantages of Budgeting
41

 Help fix accountability, responsibility and authority.

 State goals for all units, offer standard of performance,
and stress the continuous nature of planning and
control process
 Encourage managers to make a careful analysis of
operations and base decisions on careful
consideration.
 Hasty judgments are minimized.
 Staffing, equipment, and supply needs can be
projected and waste minimized.
 Financial matters can be handled in an orderly fashion
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Budgeting Process
42

Steps
1.The first step in the budget process is the
establishment of operational goals and policies for the
entire organization.
2.The top management should approve a long-range plan
of 3 to 5 years that reflects the community’s future
health needs and other community health care
providers’ activities.
3.Then operational goals must be translated into
quantifiable management objectives for the
organizational units.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Budgeting process…
43

4. The department heads use the organizational goals as

a framework for the development of department
goals.
5. A formal plan for budget preparation and review
including assignment of responsibilities and
timetables must be prepared.
6. Historical, financial, and statistical data must be
collected monthly so that seasonal fluctuation can be
observed.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Budgeting process…
44

7. Departmental budgets need to be prepared and

coordinated.
 During this phase, units of service, staffing patterns,
salary and non-salary expenses, and revenues are
forecasted so that preliminary rate setting can be
done.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Budget process…
45

8. Budgets are revised, and the master budget is

prepared. At this point, operating,
Payroll,

Non salary,
Capital, and
Cash budgets can be incorporated into the master
budget.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Budget process…
46

9. Then the financial feasibility of the master budget is

tested, and the final documents is approved and
distributed to all parties involved.

10.During the budget period, there should be periodic

performance reporting by responsibility centers.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Material management
47

 It is the integrated function of purchasing and allied

activities to achieve the maximum coordination and
optimum expenditure in the area of materials

 One of the objectives of materials management is to

have the right materials at the right place at the right
time.
 This depends on effective policies of forecasting,

inventory, and materials distribution.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Materials Management
48

 Expendable/consumable/recurrent
 are those materials/items that should be regularly

kept in stock for production purposes or

maintenance of the plant and are used within a
short time.
 Non-expendable/capital/non-recurrent
 are those materials/items that are required only for

specific purposes or jobs and which are not to be

automatically recouped, lasts for several years, and
needs care and maintenance.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Managing equipment
49

 Ordering-obtaining equipment from stores

 Storing- recording, labeling and holding
equipment in a stock or store room
 Issuing- giving, labeling and holding equipment in
a stock or store room
 Controlling- monitoring expendable equipment,
maintaining and repairing non-expendable
equipment.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Models
50

 In most government sectors in Ethiopia, receiving

and issuing of Materials/equipment/items are carried
out using the following models:
Model 19- model confirming delivery of
items/drugs
Model 20- Model for requesting items/drugs
Model 21- Model for approving item delivery
by person in authority
Model 22- Model for issuing items/drugs

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Managing Time
51

Managing Time
 Time is a non-renewable resource.
Maximize Managerial Time
 Set goals- determine the short, medium and long-range
goals.
 Once you have determined and ranked your goals plan
strategies to achieve them
 Plan schedule
 Improve reading
 Improve memory
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Planning time
52
arrangements
 Events are arranged in daily, weekly, monthly or yearly
time periods.
 The periodicity depends on the frequency or regularity of

particular events.
Time plans are written in various common forms
known as :
 Timetable: daily or weekly regularly recurring
events.
 Schedule: intermittent or irregular or variable
events, and where they take place.
 Roster: duties planned for different staff members,
for different times in turn.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Preparing Timetable and
Schedule
53

 Preparing a health unit time table

 List all activities that happen regularly each week.

 Then arrange them in an appropriate timetable grid.

Preparing health unit schedule

 A schedule is required when a different activities or

the same activity in a different place is spaced at

intervals over time.
 To make a schedule, each different activity or each

different place is listed and passed through the dates

in turn, the whole cycle is repeated.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Preparing duty roster
54

A duty roster is a time plan for distributing work

among staff members
Duty rosters are needed for three purposes:
To distribute work fairly and evenly outside

normal working hours, e.g. night duty, weekend

duty, holiday duty
To distribute uninteresting or difficult work, and

interesting or varied work.

To divide extra duties among the whole staff.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

55 Decision Making

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Brain storming?
56

 What is decision making ?

 What factors can affect decision making capacity of
one leader?
 What types of decision making you?
 What is the difference between decision making and
problem solving? Or same

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Objectives
57

1. Describe the types of decisions

2. Explain the mechanisms of decision-making
3. Discuss the steps of logical decision-making
4. Identify the factors responsible for decision-
making
5. Recognize the decision-making tools
6 Explain the barriers for decision-making and
mechanisms of overcoming it

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Decision making
58

 is choosing the best alternative to reach the

predetermined objective.

 is a process of identifying and selecting a course of

action to solve specific problem.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Decision making…
59

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Types of decisions
60

 Determined by:
 How much time the manager spends in making
decision
 What proportion of the organization must be
involved in making decision
 The organization functions on which they focus
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Types of decisions…
61

 Ends -Means
 Administrative-Operational
 Programmed-Non-programmed

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Ends-Means Decision
62

 Ends: deals with the determination of desired

individual or organizational results to be achieved
 Means: decisions deal with strategic or operational
programmes, activities that will accomplish desired
results.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Administrative-Operational
Decision
63

 Administrative: made by senior management, which

have significant impact throughout the organization.
- Usually this type of decision is concerned with policy,
resource allocation and utilization.
 Operational: are generally made by mid level and
first line managers
- Address day to day operational activities
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Programmed-Non –programmed
Decisions
64

 Programmed-these are repetitive and routine in

nature.
Since they can be programmed, procedures, rules
and often manuals are formulated to cover those
situations
 None programmed: unique and non- routine

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Ways of Decision Making
65

 Relying on tradition: taking the same decisions that

had been undertaken when similar problem arouse in
the past
 Scientific method: is a rational, organized and
systematic approach to decision making

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Decision Making Model
66

1. Identify
problem
2. Choose
6. Evaluate
decision
decision
style

5. Implement 3. Develop
solution alternatives

4. Choose
best solution

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Steps of Decision Making
67

 Investigating the situation

 Set objectives
 Develop alternatives
 Evaluate alternatives
 Implement and follow up

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Factors Influencing
68
Decision Making
 Decision makers attribute
 Knowledge, experience, and judgment
 The Situation

 Urgency of solution and time pressures

 Magnitude and importance
 Structure and uncertainty and risk
 Cost benefit
 Environmental Constraints

 External
 Internal

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Styles of decision making.
69

• Individual Decision Making : the leader make the

decision alone
• Decision Making Through Consultation : the leader
shares the issue with one or more people, but the final
decision may or may not be influenced by it.
• Group Decision Making : the leader and others work
together until they reach a consensus decision.
• Delegating the Decision : the leader sets the
parameters, then allows one or more others to make the
final decision.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Deciding to decide
70

 Is the problem easy to deal with

 Tip:avoid being bogged down in trivial details.
Effective managers reserve decision-making
techniques for problems that require them.
 Might the problem resolve itself
 Tip:prioritize and rank problems in order of
importance
 Is it my decision
 Tip: the closer to the origin of the problem the decision
is the better.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Deciding to decide…
71

 Before deciding ask the following questions:

 Does the issue affect other departments?
 Will it have a major impact on the superior's area of

responsibility?
 Does it need further information from higher level?

 Does it involve serious breach of my department’s budget?

 Is this problem outside my area of responsibility or

authority?
 If the answer to any of these questions is 'YES'
pass it to your superior.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

72
Organizational
Communication
 Communication
 Definition
 Types
 Modes
 Components
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Types of Communication
73

 Verbal
 Oral
 Written
 E-mail
 Nonverbal
 Expression
 Expressive behaviors
 Body language

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Levels of communication
74

 Interpersonal communication
 Intraorganizational communication
 Interorganizational communication

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Techniques of communication in organization
75

 Downward communication
 Letters, meetings and telephone
 Manuals, handbooks
 Upward communication
 Suggestion systems
 Grievances
 Attitude surveys
 Horizontal communication
 Diagonal communication
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Basics for Good Communication
76

 Before speaking to an individual or a group, plan and

organize what you are going to say.
 Consider the physical and psychological setting

 Consult others when necessary to be exact and objective.

 Be mindful of non-verbal communications

 Follow up your communication.

 Be an active listener.

 Give credit for the contributions of others when genuinely

deserved.
 Be assertive when expressing your view.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Blocks to
77
Communication
 Listening Skills
 Psychological Blocks
 Environmental Distractions
 Semantic Barriers

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

78 Conflict Management
Conflict is an inevitable and unavoidable part
of our everyday professional and personal lives

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Conflict
79

 Struggles between two or more people over values,

or competition for status, power and scarce
resources.”
 Organizational conflict:
 is a state of discord caused by the actual or perceived
opposition of needs, values and interests between
people working together
 The struggle that arises when the goal-directed
behavior of one person or group blocks the goal-
directed behavior of another person or group.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Conflict
80

 A survey suggests that managers spend over 20%

of their time handling conflict.
 For a conflict to exist it must be perceived by the
parties to it.
 Conflict is a dynamic process which includes
antecedent conditions, cognitive states, affective
states and conflicting behavior.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Conflict Management
81

 Conflict is inevitable
 Has both productive and destructive potential.
 Conflict if mismanaged can threaten:
 relationships, systems and institutions

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Functional vs. Dysfunctional Conflict
82

 Functional: support the goals of the organization,

and improve its performance

 Dysfunctional: hinders organizational performance

and/or harms or interferes with organizational
members

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Type of Conflict
83

 Task conflict
 Relates to the content and goals of the work
 Low- to moderate amounts of task conflict tend
to improve performance
 Relationship conflict
 Focus on interpersonal processes
 Are almost always dysfunctional
 Process conflict
 Relates to how the work gets done
 Low levels can improve performance

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Sources of Organizational Conflict
84

 Differentiation
 Differences in functional orientation
 Status inconsistencies
 Task relationships
 Overlapping authority
 Task interdependence
 Incompatible evaluation systems
 Scarcity of resources

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Conflict and its Management
85

 Conflict is inevitable.
 It need not be viewed as only a negative process.
 Has both productive and destructive potential.
 Conflict if mismanaged, however, can threaten
relationships, systems and institutions.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Conflict
86

 Conflict is not necessarily bad:

 If it is resolved effectively,
it can lead to personal and professional growth

Conflict can lead to increased understanding:

 The discussion needed to resolve conflict give
an insight into how they can achieve their goals
without undermining those of other people .

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Conflict
87

 Increased group cohesion:

 When conflict is resolved effectively, team

members can develop stronger mutual respect, and

a renewed faith in their ability to work together.

 Improved self-knowledge:
 Conflict pushes individuals to examine their goals

in close detail, helping them understand the things

that are most important to them, sharpening their
focus, and enhancing their effectiveness.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Pondy’s Stages
88

 Latent conflict:
 There is no actual conflict; the potential for conflict

to arise is present
 because of the sources of conflict previously

identified.
 Perceived conflict:
 Each party searches for the origins of the conflict,
 defines why the conflict is emerging,
 analyzes the events that led to its occurrence, and

constructs a scenario that accounts for the problems

it is experiencing with other parties.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
89

 Felt conflict:
 The parties in conflict develop negative feelings about

each other.
 Manifest conflict:
 One party decides how to react to or deal with the party

that it sees as the source of the conflict, and

 both parties try to hurt each other and thwart each other’s

goals.
 Conflict aftermath:
 Every conflict episode leaves a conflict aftermath that

affects the way both parties perceive and respond to a

future conflict episode.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 ….
90

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 …
91

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 ..
92

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Causes of conflict
93

 Misunderstanding
 Personality clashes
 Competition for resources
 Authority issues
 Lack of cooperation
 Differences over methods or style
 Low performance
 Value or goal differences

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 The Conflict Process
94

Perceived
Conflict
Sources of Manifest Conflict
Conflict Conflict Outcomes
Felt
Conflict

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 A Conflict Model
95
Aftermath of
Preceding Episode

Environmental
Latent Conflict Effects
Organizational
and Extra- Attention-
Felt Conflict Perceived Conflict Focus and
Organizational
Tensions Diversion
Mechanisms
Conflict Manifest Conflict
Resolution Strategic
Mechanisms Considerations

Conflict Aftermath
 c
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Desired Outcomes of Conflict
96

 Agreement: Strive for equitable and fair agreements

that last.
 Stronger relationships: Build bridges of goodwill
and trust for the future.
 Learning: Greater self-awareness and creative
problem solving.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Fitting Conflict Resolution Style to
the Situation
97

Conflict Style Appropriate Situation

Competing Time is short and we're sure we're correct.
The other party would take advantage of a
collaborative approach.
Avoiding The conflict is trivial.
We need a temporary, cooling-off tactic.
Accommodating The other party has great power.
The issue isn't important to us.
Compromising There is little chance of agreement, both parties have
equal power, and there are time constraints.
Collaborating This is the "ideal" style to be sought unless the
parties to conflict have perfectly opposing interests.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
98

Insert Figure 18.6 here

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Negotiation
99

 Negotiation is a process in which groups with

conflicting interests meet together to make offers,
counteroffers, and concessions to each other in an
effort to resolve their differences.
 Third-party negotiator is an outsider skilled in
handling bargaining and negotiation.
 Mediator - a neutral third party who tries to help
parties in conflict reconcile their differences.
 Arbiter - a third party who has the authority to impose
a solution to a dispute.
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Approaches to Conflict
Resolution
100

Focus on Improve
Larger Goals Communications

Bring Parties
Clarify Job
Together to Foster Reduced Responsibilities
Understanding and Conflict
Cooperation

Develop
Separate
Employees’
Conflicting Use Third Negotiating Skills
Parties Parties as
Mediators
Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025
 Reducing Conflict
101

 Lose-lose methods: parties to the conflict episode do

not get what they want
 Win-lose methods: one party a clear winner; other
party a clear loser
 Win-win methods: each party to the conflict
episode gets what he or she wants

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Lose-lose methods
102

 Avoidance
 Withdraw, stay away
 Does not permanently reduce conflict

 Compromise
 Bargain, negotiate
 Each loses something valued

 Smoothing: find similarities

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Win-lose methods
103

 Dominance
 Overwhelm other party
 Overwhelms an avoidance orientation
 Authoritative command: decision by person in
authority
 Majority rule: voting

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Win-win methods
104

 Problem solving: find root causes

 Integration: meet interests and desires of all parties
 Super-ordinate goal: desired by all but not
reachable alone

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Summary
105

 Lose-lose methods: compromise

 Win-lose methods: dominance

 Win-win methods: problem solving

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Advice to mangers
106

 Recognize that conflict is an enduring part of

organizational behavior, and develop the skills to
be able to analyze and manage it.
 When conflict occurs, try to identify its source and
move quickly to intervene to find a solution before
the problem escalates.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Advice to mangers
107

 Whenever you make an important change to role and

task relationships, always consider whether the
change will create conflict.
 Recognize that good organizational design can

prevent conflict from emerging.

 Recognize that the appropriateness of a conflict

management strategy depends on the source of the
conflict.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Tips for Managers Whose Employees Are Having
a Personality Conflict
108

1. Follow organizational policies

2. Investigate and document conflict.

3. If appropriate, take corrective action

4. If necessary, attempt informal dispute resolution.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

 Minimizing Inter-group Conflict:
An Updated Contact Model
109

Level of perceived
Recommended
Inter-group conflict
actions:
tends • Work to eliminate specific negative
to increase when:
interactions between groups (and
• Conflict within the
members).
group is high • Conduct team building to reduce
• There are negative
intra group conflict.
interactions between • Encourage personal friendships and
groups (or between good working relationships across
members of those groups and departments.
groups) • Foster positive attitudes toward
• Influential third-party
members of other groups.
gossip about other group • Avoid or neutralize negative gossip
is negative across groups or departments.

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025

110
Thank You!!

Next session
Group Dynamics and Teamwork

Dep't of Pharmacy; HSM; By Dr. Amana A. 3/23/2025