Page 204 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 8.10.5 Intragroup Conflict

Intragroup conflict is a form of interpersonal conflict. It includes disagreements between
group members on certain issues, thereby leading to ineffectiveness in the group’s functioning.
It is a very common feature of family-run businesses where the conflict becomes more
intense when the owner or the founder is about to retire or dies untimely.

8.10.6 Intergroup Conflict
Conflicts between teams and groups are termed intergroup conflicts. They result because of
opposition, disagreements, and disputes between the teams. It can have both positive and
negative consequences. On the positive side, the intergroup conflict increases the cohesiveness
among the group members, thereby generating enhanced commitment and loyalty towards
the group. On the negative side, it distances people from each other in organizations and
enhances the gap between teams and departments. The teams start seeing each other as the
enemy and become hostile to each other. When the number of negative relationships among
members is high, the probability of intergroup conflict increases.
A heightened level of intergroup conflict can be dysfunctional for organizations. In
organizations, when groups compete for a common goal in situations of scarce resources,
such conflicts are likely to result in aggression and hostility towards each other. Managers
should try to encourage cooperative behaviour among members by rewarding such behaviour
and also try not to be prejudiced towards certain set of groups or individuals. They should
encourage intergroup or interdepartmental activities so that a desired level of trust can be
established. This trust will allow members to openly exchange ideas and resources with each
other and will result in high level of cooperation among them. A typical example of
intergroup conflict is the disagreement between the management and the union in
organizations.

8.10.7 Interorganizational Conflict
Conflicts between organizations are termed interorganizational conflicts. An example of this
form of conflict is the Pepsi–Cola war in the recent past. Corporate takeovers, mergers, and
acquisitions can also produce interorganizational conflict. The amount of conflict generated
may depend on the extent to which the organizations create uncertain conditions for
competitors, suppliers or customers and try to access or control the same resources. It would
also depend upon the amount of encouragement given by the organization to communicate
with each other, attempt to balance power in the marketplace, and develop procedures for
resolving existing conflicts. Attempts to manage interorganizational conflict so that it has
a positive impact on organizational performance may result in the formation of strategic
alliances and partnerships.

Give an example of an interorganizational conflicts.

8.11 Sources of Conflict

It has already been stated that conflict is present in all organizations in different forms. An
organization cannot exist without conflict. Since conflict is a permanent part of any
organization, a good manager tries to understand the sources from which it emanates.
Different sources of conflict have been identified in organizations. The existence of these
factors is traced back either to the system or to the persons operating these systems. A few
of these factors that can lead to conflicts in organizations include:

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