Page 205 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Unit 8: Communication and Conflict

8.11.1 Scarcity of Resources Notes

Whenever resources are to be shared by many groups, departments, or individuals in
organizations, the chances of conflicts increase. The problem gets escalated when these
resources are scarce. Scarce resources result in conflict because it motivates people to indulge
in unhealthy competition between each other in order to obtain maximum resources to
achieve their objectives.
8.11.2 Specialization
A high degree of specialization often leads to higher disagreements between people in an
organization. A person who has a high degree of specialization in a particular area seldom
has awareness about other areas and is likely to disagree with the viewpoints of others. A
high level of specialization also causes high differentiation among people leading to conflict.
This is on account of the differences in values and beliefs because of their specialized training
and experiences. Employees always want to operate the system in their way. This diversity
makes it difficult to understand and accept the beliefs of others towards organizational goals
and activities.
8.11.3 Interdependence

Interdependent work requires people to depend on one another to accomplish.
Interdependence is the degree to which interaction among parties must be coordinated in
order to perform adequately. The degree of interdependence can range from total dependence
to total independence. When one party has the power to manipulate and control the activities
of the other party to the extent of affecting their outcomes, it is a state of total dependence.
On the other hand, if two parties have no impact on each other’s existence, it is a state of
total independence. However, if two parties mutually decide on their responsibilities and
coordinate their schedules to ensure effectiveness, they are considered to be interdependent.
There are three different types of interdependent relationships: reciprocal, sequential, and
pooled as shown in Figure 8.4.
Reciprocal Interdependence: When the output of two parties is also the input of each other,
it is termed reciprocal interdependence. It can be thought of as a symbiotic relationship. The
potential for conflict is high because it requires a greater degree of coordination between
the parties. Effectiveness will depend upon good communication and joint decision making.
Sequential Interdependence: When the output of one party becomes the input for the other
party, it is termed sequential interdependence. There is one-way movement of information,
output, and services causing anxiety to the receiving party as the receiving party’s performance
is entirely dependent upon the input from the supplying party.

Pooled Interdependence: This happens when two parties are independent of each other but
make a contribution to the organization that affects its performance. This is the weakest form
of interdependence except for reliance on a common resource or authority. The potential for
conflict exists when there is scarcity of resources provided by the headquarters.

8.11.4 Incompatible Goals
Work flows smoothly without any major hindrance when work groups have compatible
goals. For example, when the market research department is able to zero in on the quality
of products desired by customers, the production department is able to develop a high-
class product, thus achieving the compatible goals of high productivity and customer
satisfaction.

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