Page 300 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 14: Conflict Management

on this type of conflict (e.g., marriage counselling) often focuses on personality differences Notes
and why individuals feel obliged to block the goal attainment of the other person. Inter-
individual or interpersonal conflict often arises from differences in individuals' status,
perceptions and orientations. Such conflict may motivate individuals to reveal additional
relevant issues or it may prevent any further communication. To further complicate matters,
some individuals are more likely to engage in conflict than others.
To manage interpersonal conflict, it is helpful to understand power networks in
organisations, defence mechanisms exhibited by individuals and ways of coping with
difficult people.
Power Networks: According to Mastenbrock, individuals in organisations are organised
in three basic types of power networks.
(a) The first relationship is equal versus equal, in which there is a horizontal balance of
power among the parties. The behavioural tendency is the focus on a win-lose
approach to problems (sub-optimization) and each party tries to maximize its power
at the expense of the other party.
(b) The second power network is a powerful versus a less powerful relationship. Conflicts
that merge here take the basic form of the powerful individuals trying to control
others, with the less powerful people trying to become more autonomous.
(c) The third power network is high versus middle versus low. Two particular conflicts
are evident for middle managers: role conflict, in which conflicting expectations are
placed on the manager from bosses and employees, and role ambiguity in which the
expectations of the boss are unclear.
The Table 14.1 below illustrates the three basic kinds of power relationships in
organisations.

Table 14.1: Power Relationships in Organisation
Types of Power Behavioural Tendencies Interventions
and Problems
Equal vs Equal Sub optimization 1. Defining demarcation lines.
1. Tendency to compete 2. Improving coordination procedures.
with one another.
2. Covert fighting for 3. Integrating units.
positions.
3. Constant friction in 4. Teaching negotiating skills.
border areas
5. Clarifying common interest.
6. Activating central authority.
High vs Low Control vs autonomy 7. Bureaucratizing power through rules.
1. Resistance to change. 8. Using a different style of leadership.
2. Motivation problems. 9. Structural and cultural interventions.
High vs Middle Role Conflict, role 10. Improving communication.
vs Low ambiguity, stress
1. Concessions, double- 11. Clarifying tasks.
talk, and use of
sanctions and
rewards to strengthen
the position.
12. Horizontalization, vertical task expansion.
13. Teaching power strategies.

Source: W. F. G Mastenbrock, "Conflict Management and Organisational Development", John Wiley and
Sons Ltd. (1987)

LOVELY PROFESSIONAL UNIVERSITY 295