Conflicts organizational: how to manage?

With the advent of mankind, conflicts arose, situations in which people have opposing views on the solution of the same problem. Conflict of interest occurs in any sphere of a person's life: at work, at home, in transport, on the street, at school and other social places. Therefore, we must be able to really assess the conflict situation, see what it will bring - negative or positive, and timely resolve it.

The beginning of the conflict situation

Recently, much attention has been paid to resolving organizational conflicts, since overstretched relationships between employees can interfere with the normal development of the enterprise.

Conflict flares up gradually, and in order to repay it in time, one must know the signs of its occurrence.

There are such signs of conflict:

• There is a situation perceived by the participants as conflict;
• Impossibility of dividing the subject of the conflict between the participants;
• Desire to continue and develop the conflict situation.

There are several types of conflicts, among them - organizational conflicts that appear in the labor process between employees.

Types of conflicts

Controversial situations manifest themselves in different ways. To better solve them, there is a classification of ongoing conflicts.

There are such types of organizational conflicts:

1. Vertical - when the conflict situation occurs between the levels of control. Most often this is the distribution of power, influence.
2. Horizontal - at the level of people with the same status. Most often, they are caused by a mismatch in the goals, objectives and ways to solve them.
3. Linear-functional - the conflict between the manager and specialists.
4. Role - playing roles do not match the expectations of the person. The number of tasks (roles) can be more than an employee is able to perform physically.

Structure of the conflict

The structure of the organizational conflict consists of several elements, united in one complete system. It contains the object and object of conflict.

The subject is a real or imagined problem that causes disagreement between the parties to the conflict. That is, this is what the conflict itself provokes. To overcome the conflict situation, it is necessary to clearly see the subject.

Object - this is what you want to get as a result of conflict resolution. They can become any object of the material, social or spiritual world.

Material values can be, for example, money, things, real estate, capital. Social - power, a new status, increased authority, responsibility. The spiritual includes ideas, principles, norms.

In any organization there are conflicts, without them creative process is impossible. If the collective exists in conflict-free situations, this can mean that nothing new is happening here: new ideas are not generated, there is no initiative, and in conditions of competition this can be disastrous.

What causes conflict?

The appearance of a disputable situation precedes the appearance of the subject of the dispute.

The causes of organizational conflicts can be divided into two groups:

• Interpersonal relations in the organization;
• Dissatisfaction with the structure, functionality, structure of the organization.

When a person gets a job, he enters into a relationship with new people for him. Being in the workplace and performing his duties, the employee can feel dissatisfaction with the circumstances surrounding him, which will result in an organizational conflict.

Conflict situations cause such problems:

• Insufficient resources to fulfill their duties;
• Dissatisfaction with the internal structure of the organization;
• The profit of workers depends on the amount of work performed, while there is competition between them;
• Conflict of roles;
• Changes in the organization: technical, organizational and other;
• In the duties of the employee is not clearly indicated, for what and what he is responsible.

Conflict situations

Let us consider in more detail the causes of organizational conflicts.

• Insufficient resources to fulfill their duties. When performing duties in his workplace, a person wants to receive the full amount of resources necessary for this purpose. In this case, the distribution of resources usually comes from the maximum need of the employee, so everyone tries to show that it is to him that they are more important now, that his work is more significant for the enterprise and will bring more benefits. In this regard, organizational conflicts are flaring up.

• Dissatisfaction with the internal structure of the organization. In every organization there is a structure. In fulfilling their functions, the departments form a relationship. At the same time, everyone tries to get the maximum benefit for their unit. For example, you need to take a new employee, and the finance department reduces the budget. This will result in a controversial situation between the personnel department and the finance department.

• The profit of workers depends on the amount of work performed, while there is competition between them. This problem is relevant for organizations in which the salary of an employee depends on the implementation of the plan (for example, insurance plan, sales). In such cases, each employee tries to "pull" customers to himself in order to get a big profit. Relationships in the organization become strained, resulting in a conflict.

• Conflict of roles. Each employee fulfills his role in the enterprise, expects fulfillment of duties from other employees. At the same time, their views on each other's roles may not coincide.

• Changes in the organization: technical, organizational and others. A person with a wary attitude to any changes, especially if they occur in the workplace. An employee who has a long record of service will be suspicious of perceiving novelties at work, he is accustomed to and easier to work with the old rules. Therefore, if the leadership wants to change the old way, improve the material and technical base, this can lead to a protest of employees.

• The duties of the employee are not clearly indicated, for which and for which he is responsible. If inside the organization people do not clearly know how responsibility is distributed, then in case of unpleasant situations, the wine will be shifted by each other. Therefore, a good manager should clearly draw up a list of each employee's responsibilities and assign responsibility for specific situations.

Interpersonal causes of conflict

The collective of any organization consists of people with different temperaments, outlooks on life, habits. Therefore, being in close and constant contact with each other, employees enter into interpersonal conflicts.

Causes of organizational conflicts:

• Biased attitude. There are situations when two people unfairly treat each other because of personal antipathy, although this has nothing to do with the labor process. If one of them has more power (boss), then he can unjustly reduce wages or apply penalties to a subordinate. In this case, the relationship between them will constantly be in a state of conflict.

• Violation of the territory. Working, a person gets used to his work place, environment, department. And situations when the employee decide to transfer to another department, can cause irritation on the part of the employee, reluctance to change the situation and the usual team.

• There is a person in the organization who simply provokes conflicts . There are people who seem to be especially attracted to their relationships with others. The reason may lie in their overestimated self-esteem and the desire to show that they are the most worthy.

Four common groups of conflicts

Organizational and administrative causes of conflicts are related to the functionality of the organization. There are four general groups for the development of conflict situations:

1. Structural and organizational.
2. Functional and organizational.
3. Personally-functional.
4. Situational and managerial.

The first kind of reason arises when the structure of the organization does not correspond to the tasks that are being performed. Ideally, it should be designed for the tasks that the institution will perform. If the structure is developed incorrectly and does not correspond to the tasks that are being performed, then the team develops a structural and organizational conflict.

Approach to the creation of the structure of the organization should be carefully, especially if the company is constantly changing the scope of activities. This should be taken into account.

Functional and organizational reasons arise when the organization's relations with the external environment are broken, disagreements between departments, employees.

If the qualification of the employee does not meet the requirements of the position held by him or the performance of his duties does not correspond to his moral standards, personal qualities, this will lead to conflict with personal and functional reasons.

Situational and administrative causes of conflicts occur when managers or subordinates make mistakes when carrying out work assignments. If the management decision was initially made with an error, then it will not work correctly. This will provoke a conflict between the employees who performed it. Organizational and managerial conflict can occur when setting unrealistic tasks.

Types of conflict resolution

Methods that resolve organizational conflicts can be grouped into three groups:

1. One - sided - one side suppresses the second.
2. Compromise - each of the parties makes concessions, and they stop at the moment when the solution satisfies both.
3. Integrative - the problem is solved by a new developed option. In this case, each of the parties considers this invention their own.

However, only the third method is able to completely resolve the disputed situation. In the first two groups, the conflict will remain the same, just to a lesser extent.

Ways out of conflict situations

Management of organizational conflicts can be carried out by creating the following situations:

• Transference of the conflict to the interpersonal level. This practice makes it easier to resolve the conflict. In practice, it looks like this: small groups with approximately the same number of conflict participants are formed. Psychologists begin to cooperate with them. Using various methods, psychologists suggest participants to consider what more conflict will bring to the development of the company: positive or negative. Is the subject of the dispute so important to create a conflict? Also, specialists conduct various exercises from social trainings, for example, such as exchange of roles; Learn to self-reflex. This makes it possible to calm and relax the employees, to force them to reconsider their views on the conflict situation.

However, the complexity of this method lies in the fact that when groups return to their workplaces, they can succumb to the majority and again become entangled in the conflict.

• Appeal to the periphery of the conflict. This is an appeal to participants who are less involved in the conflict situation. Under the influence of most employees who are not involved in the dispute, the conflict will begin to fade itself, as it will not receive new "outbreaks".

• Legal mechanisms of decision. Conflicts are resolved through legal mechanisms: official orders, orders, decisions.

• Organizational methods. These include: a change of leadership, the identification of informal leaders.

Conversation with employees

To prevent organizational conflicts of the organization, it is necessary to periodically interview employees, find out what they lack to fulfill their duties, what new they can offer to improve the functionality of the enterprise. Especially relevant will be surveys at the upcoming innovations.

If there is an extreme situation in the organization, there is no time to resolve the conflict and it is urgent to make a decision, then it is possible to apply the force method - to introduce a management decision that the manager deems necessary. However, do not abuse this, because there will be controversial situations between employees and the manager.

Conclusion

Since conflicts have emerged with humanity, they have become an integral part of social life. Organizational conflicts can both improve the organization's activities, for example, by creating new ideas, improving the work process, and stopping its development because of the high degree of conflict in the team: employees will only be busy solving their problems and will disregard production issues.

Therefore, company management should be able to resolve organizational conflicts in a timely and correct manner. A correctly found way to resolve a controversial situation will bring new ways for development, ideas, and at the same time preserve a friendly team.