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m Organizations, by definition, require people to work
together and communicate with one another ² often in
pairs. This is known as interpersonal communication.

mThese interpersonal relationship will produce some degree

of conflict across the time. Whether these conflicts will
destructive or constructive depends on the attitudes and
skills of participants.

m Interpersonal behaviour: it means how a person reacts

in different situations with different people. There are a
number of factors affecting a person·s behavior depending
on the surrounding factors.
 ° TURE OF CO°FLICTS:-
 Conflict arises from disagreement over
the goals to attain or the methods used
to accomplish these goals.
 In organization everywhere conflicts
among different interest is inevitable
and some times the amount of conflict
is substantial.
 One survey reported that managers
spend an estimated 20% of their time
daily with conflict.
 I°TR
ERSO° L CO°FLICTS
 Conflict can occur within an employee,
between individuals or groups and
across organization as they compete.
I°TER
ERSO° L CO°FLICTS
 This conflicts are serious problem to
many people because they deeply affect
a person·s emotions. This conflict
develop from failure of communication
or differences in perception.
 I°TR ROU
CO°FLICTS
 This happens between different
departments within the organization.
 This can also cause serious problem.
Each group sets out to undermine the
other, gain power, and improve its
image. Conflicts arise from such causes
as different viewpoints, group loyalties
and competition for resources.
 Interpersonal conflict arise from variety
of sources such as
G OR °IZ TIO° L CH °E

G
ERSO° LITY CL SHES

G DIFFERE°T SETS OF V LUES

G THRE TS TO ST TUS

G CO°ST CTIO°
ERCE
TIO°

 Conflict is often seen by participants as
destructive, but this is a limited view.
Conflict is not at all bed, but rather may
result in either productive or
nonproductive outcomes.

So, it has it·s own advantages and

disadvantages. That we will see««
 dvantages :-
Ñ
eople are stimulated to search for
improved approaches that lead to better
results.
Ñ It energizes them to be more creative
and to experiment with new ideas.
Ñ Once hidden problems are brought to
the surface, where they may be
confronted and solved.
 Disadvantages :-
Ñ If the conflict lasts a long period of time or
becomes too intense.
Ñ t interpersonal level cooperation and
teamwork may deteriorate.
Ñ Distrust may grow among people who need to
coordinate their efforts.
Ñ For individual, some may feel defeated, self
image of other will decline, and their stress
level may rise.
redictably, motivation level of
some employee will reduced.
 Conflict arises from many sources &
directions.
 Conflict can be constructive or
destructive. Managers, therefore must
know when to stimulate conflict and
when to resolve it.
Causes of Conflict
m Organizational Change
m
ersonality Clashes Resolution Strategies
mDifferent Set of Values - voiding
m Threats to status - Smoothing
m Contrasting
erceptions -Forcing
-Confronting

erception of Conflict
- Constructive
- Destructive Conflict Outcomes
- Lose ² Lose
-Lose ² Win
- Win ² Lose
- Win - Win

articipant Intentions
- Winning
- Losing
Lose - Lose Lose - Win
  voiding :²
hysical or Mental withdrawal from the
conflict.
 Smoothing :- ccommodating the other party ¶s
interests.
 Forcing :- Using
ower tactics to achieve a win.
 Confronting :- Facing the conflict directly, nd working
it through to a mutually satisfactory
resolution.
@

@
@ 

voidance ose - ose

moothing ose ± Win
Forcing Win ± ose
onfronting Win - Win
 Confronting conflict is not easy for some people.
Some managers may feel inferior or be in awe of the
other person·s power. Under these conditions they are
likely to suppress their feelings or to strike out in
unintended anger. Both the response are truly
nonproductive.
 ssertiveness is the process of expressing feelings,
asking for logically acceptable changes, giving and
receiving honest feedback.
 ssertive person are direct, honest and expressive.
They feel confident, gain self respect and make other
feel valued.
 Whereas ggressive people may humiliate other
person which is less effective to achieve desired goal.
Being assertive in a situation involves five stages.
ST E EX M
LE

1. Describe the behavior. ´ When you do this«µ

2. Express your feeling ´ I feel..µ

3. Empathize ´ I understand why you«µ

4. °egotiate a change ´ I want you to«.µ

5. Indicate consequences ´ If you do ( don·t) ,I will«µ

When people interact in assertive or nonassertive ways,
there is a social transaction in which one person
responds to another.

The study of these social transactions between people is

called transactional analysis ( T ).

ote : he transactional analysis was developed by ric erne in

1950s. t¶s application soon popularized by erne's book ³
³ ames that eople lay´ by Harris, Jongeward and others.
G STROKI°
G Type of strokes

ositive stroke
°egative stroke
Mixed stroke
Conditional stroke
Unconditional stroke
G T °D LE DERSHI

G T °D CO°FLICT RESOLUTIO°
G BE°EFITS OF T
G Types of
OWER
(1)
ersonal
ower

(2) Legitimate
ower

(3) Expert
ower

(4) Reward
ower

(5) Coercive
ower

OR °IS TIO° L
OLITICS

 olitics is common in most organization.

 anager must be good at politics to succeed.

 olitics become more important at higher levels.

 olitics can detract from organizational efficiency.

Tactics Used To ain
olitical
ower
 here are a number of tactics that leaders can use
to gain political power.
ome amples are as
follows.
 wo most popular ones are social echanges and
alliances of various types.

ocial echange ³ f you do something for me, ¶ll
do something for you.´
 Tactics Used To ain
olitical
ower
G
ocial echange
G lliances
G dentification with higher authority
G ontrol of information
G
elective service
G ower &
tatus symbols
G ower plays
G etworks
 ccept @esponsibility
 onsideration
 hink Win/Win
 hoose your words carefully
 Don¶t riticize and Don¶t omplain
 lways keep smile on your face
 e a good listener
 ive honest & sincere appreciation
 When you make a mistake, accept it immediately
and willing.
 Discuss but don¶t argue
 Don¶t ossip
 urn your promises into commitment
 Forgive and forget
 ractice honesty, integrity and sincerity
 Develop good sense of humor
 o have friend be a friend
Grganizational ehavior & Human
ehavior at Work
--- By John w. newstrom & Keith Devis

G You Can Win

--- By Shiv Khera

G Interpersonal Skill & Conflict Management

--- By D. Sctotish & J.M. Marcos