Managing Organisational Relationships

Question 1

Explain the 9 causes of conflict

Answer 1

History between the parties

Differences - of interest, objectives, priorities, ideologies

Limited Resources - Where resources are limited there may be a battle for what is available

Win/Lost situations - where success for one means failure for others

Interdependencies - where relationships, responsibilities or boundaries are not clearly defined and/or where they are perceived to be unfair

Misunderstandings - Communication failures.

Conviction beliefs - one group is convinced of their rightness results in a tendency to “enlighten” others causing resistance.

Stress and failure - if one party feels unable to cope with pressures or problems then this is likely to generate fault finding, reality denial and seemingly irrational acts

Change - individual, group, organisation and societal change creates new relationships, objectives, perceptions, problems and possibilities.

Question 2

Explain the symptoms of conflict

Answer 2

Problems being passed up the hierarchy because no one wants to take responsibility for them

Hostility and jealousy between groups

Poor communications up and down the hierarchy, and between departments

Widespread frustration and dissatisfaction because it is difficult to get simple things done efficiently

problems being polarised around people, usually in different groups rather than issues.

Question 3

Explain Horizontal conflict with examples of sources for this conflict arising

Answer 3

Horizontal conflict is conflict between people of the same hierarchal level.

This may be due to departmental reward systems of one group compared to another (bonus payments)

This may also be due to dependencies for the completion of tasks. (one group depends on another to meet a deadline)

Question 4

Explain Vertical conflict with examples of sources for this conflict arising

Answer 4

Vertical conflict is between people of different hierarchal levels. I.e. managers and employees.

Power and status
Workers at the bottom of the hierarchy feeling alienated.

Ideology
Different values held by individuals can cause conflict.

Scarce resources
Financial resources affecting remuneration and working conditions.

Question 5

Identify and explain the four strategies Mainwaring suggests for managing conflict.

S&O
S
R
R

Answer 5

Stimulation and orchestration
Creating conflict in order to bring about change

Suppression
The use of threatened authority or force, or the avoidance of recognition that a conflict situation exists.

Reduction
Involves building on areas of agreement and on common objectives and changing attitudes and perceptions of those involved.

Resolution
Seeking to eliminate the root causes of conflict by establishing a consensus.

Question 6

Identify and explain the four stages of the negotiation process

P
O
B
C

Answer 6

Preparation
Information gathering to understand the background to the problem and the likely constraints acting on each participant

Opening
Both sides present their starting positions.

Bargaining
Attempting to narrow the gap between the two initial positions and to persuade the other party of the strength of your case.

Closing
Agreement is reached and hopefully a mutually beneficial outcome has been found.

Question 7

Cialdini suggested 6 principles of influence, identify and explain.

Answer 7

Reciprocity - The feeling of obligation to return favours

Commitment - The desire for consistency could lead us to follow through on something we have shown initial interest in.

Social Proof - Peer pressure, influenced by others actions.

Liking - More likely to be influenced by people we like.

Authority - More influenced by people in authority.

Scarcity - More likely to want something if its availability is limited.