CONFLICT MANAGEMENT

Management of Engineering Professionals

PRESENTED BY: Chulhan Park

Sravanthi Gudapati Sridevi Vishnuvajjala

Yanjing Chu

PRESENTATION AGENDA Basics of conflict management Case study 1 : Conflict between

employees Case study 2 : Conflict between

cultures How to manage conflict Conclusion Q / A

BASICS OF CONFLICTSSridevi Vishnuvajjahala

CONFLICT Natural disagreement resulting

from interaction among individuals or groups

Causes: Varying opinions, attitudes and

perceptions Unclear values Ignoring one’s or our own needs

feelings and emotions Past rivalries Personality differences

CAUSES OF CONFLICT

Needs

Per-ception

PowerVal-ues

Feelings and emo-

tions

TYPES OF CONFLICTS Relationship conflicts Data conflicts Interest Conflicts Structural Conflicts Value Conflicts

ARE CONFLICTS ALWAYS BAD?

Destructive conflicts

Constructive conflicts

Destroys moraleProduces irresponsible behaviorObstructs cooperationDeepens differencesCreates suspicion & distrustDecreases productivity

Develops clarification of issuesIncreases involvementImproves problem solving qualityInitiates growthStrengthens relationshipsIncreases productivity

CONFLICTS : NOT ALWAYS NEGATIVE Effective management can give healthy

conflicts which can lead to...Growth and innovationNew ways of thinkingAdditional management options

The goal is for all to “WIN"

CASE STUDY 1:

CONFLICT BETWEEN EMPLOYEES

Sravanthi Rao

POOR ATTITUDE OF EMPLOYEES A manager with six years of

experience is transferred to a new department. Problem:

An employee has poor attitude Has political connections Does not respect authority Rude to customers and short tempered Has received good reviews despite his

performance due to political influence

APPROACH TO THE PROBLEM Action

The manager tries to establish a friendly relationship

Consequence The employee starts a rumor that manager is

incompetent and cannot work with people.

What should the manager do to resolve this conflict?

SOLUTION?

The manager should: Discuss the next step with his/her

managers? Fire the employee? Confront the employee?

CASE STUDY 2: ASIA NETWORKGAP BETWEEN DIFFERENT CULTURES

Yanjing Chu

CASE: ASIA NETWORKGAP BETWEEN DIFFERENT CULTURES A company specialized in communications products and computer

network services. There are many internal conflicts, the impact on the company's performance continued to improve.

Japanese-style management model may not be completely suitable for Chinese employees

Conflict NO.1: Vertical Conflict---In Japan, work overtime not only common, and there is no reward.A long time Chinese employees to work overtime has aroused everyone's dissatisfaction with some excellent staff also left.

Conflict NO.2 :Horizontal Conflict--- linear function, coordination is difficult

sales complain about the development of research ;the efficiency of the production is too low, so that their missed sales opportunity;

Production is complaining about the development of research and development of products; sales orders can not be achieved Cost requirements.

ANALYSIS Business managers have to spend 20 percent of the time

for conflict management; Its capacity of managers are considered key to the success.

Reasons for Conflict NO.1 1. Powers and status 2. Different values 3. The lack of resources Reasons for Conflict NO.2 1. Interdependent tasks 2. Incompatible goals

RESULT

Result : Conflict NO.1 weaker work motivation , inefficient, and staff were trying switched to a better environment even competitors.

Result : Conflict NO.2• the centralization of power, lack the necessary autonomy of the lower level; • poor horizontal linkages and easily lead to conflicts out of line; • information transmission line is longer, slower feedback; • incompatible goal

SOLUTION Management should be based on the

specific situation of reasonable remuneration system design

Conflict NO.1 Labor costs and achieve a dynamic balance between performance.

Conflict NO.2 Linear function of the straight-line basis

Facilitate the flow of information through enterprise information management system . Make full use of information technology to enhance their information management capabilities

Educate each departments to realize the whole goal but not only goal on sales, production or development.

HOW TO MANAGING CONFLICTChulhan Park

FIVE STEPS TO MANAGING CONFLICT Analyze the conflict Determine management strategy Pre-negotiation Negotiation Post-negotiation

STEP 1 : ANALYZE THE CONFLICTthe parties & the issues.

Different possible outcomes

IDENTIFY

STEP 2 : DETERMINE MANAGEMENT STRATEGY

Conflict Management

Strategies

Our group's interests

Other partner’sinterests

The outcome Used when?

Collaboration high concern

high concern "win/win” concerns for others are important

Compromise high concern

moderate concern

"win some/lose some" achieve temporary solutions

Competition high concern

less concern "win/lose" basic rights are at stake

Accommodation low concern

high concern "lose/win” issue is more important to others

than to you

Avoidance low concern

low concern "lose/lose" when the issue is trivial or other

issues are more pressing

STEP 3 : PRE-NEGOTIATION

Initiation

Assessment

Ground rules

and agendaOrganizatio

n

Joint fact-finding

STEP 4 : NEGOTIATION

Interests Options

Evaluation

Written agreement

Commitment

STEP 5 : POST-NEGOTIATION

Ratification

Implementation

CONCLUSION What is conflict Cause / source of conflict Behaviors of conflict (2 case studies)

Japanese Company vs. Chinese employees Fight on Road

Five steps to managing conflict

Q & A