Conflict

'Conflict, as it is used in everyday speech, is a vague term and associated with it are many vague concepts. While in principle the issue of definition is a question of decision about how to use words, in practice definitions are already located in a linguistic context and have prior associations' (Nicholson, 1992).
I think conflict is present when there's an incompatibility of goals arising from the opposing behaviours at the individual, group or at organisational level. It could be argued that conflict is a behaviour intended to obstruct the achievement of some other persons goals.

The objective of any organisation should be designed to ensure that all goals and objectives are met, for the needs of both the company and the individual. If these are not met conflict may occur. There are many different types of conflict that can happen in and out the workplace, the most common causes are the following:
<> Poor communication
<> Lack of teamwork
<> Lack of clarity in roles and responsibilities
<> Different attitudes, values or perceptions
<> Poor or inadequate organisational structure
<> Disagreements about needs, goals, priorities or interests

(Mullins, 2010) states that there are nine different sources of conflict which can occur at anytime. These are:
- Difference in perception: This could be when an individual sees something in a different way to others and therefore conflict may come naturally without out meaning to.
- Limited resources: This could be when there are not enough facilities or correct equipment to carry out the job. This could lead to complaints etc and protest.
- Division and separation into departments: For example working in a different area to others, this may to lead to jealousy or the worker may not get on with their new colleagues.
- Overlapping and interlinking work activities: When an individual starts doing work that is not relevant to them or in their job role.
- Role conflict: Clash in the sense that an individual is doing something which may not be in there job description.
- Inequitable treatment: This is when you get treated differently to other people in your workplace who carry out the same job role as you.
- Violation of territory: Poor working area and conditions could lead to stress and cause high conflict in the organisation, it will also decrease the morale majorly.
- Environmental changes: Changes in the work place and having to do something different.
- Individual conflict: Clashes of personality or behaviour, this is the worst type and most often the most common, it usually starts by another source of conflict occurring first such as inequitable treatment etc.

Below is an a little example i found of conflict in the workplace. Enjoy!

When i have previously worked i haven't experienced a high level of conflict personally but have witnessed it. I worked at a Papa Johns restaurant and there was a team leader who treat certain waiters differently to others. This led to waiters to rebel against him and didn't take him serious, for example he would tell them to do something and instead of promptly doing it they would take their time and effected their morale as they didn't feel equal. This was closely watched by the manager and informed the leader to stop after talking to the waiter and everything was ok after that, for the period i was their. I personally think the manager told them to start acting professional as if guests were to see that happen in the restaurant it would have a bad look on the organisation.

French & Raven (1959) identified five main sources of power which are reward power, coercive power, legitimate power, referent power and expert power.
Reward power is founded on the staff's insight that the leader comprises the capability and means to gain recompenses intended for those who fulfill with the organisation's orders. An example would be for the leader to promote the subordinate into a higher level with increased responsibilities.
Coercive power is founded on fright and the staff's awareness that the leader has the skill to penalize or to generate adverse consequences meant for those who do not conform to commands. An example would be dismissal by the leader, which is the opposite of the reward.
Legitimate power is founded on the staff's view that the leader is reasonable to implement guidance as for the leaders role in the organisation. An example would be for leaders and managers of the organisation where their roles are more important than the nature of association with others.
Referent power is founded on the individuals discovery with the leader. The leader employs guidance because of apparent desirability; own physical characteristics, status or what is call 'charisma'. For instance, specific managers may not have the right to issue rewards or punish staff, but they are respected for their job role.
Expert power is founded on the individuals insight of the leader as somebody who is proficient and who encloses various distinct acquaintance or capabilities in a specified capacity. An example would be for roles such as human resource manager who is one of the specialists.

French & Raven's original five-category framework has been criticized for being too simplistic and for missing some important bases of power in addition to those suggested according to (Porter et al, 2003). Sources of power that are difficult to categorize under the French and Raven framework (e.g. persuasion, advice, attractiveness) are noted by Bell, Walker, and Willer (2000).

Work related stress means employees taking a lot of time off work. This is not good because companies will have less people at work which means work will not get done, plus they will still have to pay there employers for the time they are off on sick leave. The article i came across when conducting research was one called, Generation Y: They've arrived at work with a new attitude' and was taken from USA Today. This is a company with a high population in quote 'freshly minted' graduate students who are overseeing employees who are old enough to their parents. Most people do not like younger people telling them what to do even if its work or just generally as its a sign of respect, as you can imagine this will cause tension in the work place. Another conflict element said in this argument was the dress code as people were taking it to new levels without the companies consent, this led to people arguing and having differences on opinion.



In conclusion conflict is a big issue that causes dissatisfaction to people and it can occur at any time in the workplace or in everyday life. There are nine sources of conflict that Mullins states that can make conflict arise. French & Ravens also have a good theory on sources of power. Although most conflicts are inevitable, leaders and organisations need to use their power to ease off with the conflict disrupting the well-being of their business. I feel that they should look upon whether the conflict that occurred can actually heap the organisation progress for its future innovation. Overall the sources of power are my main finding as it shows organisations trying to control and own power over the employees.




Bibliography:

Mullins, L.J. (2010) Management and Organisational Behaviour. 8th Edition. Harlow: Pearson.

Nicholson, M. (1992) Rationality and the Analysis of International Conflict: Cambridge Studies in International Relations. Pg 11


Porter, L.W, Angle, H.L & Allen, R.W (2003) Organizational Influence Process. 2nd Edition. Pg 6


http://www.youtube.com/watch?v=d9IMmXrI59I (2010) Uk Mediation: Episode 1 - What causes conflict?

Article: http://www.usatoday.com/money/workplace/2005-11-06-gen-y_x.htm By Stephanie Armour (2005) USA Today