Conflict Resolution

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CONFLICT RESOLUTION
Conflict resolution is generally required when the conflict level is very
high in the organisation and it is producing dysfunctional behaviour.
Conflict between parties can be resolved by five different modes. Parties
involved may adopt any of the following solutions, which are explained in
Figure below


Avoidance
One or both parties could avoid facing the conflict. The situation pertains
to un-cooperative and unassertive behaviour on the part of parties
involved. A Party may avoid facing B Party. When situation reaches a
point of negligence by A Party, B Party may take advantage of the
situation. By avoiding, the individual might side step, postpone or even
withdraw from the conflictuating situation. This strategy is useful when
issues involved in conflict are of a very minor nature or when more
important issues deserve attention. This strategy suits a manager whose
power base is very low and there is no chance of satisfying one‟s own
concerns.

Competing
This strategy may be adopted when other strategies of conflict resolution
are not workable. Competing is also useful in emergencies where quick
decisions are required. In this strategy power must be used unilaterally
as a weapon when unpopular decisions like termination, pay cuts,
layoffs, cost cutting and enforcing discipline are required to be taken.
This strategy is based on win-lose principle of managing conflicts. The
managers who are high on power base have an added advantage in
using competing strategy because people from opposite side would not
dare confront a person who is so powerful.

Collaborating
Strategy of collaboration involves attempt of one party to work with the
other party in cooperative manner and find solutions to the problem for
mutual benefits. The strategy involves identification of areas of
disagreement, examining the issue in greater detail and a workable
solution arrived at, which is for mutual benefit. This strategy signifies
when two sets of solutions are important for both parties to be
compromised. Hence finding integrated solution become imperative.
This strategy signifies joint efforts, gain for both parties and integrated
solutions arrived at by consensual decisions.

Accommodating
In accommodating mode a person scarifies his own interest for
accommodating other person‟s interest. It is form of selfless generosity,
obeying other person‟s point of view. This might even lower one‟s self
esteem in addition to depriving on the influence, respect and recognition
from others, since it negates the potential contribution that individuals
are capable of making to the organization.

Compromising
In conflict situation, compromising is a mode when both parties try to find
out some expedient, mutually acceptable solution that sacrifies both the
parties partially. In compromising, there is no clear winner or loser. None
of the party is fully satisfied as they ration the object of conflict and
accept the solution, which is not complete to either of the parties. In
compromising, there is a possibility of an atmosphere of „gamesmanship‟
in the work environment. There is also a possibility of compromising on
certain principles of behaviour which is not desirable








LOCUS OF CONTROL
Locus of control refers to extent to which individuals believe that they
can control events affecting them. Locus of control may be (i) internal or
(ii) external.

(i) Internal Locus of Control. Persons having internal locus of control
believe that they can manipulate events to their advantage and therefore
they are capable of deciding their fate For example, a manager having
dominant internal locus of control would be able to effectively control
resources, decide events, which benefits him. He manipulates
communications, resources, events, programmes in such away
that enhances his position and he creates an aura around him that he is
an indispensable person. Individual feels that he is decider of his own
future and that no external events (power) can interfere with it.

(ii) External Locus of Control. Person having dominant external locus
of control believe that what happen to them is controlled by outside
forces such as luck or chance. These types of people lack initiative,
decision-making and do not even take calculated risk. They wait and see
events take place and things happen.
















TRANSFORMATIONAL LEADERSHIP
This type of leaders guide their subordinates by establishing goals which
can be achieved by role identity and task requirement. Transactional
leader use reward system very effectively to achieve organizational
goals and set new standards. Transformational leadership follows
various leadership models. Transformational leadership is practiced
when leader intellectually stimulates the subordinates, excites, arouses
and inspires them to perform beyond their expectations. By providing a
new vision, the transformational leader transforms the followers into
people who want to self-actualize. Leader by inspiration have won wars
by voluntarily demanding highest sacrifices of soldiers in the battlefields.
Andrea Jung at Avon, Richard Branson of the Virgin Group, and Jim
McNerney of Boeing are all transformational leaders. They pay attention
to the concerns and needs of individual followers; they change followers‟
awareness of issues by helping them look at old problems in new ways;
and they excite and inspire followers to put out extra effort to achieve
group goals.

CHARISMATIC LEADERSHIP

The guidance provided to an organization by one or more individuals
seen as heroic or inspiring and who have therefore been granted the
organizational power to make dramatic changes and extract
extraordinary performance levels from its staff. For example, a business
manager imbued with charismatic leadership could be enlisted to
orchestrate a turnaround or launch a new product line. John F. Kennedy,
Martin Luther King Jr., Ronald Reagan, Bill Clinton, Mary Kay Ash
(founder of Mary Kay Cosmetics), and Steve Jobs (co-founder of Apple
Computer) are frequently cited as charismatic leaders.

Charismatic leader have following characteristics that make them stand
out as successful leaders

(a) Vision: Charismatic leader has vision. He sees an organization from
futuristic point of view and has a great foresight to preempt problems
and seek solution and therefore he is ahead of his competitors and sails
in safe waters.
(b) Risk takers: Charismatic leaders take great amount of risk to
accomplish the vision. Indira Gandhi the erstwhile prime minister of India
took a risk by launching its defense forces into East Pakistan to liberate
it. She also displayed a high degree of risk while nationalizing banks and
taking away privy purse privilege from Indian kings.
(c) Sensitivity to environment constraints and follower need:
Charismatic leaders display a high degree of knowledge and its
applicability to practical problems likely to face, may be shortage of raw
material, competitors strategy, trend in market and likely pattern that
may emerge. They believe the subordinates contribution and hence the
importance to their needs.
(d) Distinct Behavioral pattern: Charismatic leaders are sympathetic
towards subordinates and hence a soft corner for them. They are
supportive and employee oriented. They behave differently in different
situation and do not have a brand.

Thus, Charismatic leader influences subordinates by articulating an
appealing vision. This vision provides a sense of continuity for followers
by linking the present with better future for organization. The leader then
communicates high performance expectations and expresses
confidence that followers can attain them. This enhances follower self-
esteem and self-confidence. Next leader conveys through words and
actions, a new set of values and by his or her behaviour, sets a example
for followers to imitate.










THE BIG FIVE PERSONALITY MODEL

Psychologist Raymond Cattell was the pioneer in the search for a set of
universal personality traits. He used direct observation of a large number
of people in everyday life and variety of questionnaires to elicit 16
primary personality traits identified in pairs of polar-opposite words, such
as relaxed versus tense and serious versus happy-go-lucky.

However, the most recent development in search for universal set of
primary personality traits has identified five primary dimension of
personality. Almost all personality measures can be categorized under
these “Big Five” personality traits:

● Extraversion. The extraversion dimension captures our comfort level
with relationships. Extraverts tend to be gregarious, assertive, and
sociable. Introverts tend to be reserved, timid, and quiet.
● Agreeableness. The agreeableness dimension refers to an
individual‟s propensity to defer to others. Highly agreeable people are
cooperative, warm, and trusting. People who score low on
agreeableness are cold, disagreeable, and antagonistic.
● Conscientiousness. The conscientiousness dimension is a measure
of reliability. A highly conscientious person is responsible, organized,
dependable, and persistent. Those who score low on this dimension are
easily distracted, disorganized, and unreliable.
● Emotional stability. The emotional stability dimension—often labelled
by its converse, neuroticism—taps a person‟s ability to withstand stress.
People with positive emotional stability tend to be calm, self-confident,
and secure. Those with high negative scores tend to be nervous,
anxious, depressed, and insecure.
● Openness to experience. The openness to experience dimension
addresses range of interests and fascination with novelty. Extremely
open people are creative, curious, and artistically sensitive. Those at the
other end of the category are conventional and find comfort in the
familiar.

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