LRM3702__EXAM_PREP_NOTES

Study Unit 1 Key Concepts: 1. Conflict: Conflict involves direct confrontations between groups or individuals, usually arising in situations where each side perceives that the other is about to frustrate – or has already frustrated – some of its major interests. 2. Grievance: Formal complaints in the work place. A grievance can also be explained as a feeling of dissatisfaction within an employee, resulting from behaviour or conditions specifically related to the labour relationship that requires the formal attention of management. 3. Negotiation: Negotiation as part of collective bargaining is mainly a process whereby management and trade unions reciprocally make and oppose demands, and make concessions, in order to reach agreement. Questions to consider: 1. Explain the difference between functional and dysfunctional conflict. Functional conflict: Conflict, if correctly handled, can be a powerful, constructive force that invigorates a social entity and in fact revives relationships (i.e. functional conflict). Dysfunctional conflict: When conflict becomes too intense and as a result damages relationships and organizations. 2. Name the advantages of functional conflict.  Conflict can be a source of energy, thus becoming a catalyst for change and adjustment.  It can be used to maintain internal group identity and solidarity when groups are in conflict with one another – thus it can be instrumental in meeting the need to belong.  Conflict stimulate the structuring or regulation of situations so that rules, procedures and processes can be designed for the management of conflict.  It sensitise people to different needs, perceptions and ideas, which results in a better understanding of others.  Conflict can motivate parties to assess the power balance between them (is one group too dominant?).  Conflict can be used as the catalyst for a new, cooperative type of relationship, especially if the parties, in handling the conflict, can identify common ground.  It can assist in making the parties involved more sensitive and objective when seeking solutions to problems.  It helps to define the limits of acceptable behaviour in the future  Conflict can also help to defuse accumulated frustration and tension, thereby creating a more positive climate. 3. Name the different types of conflict.  Real conflict: This is also referred to as “substantive” conflict, and it is usually the final stage of a conflict episode between people. It is also the type of conflict that is manifested in abnormal, deviant or aggressive behaviour.  Perceived or felt conflict: This refers to the apparent approach for conflict that the observer “perceives” to exist but is not real; it cannot be seen nor is it manifested.  Constructive and destructive conflict: The traditional approach to conflict focused on destructive (dysfunctional) conflict which was seen as a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive the needs and aspirations of their employees. Constructive (functional) conflict refers to the modern, interactive approach, which holds that functional conflict that supports the group’s objectives may improve group performance.  Frictional and strategic conflict: Frictional conflict is regarded as the spontaneous result of the interaction that occurs in the formal structure of an organisation. Strategic conflict is that which is consciously generated by persons in order to manipulate the allocation or re-allocation of resources, status, authority and power. 4. What are the sources of conflict?  A Lack of common objectives  Different methods of pursuing objectives  Differences in perceptions, values, interests and attitudes.  Information differences  Semantic differences  Blocked communication channels  Group structure  Divergent value structures 5. How can conflict be classified by means of their specific characteristics (various types and levels of conflict and example of each)?  Intrapersonal conflict: This is conflict that occurs in an individual. For example, an employee cannot decide which trade union to join.  Interpersonal conflict: This is conflict between two individuals. For example, a supervisor treats a trade union representative unjustly because he or she belongs to a trade union which the supervisor thoroughly dislikes.  Intra-group conflict: This is conflict between members of the same group. For instance, differences of opinion arise between members and officials of the same trade union about how to approach negotiations; or differences arise between members of the management team about wage negotiation zones.  Intergroup conflict: This is conflict between members of different groups, or different groups themselves