lrm3702 notes.

LRM3702 STUDY NOTES STUDY UNIT 1 MANAGING CONFLICT, HANDLING GRIEVANCES AND NEGOTIATING THE NATURE OF CONFLICT: A LABOUR RELATIONS PERSPECTIVE 1.2.1 Conflict will always exist since people have to share resources. It is part of life and very much part of labour relations. Conflict may not necessarily be bad.  Functional conflict: exists when conflict can raise differing views and sensitise people to each other’s needs and views. If the outcome of the conflict is for the benefit of the parties and the organisation then conflict has been functional. See pg 7 of study guide.  Dysfunctional conflict: This can damage relationships and organisations. When it is too intense and the group members or individuals are out to win at all costs. 1.2.2 Causes or sources of conflict: (page 195 text book)  Different methods of pursuing objectives: Individuals or group can differ in the way they want to pursue a particular objective even though they have agreed that the objective must be met and it is clear to everyone. The example given is an improvement I working conditions but the committee cannot agree on whether to confront management directly or to negotiate.  Lack of a common objective: If the workplace committee/forum pursues an objective that is not acceptable to the workers conflict will inevitably result between them.  Differences in attitudes: The way to overcome this is by creating positive attitudes and not altering “old” negative ones, The dissonance between “negative “ attitudes and new “positive” beliefs leads to the establishment of new attitudes.  Information differences: Because of the vast amount of information that individuals are faced with each day the storage, retrieval and interpretation of the data may be a source of conflict. The deliberate withholding of information is alo a major source of conflict.  Semantic differences: These occur not only in translation but also because of cultural differences underlying the semantics.  Blocked communication channels: This could be as a result of inability of the workers to raise grievances because they are not given the opportunity. Also if the financial position of the company is kept from the union so they cannot make informed decisions.  Divergent value structures: This refers to moral and ethical values. Also structures come from a person’s culture, education d religion. This value structure is also the 2 Downloaded by Wayne Scholtz () lOMoARcPSD| most solid frame of reference for the person. Individuals become members of a group when there is high compatibility with the values and norms of the group. 1.2.3 Variables that moderate and/or aggravate conflict