BUSINESS STUDIES
GRADE 12 IEB SYLLABUS
SASHTI NOTES
SUMMARIES OF ALL CHAPTERS
, Conflict Management
T E A M W O R K & C O N F L I C T M A N A G E M E NT
Conflict in teams often arise from the allocation of workload:
• Role Overload – Occurs when one member of the team (often willingly) takes on more
than they can cope with.
• Role Conflict – Occurs when more than one member wants to play a certain role, and
in instances like the role of the leader, it can lead to conflict.
• Role Ambiguity – Occurs when there is a lack of clarity between the roles that
members are expected to play.
SYNERGY
The interaction of two or more agents or forces so that their combined effect is greater
than the sum of their individual effects.
FUNCTIONAL & DYSFUNCTIONAL CONFLICT
Functional Conflict - Non-Aggressive, Stimulates Creativity, Brainstorming, Can Disagree
But Still Work Together, Higher Productivity, Willing To Compromise.
Dysfunctional Conflict - Aggressive Disagreement, Refuse To Work Towards A Common
Solution, No Compromise, Reduced Productivity.
A D V A NT A G E S O F C O N F L I C T
1. Create awareness of a problem to be addressed
2. Stimulates creative thinking
3. Learn from each other/understand a probl em better
4. Leads to collaboration/working together/by-in
5. Motivate people to give input/participate/empathy
DISADVANTAGES OF CONFLICT
1. Hampers productivity
2. Lower morale
3. May lead to inappropriate behaviour such as violence due to frustration/confusion
R E A S O N S FO R C O N F L I C T
• CHANGE – change brings uncertainty, most people are resistant to change
o e.g. New computer software to be used at all KFC franchises – staff don’t
know how to use the new software
• INCLUSIVITY AND CULTURAL DIVERSITY - Many cultures in SA,
Ignorance/Stereotyping/Different Backgrounds, Values, Religions - Can Lead To
Conflict
o e.g. Worker wins KFC dispute
• LACK OF, POOR COMMUNICATION – Uncertainty, not informed of
decisions/expectations, rumours, poorly defined job descriptions, inconsistencies
from management, poor listening skills, misunderstandings, role ambiguity can lead to
conflict
o e.g. Drive through operator at McDonalds multi-tasking and getting order
wrong ?
SASHTI NOTES 1
, • RESOURCE ALLOCATION – insufficient resources or unequal distribution
o e.g. Short staffed during peak hours ?
• PERSONALITIES AND EMOTIONS – different personality types, easy-going vs time
urgency
• VALUES AND ETHICS – personal set of beliefs that guide actions, linked to culture
and religion
o e.g. “Worker wins KFC dispute”
• INNER CONFLICT – Jealousy, feelings of inferiority, need for control, personal
beliefs/ethics, oversensitivity, low self-esteem
RESOLVING INNER CONFLICT
• Identify inner conflict first
• Refer the person to the correct department (HR → HR Department)
• The Extent of the intervention will depend on the intensity of the problem, and the
effect it is having on their productivity.
S K I L L S A M A N A G E R NE E D S I N O R D E R T O M A N A G E C O N F L I C T
• ABILITY TO DEAL WITH CHANGE – communication to motivate the reason for the
change, reassurance and training
• TOLERANCE REGARDING INCLUSIVITY AND CULTURAL DIVERSITY – education and
training
o e.g. “African time” be aware of stereotyping KFC dispute – Tolerance of
differences
• COMMUNICATION SKILLS – Management must communicate clearly and in an
understandable manner, Regular meetings, Feedback and suggestions = staff buy-in,
Suggestion box, Notice boards, Newsletters, etc.
• THE ABILITY TO THINK AND ACT STRATEGICALLY – Strategic planning,
Environmental scanning to base decisions on, Effective resource allocation.
• EMOTIONAL INTELLIGENCE – a person’s ability to manage relationships in a mature
manner
o e.g. Dealing with difficult costumers who become emotional and abusive?
• VALUES AND ETHICS – perceived or real – training, education, open communication,
create empathy
o e.g. What is the perception of KFC regarding the dispute article?
R E C O M M E ND A T IO N S FO R C O N F L I C T M A N A G E M E N T
• Stimulating Functional Conflict – Devil’s Advocate
o Question everything, different opinions, create a debate, prevent “group
think – team members don’t want to criticize others as to get along”,
encourage analytical thinking, test the proposed plan of action
• Negotiation
o Two people trying to sort out their own differences without a third party
intervention
• Smoothing
o Differences are “ignored” smoothed over and focus is placed on what they
have in common, short term solution only
• Forcing
o Authority forces their solutions on subordi nates – no participation, leads to
resentment
SASHTI NOTES 2
, • Avoidance
o Pretending the problem does not exist/ignoring it – does not work for serious
problems
• Compromise
o Democratic, give and take, negotiation – both parties have equal power.
T H I R D - P A RT Y I N T E R V E NT I O N S T O M A N A G E C O N F L I C T
Arbitration
CONFLICT RESOLUTION STEPS: Negotiation Conciliation Mediation
1+1+1
1+1 1 + 1 + (1) 1 + 1 + (1)
Makes the
compromise facilitation advice
decision
CON-ARB PROCESS: Conciliation – Arbitration, One-stop process for unfair labour
practice and unfair dismissals, both conciliation and arbitration takes place in one day.
Saves time and costs. This process is compulsory relating to PROBATION issues. Part of
the CCMA process.
CCMA: Commission for Conciliation, Mediation and Arbitration – independent organization
that acts as a dispute resolution body that promotes cooperation between employers and
employees. E.g. KFC dispute article
WORKPLACE FORUMS (WPF): The WPF will not take over the role of the trade union, but
enables workers at all levels to participate in consensus decision-making with senior
management.
EMPLOYERS ORGANISATIONS: Businesses (Employers) can outsource Labour/Industrial
Relations issues to these organisations/experts. Will assist employers on issues such as:
Employment contracts, Disciplinary and Grievance procedures, Dispute resolution,
Employment Equity plans, Representation at CCMA, Trade Union negotiations.
e.g. NAPE – National Association of Private Employers.
TRADE UNIONS: The main aim of trade unions are to engage in collective bargaining with
employers on behalf of their members (employees), advise and represent their members on
conditions of service, grievances, disciplinary issues, labour-relations issues. e.g. National
Union of Metalworkers of South Africa
CONFESA (CONFEDERATIONS OF EMPLOYERS IN SOUTH AFRICA): HR and Industrial
Relations services/consultation to employers in order to comply with labour legislation.
SASHTI NOTES 3
GRADE 12 IEB SYLLABUS
SASHTI NOTES
SUMMARIES OF ALL CHAPTERS
, Conflict Management
T E A M W O R K & C O N F L I C T M A N A G E M E NT
Conflict in teams often arise from the allocation of workload:
• Role Overload – Occurs when one member of the team (often willingly) takes on more
than they can cope with.
• Role Conflict – Occurs when more than one member wants to play a certain role, and
in instances like the role of the leader, it can lead to conflict.
• Role Ambiguity – Occurs when there is a lack of clarity between the roles that
members are expected to play.
SYNERGY
The interaction of two or more agents or forces so that their combined effect is greater
than the sum of their individual effects.
FUNCTIONAL & DYSFUNCTIONAL CONFLICT
Functional Conflict - Non-Aggressive, Stimulates Creativity, Brainstorming, Can Disagree
But Still Work Together, Higher Productivity, Willing To Compromise.
Dysfunctional Conflict - Aggressive Disagreement, Refuse To Work Towards A Common
Solution, No Compromise, Reduced Productivity.
A D V A NT A G E S O F C O N F L I C T
1. Create awareness of a problem to be addressed
2. Stimulates creative thinking
3. Learn from each other/understand a probl em better
4. Leads to collaboration/working together/by-in
5. Motivate people to give input/participate/empathy
DISADVANTAGES OF CONFLICT
1. Hampers productivity
2. Lower morale
3. May lead to inappropriate behaviour such as violence due to frustration/confusion
R E A S O N S FO R C O N F L I C T
• CHANGE – change brings uncertainty, most people are resistant to change
o e.g. New computer software to be used at all KFC franchises – staff don’t
know how to use the new software
• INCLUSIVITY AND CULTURAL DIVERSITY - Many cultures in SA,
Ignorance/Stereotyping/Different Backgrounds, Values, Religions - Can Lead To
Conflict
o e.g. Worker wins KFC dispute
• LACK OF, POOR COMMUNICATION – Uncertainty, not informed of
decisions/expectations, rumours, poorly defined job descriptions, inconsistencies
from management, poor listening skills, misunderstandings, role ambiguity can lead to
conflict
o e.g. Drive through operator at McDonalds multi-tasking and getting order
wrong ?
SASHTI NOTES 1
, • RESOURCE ALLOCATION – insufficient resources or unequal distribution
o e.g. Short staffed during peak hours ?
• PERSONALITIES AND EMOTIONS – different personality types, easy-going vs time
urgency
• VALUES AND ETHICS – personal set of beliefs that guide actions, linked to culture
and religion
o e.g. “Worker wins KFC dispute”
• INNER CONFLICT – Jealousy, feelings of inferiority, need for control, personal
beliefs/ethics, oversensitivity, low self-esteem
RESOLVING INNER CONFLICT
• Identify inner conflict first
• Refer the person to the correct department (HR → HR Department)
• The Extent of the intervention will depend on the intensity of the problem, and the
effect it is having on their productivity.
S K I L L S A M A N A G E R NE E D S I N O R D E R T O M A N A G E C O N F L I C T
• ABILITY TO DEAL WITH CHANGE – communication to motivate the reason for the
change, reassurance and training
• TOLERANCE REGARDING INCLUSIVITY AND CULTURAL DIVERSITY – education and
training
o e.g. “African time” be aware of stereotyping KFC dispute – Tolerance of
differences
• COMMUNICATION SKILLS – Management must communicate clearly and in an
understandable manner, Regular meetings, Feedback and suggestions = staff buy-in,
Suggestion box, Notice boards, Newsletters, etc.
• THE ABILITY TO THINK AND ACT STRATEGICALLY – Strategic planning,
Environmental scanning to base decisions on, Effective resource allocation.
• EMOTIONAL INTELLIGENCE – a person’s ability to manage relationships in a mature
manner
o e.g. Dealing with difficult costumers who become emotional and abusive?
• VALUES AND ETHICS – perceived or real – training, education, open communication,
create empathy
o e.g. What is the perception of KFC regarding the dispute article?
R E C O M M E ND A T IO N S FO R C O N F L I C T M A N A G E M E N T
• Stimulating Functional Conflict – Devil’s Advocate
o Question everything, different opinions, create a debate, prevent “group
think – team members don’t want to criticize others as to get along”,
encourage analytical thinking, test the proposed plan of action
• Negotiation
o Two people trying to sort out their own differences without a third party
intervention
• Smoothing
o Differences are “ignored” smoothed over and focus is placed on what they
have in common, short term solution only
• Forcing
o Authority forces their solutions on subordi nates – no participation, leads to
resentment
SASHTI NOTES 2
, • Avoidance
o Pretending the problem does not exist/ignoring it – does not work for serious
problems
• Compromise
o Democratic, give and take, negotiation – both parties have equal power.
T H I R D - P A RT Y I N T E R V E NT I O N S T O M A N A G E C O N F L I C T
Arbitration
CONFLICT RESOLUTION STEPS: Negotiation Conciliation Mediation
1+1+1
1+1 1 + 1 + (1) 1 + 1 + (1)
Makes the
compromise facilitation advice
decision
CON-ARB PROCESS: Conciliation – Arbitration, One-stop process for unfair labour
practice and unfair dismissals, both conciliation and arbitration takes place in one day.
Saves time and costs. This process is compulsory relating to PROBATION issues. Part of
the CCMA process.
CCMA: Commission for Conciliation, Mediation and Arbitration – independent organization
that acts as a dispute resolution body that promotes cooperation between employers and
employees. E.g. KFC dispute article
WORKPLACE FORUMS (WPF): The WPF will not take over the role of the trade union, but
enables workers at all levels to participate in consensus decision-making with senior
management.
EMPLOYERS ORGANISATIONS: Businesses (Employers) can outsource Labour/Industrial
Relations issues to these organisations/experts. Will assist employers on issues such as:
Employment contracts, Disciplinary and Grievance procedures, Dispute resolution,
Employment Equity plans, Representation at CCMA, Trade Union negotiations.
e.g. NAPE – National Association of Private Employers.
TRADE UNIONS: The main aim of trade unions are to engage in collective bargaining with
employers on behalf of their members (employees), advise and represent their members on
conditions of service, grievances, disciplinary issues, labour-relations issues. e.g. National
Union of Metalworkers of South Africa
CONFESA (CONFEDERATIONS OF EMPLOYERS IN SOUTH AFRICA): HR and Industrial
Relations services/consultation to employers in order to comply with labour legislation.
SASHTI NOTES 3
