Subject 1: WORKPLACE CONFLICT : Classification Based on Tasks, the Impact and Visibility of conflicts (Part 3)

1. INTRODUCTION

This paper is an extract of my PHD Thesis in Leadership and Strategic Planing which was written during my studies at Atlantic International University (AIU) in 2018. I share it with the academic and workers communities to stimulate the research sentiment.

1. NOTION OF WORKPLACE CONFLICTS

1.1. Notion of Workplace

The workplace is defined by Masters, M.E and Albright R.R (2002), as “the setting in which work is performed” P.14. It can be interpreted as a physical location at which people interact in the process of producing goods or services for an organizational purpose.

1.2. Notion of Workplace

At workplace conflict tends to manifest in two broad categories: (1) it can be a conflict between individuals involving colleagues, employees and their managers. In this way, it may be that two workers simply don’t get on; or that an individual has a grievance against their supervisor or manager (2), it can be also between groups involving teams or large groups of employees and management. Conflict may take the form of rivalry between teams; or it may be apparent by the lack of trust and cooperation between large groups of employees and management.

The concept of conflict at workplace is a social phenomenon, where there is a disagreement between people working in an organization. Workplace conflict has been defined in several ways by many authors. Obi (2012) defined workplace conflict as an act of discontentment and contention which either the workers or employers of labor utilize to put excessive pressure against each other to get their demands. This view is consistent with Henry (2009); Ikeda, Veludo and Campomar (2005); Azamoza (2004) and Ajala and Oghenekohwo (2002) descriptions of workplace conflict as a dispute that occurs when interests, goals or values of different individuals or groups are incompatible with each other in organizations. On this premise, workplace conflict within the context of employment relationship can be regarded as an inevitable clash of interests and resulting disputes of varying intensity between and within any or all the active actors in organizations

Working in an organization means to be involved in a conflict, as people working together have various personalities and different views on life. Consequently, they can’t avoid conflicts in the workplace. According to Thomas (1999), the simplest way to reduce conflict is to eliminate relationship by leaving or refusing to interact with the other party. In many situations, however, this is not only impractical, but it may be impossible. So, managers must learn how to address and manage conflict both in organizational and workplace levels.

On the broad side, Pondy cited by Afzalur (2011) has argued that organizational conflict can best be understood as a dynamic process underlying organizational behavior. Tedeschi cited by Afzalur (2011) takes a middle position defining conflict as ―an interactive state in which the behaviors or goals of one actor are to some degree incompatible with the behaviors or goals of 6 some other actor or actors‖ (p 232). In this way, the actor is any social entity from the individual to the corporate body itself.

According to Kazimoto (2013), workplace conflict is described as the presence of discord that occurs when goals, interests or values of different individuals or groups are incompatible and frustrate each other’s’ attempt to achieve objectives in an organization. It is a communication process and an inevitable consequence of transactional relationship manifesting in disagreement and dissonance with and between individuals and groups in the work-environment. In this context, workplace conflict is a fact of life in any organization if people will compete for jobs, power, recognition and security (Adomie and Anie, 2005). Therefore, the task of management is not to suppress or resolve all conflicts, but to manage them to enhance and not to detract from organizational performance.

1.3. Dimensions and Classification Workplace Conflicts

Conflict resolution is a daily occurrence at work that can either propel or disrupt the momentum for a leader, a team or the entire organization. The workplace can become a toxic environment when leaders allow conflict to fester rather than confront it head-on.  Managing conflict can be a tricky thing – especially when managers are not familiar with the larger ecosystem in which the individual or department creating the conflict operates, and how efforts to resolve conflict will reverberate throughout that ecosystem. The workplace is fueled with so many concurrent agendas that you never know which ones may be affected when you resolve conflict solely to benefit and advance your own.

1.3.1. Classification Based on Tasks

1.3.1.1. Task conflict

Task conflict is a condition where employees of the organization differ about task issues that included objectives, aims of the organization, important decision areas, procedures, ideas, appropriate choice for action in any organization among employees. Task conflict is due to the reason that every individual had different role. Hence task conflict is due to the arguments in their roles or functions. Task conflict which was the conflict due to disagreements in the procedures, ways to use material of the organization, execute his duties, conduct his activities based on job description. Hence task conflict is due to the arguments in the roles or functions in the organization (Jehn, 1994). These are disagreements about the content of a task and work goals, such as distribution of resources, procedures, and interpretation of facts (John, 1995; 1997). Task conflicts include differences in viewpoints, ideas and opinions, and may coincide with animated discussions and personal excitement.

Task conflict is associated with several beneficial effects such as improving the use of debate within a team (Jehn, et al, 1999), which results in quality ideas and innovation (Amason, 1996; West & Anderson, 1996) and leads to better service delivery (Tjosvold, Dann &Wong, 1992).  In addition, studies have shown that task conflict can also be associated with several harmful effects, such as job dissatisfaction, lack of team work (Kabanoff, 1991; Jenn, et al, 1997), and increased anxiety (Jehn, 1997).

1.3.1.2. Process Conflict

Everyone has a different style of working to complete assigned tasks. It is important to keep this in mind when training new employees and managing workload. For example, there are people who prefer to work with a team-oriented approach. On the other hand, there are those who are independent and task-oriented; they prefer to complete the work quickly without external input. If you understand that people have different styles of working, then you can better manage employee conflicts as they arise.

Often an employee must rely on someone else’s co-operation, input or output to get their job done. This can cause dissension. For example, if a member of the sales team is regularly late to input monthly sale figures, then the accountant will be late in submitting reports. This type of interdependency-based conflict can be resolved by clarifying roles and responsibilities while ensuring that each employee is held accountable to their tasks

The process conflict refers to disagreement about how a task should be accomplished, individuals’ responsibilities and delegation (Jehn& Mannix, 2001), e.g. when group members disagree about whose responsibility it is to complete a specific duty. Process conflict has been associated with lower morale, decreased productivity (Jehn, 1997) and poor team performance (Jehn, 1999). The consequence of task conflict is found to be functional/positive in few literatures and dysfunctional in others. Amason and Jehn respectively found that the outcome of task conflict can be functional or dysfunctional depending on the circumstances.

1.3.2. Classification Based on the Impact of Conflict

Based on the realistic view of intergroup conflict, as stated by Gibson, Ivancevich and Donnelly (1994, p. 337), a conflict is inevitable in organizations. To prevent conflict leading to strikes or employment tribunal claims you need to intervene as soon as possible. However, those authors affirmed that because conflict can be both a positive and a negative force, management should not strive to eliminate all conflict, only that which has disruptive effects on the organization’s efforts to achieve the intended goals. When the conflict is viewed from the positive perspective, it is known as functional conflict while the negative side of it is regarded as dysfunctional conflict. Constructive conflict catalysis development because it facilitates interactions between various parties in the system and sustains creative ideas that permit and information exchange for a shared goal or interest.

1.3.2.1. Functional Conflict

Some type or degree of conflict may prove beneficial if it is used as an instrument for change or innovation. In this way, functional and dysfunctional conflicts can be observed within the institution.

As defined by Gibson, Ivancevich and Donnelly (1994, p.338), a functional conflict is a confrontation between groups that enhances and benefits the organization’s performance. For example, two departments in a hospital institution may conflict over the most efficient method of delivering health care to low-income rural families. The two departments agree on the goal but not on the means to achieve it. Whatever the outcome, low-income families will probably end up with better medical care once the conflict is settled. In this perspective, without such conflict in institutions, there would be little commitment to change; most groups would probably become stagnant.

1.3.3.2. Dysfunctional Conflict

According to Gibson, Ivancevich and Donnelly (1994, p.338), a dysfunctional conflict is ―any confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals. In this aspect, management must seek possible ways to eliminate such conflicts and sustain healthy relationships between the parties.

1.3.3. Classification of workplace conflicts visibility

Ogunbameru (2006) classified workplace conflict into two broad types based on their visibility: informal and formal workplace conflicts.

1.3.3.1. Formal workplace conflict

According to Ogunbameru, conflict in work-relations is informal when it is not based on any systematic organizational problem. It results directly from a source of grievance and supposedly is wholly expressive in nature. In this connection, the underlying sources cannot be openly seen, but can be inferred from unconscious form of protest, sabotage, unruly behavior and poor work-attitudes by employees in organizations. If the situation is sufficiently widespread, it can significantly affect employee job description focus, turnover and impact on the prosperity of an organization (Kazimoto, 2013).

1.3.3.2. Informal workplace conflict

Following his researches, Ogunbameru, stated that a conflict in work-relations is formal workplace conflict when it refers to as an organized expression of conflict articulated through a trade union or other workers representatives (Ogunbameru, 2006). This type of conflict is highly visible, since it is often a conscious strategy or calculated attempt to obtain alteration in employment relationship. To sum all, Albert (2001) averred that there are two sides to workplace conflict, whether formal or informal, one is destructive and unhealthy and the other is productive and healthy, having a problem-solving base. However, the two conflict situations are neither bad nor good, since disagreement and dissatisfaction must occur in work-relations for adjustment to be made to improve total workplace performance.

2. ABOUT MORE SUBJECTS FROM THE AUTHOR

Remarks : If you want to cite this article, write : GIRUKWAYO P., “The impact of effective leadership of workplace conflicts, PHD Thesis, AIU, 2018”. Then you will add the link.

Note  (other similar extract of the thesis):

You will see the Part 1  at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-1-workplace-conflict-classification-according-to-the-source-of-conflict-part-1.html

You will see the 2^nd  part at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-workplace-conflict-classification-based-on-level-of-analysis-and-relationship-part-2.html

And you will see the 3^rd part at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-workplace-conflict-classification-based-on-tasks-the-impact-and-visibility-of-conflicts-part-3.html

Second subject on factors of conflicts (Part 1) at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-2-workplace-conflict-factors-and-causes-of-workplace-conflicts-part-1.html

Second subject on factors of conflicts (Part 2) at :

http://www.humanitaire-leadership-management-conflit.com/2018/10/subject-2-workplace-conflict-effects-of-conflicts-at-workplace-part-2.html

3. REFERENCES AND OTHER SOURCES

1. Acas, (2009). Managing conflict at workplace, retrieve on www. Acas.org.uk
2. Afzalur, R (1984). Managing conflict in organization, third edition, USA, Library of Congress.
3. Akanji, I. (2005). Perspectives in Workplace Conflict Management and New Approaches for the Twenty first Century. In Albert I.O (Ed.), Perspective on Peace and Conflict in Africa: Essays in Honour of Gen. Abdusalam Abubakar, Ibadan: John Arches Publishers.
4. Alper, S., Tjosvold, D. and Law, K.S. (2000), “Conflict management, efficacy, and performance in an Israeli hospital. Evidence-based HRM: A Global Forum for Empirical Scholarship 3:1, 81-102.
5. Amason, A.C. (1996), Distinguishing the Effects of Functional and Dysfunctional Conflict on Strategies Decision-making: Resolving a Paradox for Top Management Groups. Academy of Management Journal, 39, 123-148.
6. Amason, AC. (1996). Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: resolving a paradox for top management teams. Academy of Management Journal, 39, 123–248
7. Amason, Allen C, & Schweiger, David M. (1997). The Effects of Conflict on Strategic Decision-Making Effectiveness and Organizational. Using conflict in organizations, 101.
8. Angelina Muganza, “Causes and Impacts of Conflict at Workplace”, Public service Commission, Public Service Commission, Kigali, May 2014.
9. Aula, P., & Siira, K. (2010). Organizational Communication and Conflict Management
10. Azamosa O. (2004). Industrial Conflict in Nigerian Universities. The case of the Academic staff union of the university teachers’ strike of December 2002 – July 2003. Dept. of Sociology Anthropology and Applied social sciences, British University. Retrieved from http://ww.ajbms.com/articlepdf010506pdf
11. Barki, H, & Hartwick, J. (2004). Conceptualizing the construct of interpersonal conflict. International Journal of Conflict Management, 15(3), 216–244
12. Barki, H. and Hartwick, J. (2003), “Rethinking interpersonal conflict”, Cahiers du GreSI, Vol. 3
13. Barki, Hahartwick, J. (2004). Conceptualizing the Construct of Interpersonal Conflict. International Journal of Conflict Management 15 (3), 216 244.
14. Barki, Henri, & Hartwick, Jon. (2001). Interpersonal conflict and its management in information system development. Mis Quarterly, 25
15. Bartolome, A. (2012). What are the causes of conflict between a franchisor and a franchisee? Entrepreneur Philippines: The six issues that may cause conflict between a franchisor and a franchisee. Retrieved from http://www.entrepreneur.com.ph/franchising/what-are-the-causes-of-conflict-between-a-franchisor-and-a-franchisee.
16. Borisoff, D. & Victor, D.A. (1998). Conflict Management: A Communication Skills Approach. Needham Heights: Allyn & Bacon, A Viacom Company. Pp 78-80.
17. Borisoff, D. & Victor, D.A. (1998). Conflict Management: A Communication Skills Approach. Needham Heights: Allyn & Bacon, A Viacom Company. Pp 78-80.
18. Deutsch, M. (1949). A theory of cooperation and competition. Human Relations, 2, 129–152
19. Evans B. Types of Conflict–Four Classifications, 2013. [Online] Available at http://www.typesofconflict.org/types-of-conflict/ (30 December 2014).
20. Fajana, S., & Shadare, O. (2012, January). Workplace Relations, Social Dialogue and Political Milieu in Nigeria. International Journal of Business Administration, 3(1), 75-83. http://dx.doi.org/10.5430/ijba.v3n1p75
21. Henry, O. (2009). Organizational Conflict and its Effects on Organizational Performance. Research Journal of Business Management, 2(1), 16-24. http://dx.doi.org/10.3923/rjbm.2009.16.24 Hotepo, O., Asokere, A. Abdul-Azeez, I., &Ajemuigbolohun, S. (2010). Empirical Study of the Effect of Conflict on Organizational Performance in Nigeria. Business and Economic Journal, 15, 1.
22. Hotepo, O., Asokere, A. Abdul-Azeez, I., &Ajemuigbolohun, S. (2010). Empirical Study of the Effect of Conflict on Organizational Performance in Nigeria. Business and Economic Journal, 15, 1
23. Jehn, K.A. (1995). A Multimethod Examination of the Benefits of Intragroup Conflict
24. Kazimoto P. Analysis of conflict management and leadership for organizational change. International Journal of Research in Social Sciences. 2013; 3(1):17.
25. Kazimoto, P. (2013). Analysis of Conflict Management and Leadership for Organizational Change. International Journal of Research in Social Sciences
26. Kazimoto, P. (2013). Analysis of Conflict Management and Leadership for Organizational Change. International Journal of Research in Social Sciences, 3(1), 16-25.
27. Kilmann, Thomas. Conflict Mode Instrument. Interpreted by Jane Trainer, Acme, Inc. Palo Alto, Consulting Psychologists Press (CPP), CA: (800)624-1765, 1977.
28. Oberschall A. Conflict theory, K.T. Leicht and J.C. Jerkins (Eds.), Handbook of politics: State and society in global perspective, LLC. p. -179, 2010.
29. Pandey, J, & Singh, P. (1987). Effects of Machiavellianism, other-enhancement, and power-position on affect, power feeling, and evaluation of the ingratiatory. The Journal of Psychology, 123(3), 287–300.
30. Paul M. What Is Conflict Management? - Definition, Styles & Strategies, 2010. [Online] Available at http://study.com/academy/lesson/what-is-conflict-management-definition-styles-strategies.html (5 November 2014)
31. Rahim, M. (2002). Towards a Theory of Managing Organizational Conflict. The International Journal of Conflict Management, 13(3), 206-235. http://dx.doi.org/10.1108/eb022874
32. Rahim, M.A (1986). Referent Roles and styles of Handling Interpersonal Conflict. Journal of Social Psychology. Vol. 125, 79-86.
33. Rahim, M.A. (1983). A Measure of styles for Handling Interpersonal Conflict Academy of Management Journal, Vol. 2b: 368-376.
34. Rahim, MA, & Magner, NR. (1995). Confirmatory factor analysis of the styles of handling interpersonal conflict: First-order factor model and its invariance across groups. Journal of Applied Psychology, 80, 122–132. doi:10.1037/0021-9010.80.1.122.
35. Rahim, MA. (1992). Managing conflict in organizations (2nd ed.). Westport, CT: Praeger.
36. Rykrsmith E. 75 Reasons for Conflict, the first track, intuit Inc, 2010. [Online] Available at http://quickbase.intuit.com/blog/2010/08/10/75-reasons-for-conflict/#comments (14 April 2013).
37. Swinton, Lyndsay. (2008). Workplace Conflict Management: Strategy for Successful Resolution. Retrieved, 5, 12.
38. Thomas, K. (1976). Conflict and Conflict Management. A Handbook of Industrial and Organizational Psychology. New York, USA: John Wiley and Son. Inc.
39. Thomas, Kenneth W. (1992). Conflict and conflict management: Reflections and update. Journal of Organizational Behavior, 13(3), 265-274.
40. Tjosvold, et al (1992). Managing Conflict Between Department to Serve Customers. Human Relations 45 (10), 1035-1054.
41. Tsevendorj, O. (2008). Conflict Resolution: A basis for Effective Conflict Management of Banks in Baquio City. Thesis submitted to St. Louis University, Baquio City, Philllipines.
42. Wall, James A, & Callister, Ronda Roberts. (1995). Conflict and its management. Journal of management, 21(3), 515-558. ment of work organization conflict. Houston: Gulf Publisher.