Few Important Keywords in Management Functions and Behaviours Part III

Antecedent Conditions: The source of conflict where cause for conflict exists in an
incipient form, but it need not necessarily lead to actual conflict.

Approach Approach Conflict: Conflict between two equally attractive choices.


Avoidance-Avoidance Conflict: Conflict between two equally unpleasant choices,
or in choosing the lesser evil.

Avoidance: Withdrawal from or suppressing conflict. Management of Organisational
Conflicts

Bargaining: Is a conflict containment or resolution strategy that involves mutual
compromise and concession.

Behavioural View of Conflict: The belief that conflict is an inevitable outcome in
any group.

Conflict Aftermath: Refers to the consequences that different conflict handling
strategies may have on the antecedent conditions. It may either resolve the conflict or
make for future conflict.

Conflict Handling Behaviour: It refers to the conscious action of one party to the
conflict in checking the other party from reaching his goals.

Conflict Resolution: Refers to the manner in which a manager could address himself
to a conflict situation. The chief modes are avoidance, defusion, containment and
confrontation.

Conflict Stimulation: Refers to a situation when common values are challenged. It
can often be a useful way of re-examining one's position and discovering alternatives.

Confrontation Strategy: Is a strategy designed to uncover all the issues of the
conflict and find a mutually acceptable solution. It can be accomplished through the
openness of problem solving, or through a comprehensive organisation redesign.

Containment Strategy: Is a strategy of controlled conflict management where issues
are selectively discussed through mediating representatives, or by structuring the
interaction patterns or through bargaining.

Delusion Strategy: Attempts to keep conflict in abeyance and cast tempers through
smoothing or by appeal to super-ordinate goals.

Dysfunctional Conflict: Conflict that hinders group performance.
Felt Conflict: Emotional involvement in a conflict creating anxiety, tenseness,
frustration, or hostility.

Functional Conflict: Conflict that supports the goals of the group and improves its
performance.

Goal Diversity: The efficient functioning of every part of an organisation requires
formulation of its own immediate goals, which may or may not be compatible with
overall organisation objectives.

Interactionist View of Conflict: The belief that conflict is not only a positive force
in the group, but that it is absolutely necessary for a group to perform effectively.

Intergroup Conflict: Conflict between the various constituent units of an
organisation such as Unions and Management, between various functional areas, etc.

Interpersonal Conflict: Conflict between various individuals in an organisation
which may stem from personal dislikes, personality differences, or role related
matters.

Intragroup Conflict: Conflict within a group between various individuals due to lack
of consensus or inability to conform to group norms.

Intrrpersonal Contlict: Conflict within the individual, involving a decision
regarding the choice to opt for in any instance of behaviour.

Manifest Conflict: It results from perceived and/or felt conflict. Conflict comes out
into the open and influences action.

Perceived Conflict: Awareness by one or more parties of the existence of conditions
that create opportunities for the rise of conflict. It is different from felt conflict in that
it is not personalised.

Problem Solving: Bringing about change or resolving conflict through interpersonal
discussions; seeks to identify differences.

Smoothing: Conflict defusion by playing down its importance, thereby avoiding
escalation and letting people regain their perspective.

Superordinate Goals: The long range aims or higher goals that are common to all in
an organisation even in a conflict situation.

Task Interdependence:: The mutual inter-connectedness of responsibilities of
various parts of an organisation that is essential for efficient functioning.

Traditional View of Conflict: The view that all conflict must be avoided.


Source: IGNOU Booklet