CONFLICT MANAGEMENT STRATEGIES 1 A

CONFLICT MANAGEMENT
Prof Dazydelian L Banda

AGENDA
1. Definition
2. Views of Conflict
3. Major Causes of Conflict in Organisations
4. Conflict Management Strategies
5. Grievance Management
Prof. Dazydelian L.Banda 2

1. CONFLICT DEFINED
• “A process in which one party perceives that
its interests are being opposed or negatively
affected by another party.”
• “Perceives” because conflict can be real or
imagined.
• In either case, conflict ensues. It can escalate
or de-escalate. In which case, disputants or
third parties should understand the
dynamics of conflict and how to handle it.

2.0 VIEWS ON CONFLICT
• Traditional
• Human Relations , and
• Inter actionist
Prof. Dazydelain L Banda 4

2.1 TRADITIONAL VIEW
• Conflict is bad and must be avoided at all

costs
• Conflict is a malfunction in the
organisation

2.2 HUMAN RELATIONS VIEW
• Conflict is natural and even an inevitable

outcome in any organisation
• Conflict has the potential to be a positive
force in contributing to an organisation’s
performance.

2.3 INTERACTIONIST VIEW
• Conflict is absolutely necessary for an

organisation to perform effectively
• Without conflict, an organisation becomes
static, apathetic and non- responsive
• Need to stimulate constructive conflict

3.0 CAUSES OF ORGANISATINAL
CONFLICT
1. Human Resources Policies and
Perspectives to do with equity, fairness
and justice
• Allowances
• Recruitment
• Promotion
• Job Evaluation / Compensation
• Performance Appraisal
• Training and Development
• Performance Prof. Dazydelian L.Banda 8
3.0 CAUSES OF ORGANISATINAL
CONFLICT
2. Structural Perspectives
• Tall organisational structure –
communication barriers
• Functional organisational structure – Silo
Thinking, Protecting One’s Turf,
Departmentalism
• Organisational Hierarchy- breach of protocol
• Job Categories- Generalists vs. Specialists
• Staff and Line Authority
4.0 CONFLICT MANAGEMENT STYLES
• Collaboration
• Competition
• Accommodation
• Compromise
• Avoidance

4.1. SEPARATION/AVOIDANCE
ADVANTAGES/
WHAT IT IS DISADVANTAGES
• Break off face to face • Allows parties to re-

relationship evaluate , consult , seek
further information
• Good if conflict is trivial,
emotions are running
high
• But no solution, danger of
“build up”
• An unassertive approach

4.2. ACCOMMODATING
ADVANTAGES/
• Good when issue under
• Maintaining a dispute is not that
harmonious relationship important to you
by putting the other • Helps you “build up
party’s needs and credits” for later issues
concerns above your
own.

4.3. COMPROMISE
ADVANTAGES
WHAT IT IS /DISADAVANTAGES
• Both parties make • Suitable when issues are
concessions - especially complex and or when
on something of value to time pressure demand an
themselves. expedient solution.
• Typical of Management / • But only leads to short
Trade Union term solutions and its
negotiations success depends on the
quality of the solution
reached.

4.4. COLLABORATION
ADVANTAGES/
• All parties to a conflict
seek to satisfy their • Suitable when time
interests. pressures are minimal or
• Characterised by open non- existent, all parties
and honest discussions, seriously want a win-
active listening to win solution.
understand differences.

4.5. COMPETING /FORCING
ADVANTAGES
WHAT IT IS /DISADVANTAGES
• Attempting to satisfy • Useful when speed is of
your needs at the expense essence, unpopular
of another party’s decisions must be taken
• E.g Manager who uses and it is not crucial to
their formal authority to secure other people’s
resolve a dispute involvement to the
solution.

5.0 GRIEVANCE MANAGEMENT
• A grievance is a formalised expression of
individual or collective conflict – usually
dissatisfaction in respect of workplace
related matters.
• It arises when the employer has breached
the employment contact.
Prof. Dazydelian Banda 16

APPEALABLE ACTIONS
• A violation or misapplication of the
organisation’s policies
• A violation or misapplication of rules
pertaining to employment practices
including those contained in any CBA.
• A suspension without pay, demotion or
unfair dismissal
• Inaccurate or misleading information in a
personnel file
• Unlawful workplace harassment.
EXAMPLES OF WORKPLACE HARASSMENT
• Unlawful workplace harassment

– Unwelcome or unsolicited speech or conduct
based upon race, sex, creed, religion, national
origin, age, colour etc.
• Hostile work environment
– Is one both a reasonable person would find
hostile or abusive and one that the particular
person who is the object of the harassment
perceives to be hostile or abusive.

EXAMPLES OF WORKPLACE
HARASSMENT
• Quid pro quo

– Consists of unwelcome sexual advances,
requests of sexual favours or other verbal or
physical conduct when used as the basis of
employment decisions.
• Retaliation
– Adverse action taken because of opposition to
unlawful workplace harassment.

TYPICAL GRIEVANCE PROCEDURE
• The Collective Bargaining Agreement

provides for a grievance management
procedure.
• Typical provisions include the following:
1.To be considered a grievance , the dispute
must identify in writing the specific action
of the Collective Agreement alleged to
have been violated and the remedy sought

TYPICAL GRIEVANCE
PROCEDURE
2. The aggrieved employee, either directly

or through a union representative, takes the
matter with the Employer’s Supervisor to
seek settlement.
3. If the Supervisor and employee are
unable to reach agreement, the matter
should be referred to the next level such as
Director of Human Resources.

4. If the representative of the Union and the Employer

are unable to reach settlement of the grievance, then
grievance may be submitted to arbitration.
•Decision of Arbitrator is final and conclusive upon
both parties. Fees and expenses of the Arbitrator shall
be shared equally between the two parties.

5. JURISDICTION OF ARBITRATOR
•Jurisdiction and authority of Arbitrator and
his/her opinion and award shall be
confined exclusively to the interpretation
and or application of the express provisions
of the Collective Bargaining Agreement.


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CONFLICT MANAGEMENT

Prof Dazydelian L Banda

Prof. Dazydelian L.Banda 2

Prof. Dazydelian L.Banda 3

• Human Relations , and

Prof. Dazydelain L Banda 4

• Conflict is bad and must be avoided at all

Prof. Dazydelain L Banda 5

• Conflict is natural and even an inevitable

Prof. Dazydelain L Banda 6

• Conflict is absolutely necessary for an

Prof. Dazydelain L Banda 7

Prof. Dazydelian L.Banda 10

• Break off face to face • Allows parties to re-

Prof. Dazydelain L Banda 11

Prof. Dazydelain L Banda 12

Prof. Dazydelain L Banda 13

Prof. Dazydelain L Banda 14

Prof. Dazydelain L Banda 15

Prof. Dazydelian Banda 16

• Unlawful workplace harassment

Prof. Dazydelian Banda 18

• Quid pro quo

Prof. Dazydelian Banda 19

• The Collective Bargaining Agreement

Prof. Dazydelian Banda 20

2. The aggrieved employee, either directly

Prof. Dazydelian L.Banda 21

4. If the representative of the Union and the Employer

Prof. Dazydelian L.Banda 22

Prof. Dazydelian L.Banda 23

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