Conflicts - Human Resource - Lecture Slides, Slides of Human Resource Management

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.egqus l<ukdlrKh

Conflict management

.egqus Conflicts

2

• Conflict is the Clash of Interests

between two individuals or groups

based on their beliefs..egqula hkq

mqoa.,hska fofofkla fyda lKavdhñ

w;r Tjqkaf.a úYajdihka mokñ

lr f.k we;s jkakdjq

wjYH;djhkaf.a fkd.e,msuls

.egqñ u.yeßh yelso

• CONFLICT IS AN INEVITABLE AND

UNAVOIDABLE PART OF OUR EVERYDAY

PROFESSIONAL AND PERSONAL LIVES

• .egqus csjs;fha u.yersh fkdyels fldgils

CAUSES OF CONFLICT.

5

 Talking nonsense fkdjeo.;a foa l:dlsßu

 Deviation from past practice fmr Ndú;hkaf.ka wE;aúu

 Breaking the point of tolerance bjisfñ isudj blaujd hEu

 Influence from External Environment ndysr n,mEñ ksid

 negligence of issues m%Yak u.yeßu

 Sudden Provocation yÈis fldamh

 Poor behavioral and interpersonal skills ÿ¾j, wka;r mqoa., in|;d

 Refusal or failure to share information. f;dr;=re yqjudrefú .eg¨q

 Conflicting interests or values idrOu_j, fkd.e,msula

Causes …..

7

• Competition ;r.h
• Task interdependence

ld¾H wka;¾ hemsu

• Unreasonable policies

and practices widOdrk

m%;sm;a;s

• Unnecessary pressure

wkjYH f;rmqu

• Unmet expectation bgq

fkdjq n,dfmdfrd;a;=

• Suppressed conflicts

and demandshgm;a

l, .egqñ

• Rigid hierarchy±ä

ks,n,jdoh

• Lack of

authorityn,;,

fkdue;slu

Functional conflict

8

• Better ideas are produced kj woyia W;amdokh
• Forced to clarify their views woyia meyeÈ,s

lr.eksu

• Stimulated interests and creativity

ks¾udKYs,s;ajh jeäúu

• Get a chance to test their capacities wNsfhda.

Ndr.eksu

• Improve communication ikaksfúokh ÈhqKqúu
• Improve unity tluq;=lu jeäúu

Power, politics and conflicts

10

Conflicts is outcome of power issue

People use power and politics in resolving

conflicts

 .egqñ we;súfusÈ yd tajd úi|d .eksug

W;aidylsßfñÈ n,h yd foaYmd,kh l%shd;aul

lrhs

.egqus jsi|d.eksfusos jeo.;a jk

idOl

• wka;ra mqoa., yd lKavdhus .egqus

jsi|d.eksfus §s lemlsrsug we;s yelshdj yd

leue;a; jeo.;ah

Managing conflict

13

• Avoiding conflicts .egqñ u.yeßu
• Resolving conflicts .egqñ úi¢u
• Encouraging conflicts .egqñ Èß.ekaúu

Conflict resolution

14

Competing

avoidance Accommodation

Compromise

Problem solving

cooperativeness

assertiveness

Why Negotiate

• Trying to Achieve Something

 Both parties have needs fomd¾Ijhgu

wjYH;d we;

 Understand the other party’s needs wka

md¾Yjfha wjYH;d y÷kd.eksu

 Other party is acting for his/her reasons wka

whg;a fya;= we;

Basic Elements of a Successful Negotiation:

17

• Positive Attitude Okd;aul wdld,am
• Knowledge of the process l%shdj,sh ms,sn|j

±Kqu

• An understanding of people mqoa.,hska

f;areñ .eksu

• A grasp of your subject ;udf.a úIH

f;areñ .eksu

• Creativity ks¾udKYs,s;ajh
• Communication ikaksfúokh

`Important points jeo.;a lreKq

19

 There can be a understanding gap -f;areus .eksfus mr;rhla we;s nj - weyquslkaosu yd meyeos,s lr.eksu wjYHhs

 There can be information gap f;dr;=rej, mr;rhla we;s nj - ksjerosNdjh ;yjqrelr.eksu wjYHhs

 There can be personal facts - mqoa.,sl lreKq wka;ra.; jsh yels nj - mqoa.,hskaf.a jsYajdi yd wdl,am j, fjkila

 Emotions should be controlled - wdfjs. md,kh jeo.;a nj - wdfjs. md,k Wml%u Ndjs;h wjYhs