How Management Deals with Intergroup Conflicts in Organization
In order to get things done, intergroup relations between two or more groups of employees are very essential in any business or organization. However, there are circumstances that intergroup conflicts arise among the groups or even among the members of each group. Relatively, there are two kinds of intergroup conflicts, first, the functional conflict, which refers to the enhancing performance and identifying weaknesses among the members. Second, the dysfunctional conflict, this is a confrontation between the groups that likely affects in the attainment of the company’s goals and objectives. Accordingly, there are causes of intergroup conflicts like individual behaviors of members in the group, work interdependence attitude, goal differences, individual perceptions on the job results and the pressure factor from the superiors. More often, individual members of a group initiates group conflict; through their various personalities, values in life and individual traits as human beings. In the same manner, members there are also members who fail to deliver favorable output as what the entire group expect them to do. And, these members normally receive some corrective and defensive responses from the other members. Aside from that, the various opinions and point of views towards activities’ goals are somewhat triggering the conflict among them. Conflicts resulting from inappropriate management behavior, as to limited reward resources are also one factor of intergroup conflict; as well as on the different perceptions about the time and status in the work place. More than anything else, the reorganization of the company and the designation of services and facilities are the most significant factors that create negative conflict among group of employees.
(http://www.selfgrowth.com/articles/How_to_Handle_Conflict.html)
On the other hand, intergroup conflict brings also changes among the employees within the groups. Afterwards, the members will be able to realize their individual differences and do their best to reconcile and put their best effort to unite and focus on the task given to them. By this way, the group can become more efficient and effective on their jobs. By the way, how can the management handle this kind of situation in the organization? Well, there are different solutions available to address this issue. First, there must be a face-to-face meeting as well as resolving process take place as early as possible. The management should take an early initiative to do this, to avoid further disputes. Having an open forum is the best solution for misunderstanding and language barriers among employees. In the open forum, each employee has the freedom to express their own concerns and sentiments regarding their tasks, work place, co-employees among others; until they will come up with the best solution to the conflict/conflicts. Next solution is to establish common goals that can only be achieved by the conflicting groups who work together. It does not only reduce conflicts, it also provides the company with a satisfactory production outcome through simultaneously focusing on their job performance. Additionally, an ultimate solution is an authoritative command from the higher level management to resolve the conflict quickly. By taking preventive measures in avoidance of intergroup conflicts must be initiated by the management; by including the strict rules and policies regarding intergroup conflicts. And, those employees who do not abide with the rules will be reprimanded promptly. Another possible resolution is to assigning special tasks among conflicting group of employees; this approach is effective, when the groups themselves participate in more challenging activities in the organization.
(http://www.mediate.com/articles/belak1.cfm)
Whatever collaborative process may be taken, it must have the intention to build trust and clearly define participants and authorities’ roles in the company. The process of resolution must be aligned with the establishment of the ground rules and the promotion of good leadership among the supervisors and managers. It must also build accountability and organizational commitment in work place at large. In addition, addressing intergroup conflicts should establish a consensus among its all concerned. More than anything else, it must pave the way into the linking decision making and implementation of standard rules and policies that will surely promote good communication and listening skills not only from the employees’ level, but most especially from the management level itself. In order to handle intergroup conflicts in the work place more effectively; there must be a regular training, incentives, marketing, periodic review, case studies, and top management support and participation. Conflicts’ facilitators or mediators should be well trained in mediating talks between different groups of employees. As a final note, the management should consider intergroup conflicts as a natural opportunity for the managers to improve their relationships with their employees. (http://www.mediate.com/articles/belak1.cfm)
References:
http://www.selfgrowth.com/articles/How_to_Handle_Conflict.html
http://www.mediate.com/articles/belak1.cfm
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