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—CONFLICT MANAGEMENT—
CHAPTER 1
1
.Team Dynamics
Teamwork & Conflict Management
There is a link between effective team management & conflict management.
Conflict arises from allocation of workload:
• Role overload occurs when 1 memb. of the team takes on more than she can cope
• Role conflict occurs when more than 1 memb. wants to play a certain role (leader)
• Role ambiguity occurs when there is a lack of clarity between the roles
Synergy: 2 or + agents/forces so that their combined effect is greater than individual
effects.
2
. Conflict Management
2.1 Functional vs. Dysfunctional Conflict
Functional is a non-aggressive form of conflict which stimulates creativity.
Dysfunctional is an aggressive type of disagreement where people refuse to work
towards a solution and the task is compromised.
2.2 Advantages and Disadvantages of Conflict
Advantages:
• Conflict helps create awareness of problem that can be addressed
• may stimulate creative thinking
• may help people to understand a problem better/learn
• may lead to collaboration where the focus shifts to working together by encouraging
ownership + commitment
• may motivate ppl to give input + participate in a situation where previously felt apathy
Disadvantages
• may hamper productivity + lower morale
• inappropriate behaviour like violence
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3
. Reasons for Conflict
3.1 Change
There is resistance to change as it creates uncertainty.
3.2 Inclusivity and Cultural Diversity
UBUNTU WESTERN CULTURE
Establish social trust first Business first attitude
Personal relations + goodwill are valued Emphasis on performance + expertise
Negotiations slower + rituals may play a role Negotiations fast
3.3 Poor Communication
Uncertainty regarding expectations, such as poorly defined job descriptions or
inconsistent actions from management will lead to conflict.
Communication barriers such as an organisational structure that is too hierarchal can lead
to conflict.
Conflict is a result of uncertainty.
3.4 Resource Allocation (Includes skills)
Insufficient or unequal distribution of resources.
Interdependence means a delay in one department leads to a ripple-effect.
3.5 Personalities and Emotions
Type A personalities (workaholics) and type B are easy-going.
3.6 Values and Ethics: Perceived or Real
V & E’s are personal sets of beliefs that guide actions. This differs bt people. People often
believe what they perceive to be true, even if it is not true.
3.7 Inner Conflict
May erupt conflict in future + Unresolved conflict may escalate
We bring our past experiences, issues, beliefs & morals into every situation
Inner conflict caused by:
1. Jealousy
2. Feeling of Inferiority
3. Need to control
4. Need to impress ppl
5. Personal morals, beliefs & ethics
6. Oversensitivity
7. Low self-esteem
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Resolving Inner Conflict
1. Identify inner conflict
2. Refer person to correct department
3. The extent of intervention depend on the intensity of the problem
4
. Skills a Manager Needs in Order to Manage Conflict
4.1 Ability to deal with change (timetables)
•Change = big contributor to conflict, managers deal with change + help
employees to deal
• Understanding HOW ppl deal
• Emp. must be helped to overcome anxieties + first reaction
• Communication to motivate the change + training
4.2 Tolerance regarding inclusivity and Cultural Diversity (Corona - Asians)
• Beware of stereotyping
• Ppl should be exposed + educated regarding cultural diversity to create tolerance of
diffs.
• Keep background info in mind when dealing with ppl
• Eg. cultural diffs. with regard to time + personal space
4.3 Communication skills (SRC)
• Manager should communicate clearly + understandable
• Depends on TRUST
• Useful communication tools: regular meetings to get feedback + suggestions from
employees
• Eg. Newsletters
4.4 Ability to think + act strategically
• Develop shared vision to help employees to understand purpose + direction
• Systems approach to strategic planning help organisation to link internal + external
environments + improve performance
• Link resources require an environmental scan to identify the key success factors
(SWOT)
• Emp.s then understand long term goals
• Happens at top level management + feedback from lower levels
4.5 Values and Ethics - Perceived Or Real
• Training & open communication can help overcome conflict + help encourage flexibility +
accommodate + celebrate differences
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4.6 Emotional Intelligence to Deal with Different Personalities and Emotions
• EQ refers to the person’s ability to manage relationships in a mature manner
• Keep emotions in check
• Manager should steer conflict in a manner that people focus on problem & not
abusive
• Origin of conflict remain focus (WHY?)
5
. Recommendations for Conflict Management
5.1 Compromising
•Find a mutual solution, both parties seek a common middle ground
• Democratic
• Both parties have equal power
• Mutual give
• Lead to deadlines not being complete
• Worsen conflict at time cause someone who’s always has to compromise always
will be upset
5.2 Accommodating
• Person will be cooperative and not assertive (Neglect own interests)
5.3 Negotiation
• Process of 2 people sorting out their OWN differences
• Handling dysfunctional conflict
• Handle conflict arising from misunderstanding
• Not suitable when the problem lies with different value systems
5.4 Avoidance
• Ignores conflict by withdrawing - postpones to later stage
• If not important than this approach
• Mostly used when perception exists & not worth arguing
• Serious issues - might worsen
5.5 Devils Advocate
• Can stimulate creativity
• Prevent Group think (membs. don’t want to criticise 1 another cause of desire to get
along)
• When someone is Devil’s Advocate he criticises to test plan
5.6 Forcing
• An authority figure forces his solution to the problem onto the subordinate
• Autocratic style
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• Doesn’t encourage participation in problem-solving
Smoothing
• Temporary method
• Differences ignored- people focus on things in common
• Short term solution, conflict can resurface
People’s Approaches/Attitudes
Accommodating (cooperative), avoidance (withdraw), collaborating (work together),
competing (don’t give in) & compromise (acceptable solution).
6
. Conflict Management Through Third-party Interventions
The Con-Arb process
One step process of conciliation and arbitration for unfair labour practices affecting
individuals. The 2 process take place as a continuous action in one day which
saves time and unnecessary costs. This process is compulsory in matters relating
to probation.
6.1 CCMA (Commission for Conciliation, Mediation & Arbitration)
• Independent organisation that acts as a dispute resolution body - promotes
cooperation bt employers & employees
• Disputes settled at this level prevents labour unrests such as strikes and lockouts
• Will settle disputes thru process of conciliation, mediation and arbitration
6.2. Workplace Forums (WPF)
• Employees and employers consult + make joint decisions on issues (except wages)
• if bus. has 100+ empls. not for small bus.
• Consists of employee representatives & management
• NOT consist of outsiders or 3rd parties
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• Comes into existence if majority trade union applies to the CCMA to form a WPF
Issues dealt with by employer & WPF include:
- Healthy and safety measures
- New work methods - lead to restructuring & retrenchment - Job grading
- Criteria for merits and bonuses
- Education and training
- Training related issues
★ If not resolved by WPF then CCMA
6.3 Employers Organisations
• Serves same purpose as that of a trade union but enables EMPLOYERS to work
together to negotiate with trade unions in a specific industry
• Freedom Of Association - employer may join any employer organisation
Registration requirements same as trade union
An employer organisation must be registered
Registration enables them to be party to the bargaining or Statutory council - wages &
conditions
✦COFESA - Confederation of Employees in SA - largest confederations of employers
- active since 1989.
• NEASA - National Employers’ Association of SA - small businesses cannot employ a
full- time labour practitioner
6.4. Trade Unions
• A trade union is any number of employees in a particular undertaking, industry,
trade or occupation associated together for purpose of regulating relations between
themselves or their employers
• Function Of Trade Unions:
- Protecting rights of workers & ensuring fair treatment
- Improving conditions of service/employment by addressing: Salaries, employee
benefits, job
security
- Representing members in negotiations with employers
- Representing empls. in disciplinary issues eg. labour court
- Advising empls. on labour relations
• SA constitution guarantees the principle of Freedom Of Association - empls. join a trade
union of their choice (EXCEPT essential services g. National Defence force)
Employers can be compelled to deduct trade union fees from employees salary and pay it
over to trade union
• Empls. may engage in union action and hold meetings at workplace
• Main Aim: Collective Bargaining
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• Union will advise + represent members on conditions of service, grievances and
disciplinary issues, as well as other related labour issues
Must be registered - allow them to be party to the Bargaining or Statutory council -
wages & conditions of employment negotiated that may be made binding law
Requirements:
- Proper constitution consistent with LRA (Labour Law)
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—PROFESSIONALISM & ETHICS—
CHAPTER 2
1
. Intro
Ethics can be described as the human morals or values which govern good behaviour.
Business ethics may be described as the study of how personal values and principles
are applied in a business situation.
2
. Ethical Issues
2.1 Conflict of Interest
•A situation in which an individual/business is involved in multiple interests and
serving one interest that could involve working against another. eg. a manager
dating an employee which reports to him
2.2 Bribes, Corruption & Inappropriate Gifts
• An inappropriately large gift to outside someone in ones favour.
• Corruption is the misuse of public power for private gain.
• Inappropriate gifts may be linked to sexual harassment eg. a senior manager giving
female employees jewellery
2.3 Sexual Harassment
• Defined as unwelcome and uninvited sexual advances, both physical/ verbal; normally
from an authority figure or subordinate. (Any act that makes recipient uncomfortable)
• Can be inappropriate gifts, sexual behaviour or sexually explicit comments, signs, calls,
2.4 Unauthorised use of funds may include
• Fraudulent invoices/payment requisitions
• Forged signatures
• Unauthorised electronic payments
• Skimming accounts (small, “insignificant” amounts)
2.5 Tax Evasion
• A person does not disclose all income or lies about income to SARS. (not avoidance)
2.6 Unfair Advertising
eg’s:
• False labelling
• Hidden fees (extra fees not specified in advertising price)
• Misusing the word “free” like “Buy one. Get one free.”
• Fillers - increased its weight like meat injected with broth
• Misleading illustrations - product in a picture as being bigger
• Bait and switch - advertising 1 product + substituting a similar product at higher price
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2.7. Employment/labour issues
• Internet, email & cell phone issues - porn + questionable websites to forwarding corrupt
emails + SMS’s
• Stealing from the company
2.8 Pricing of goods such as in rural tuck shops
As demand is high + customers have fewer other options, mark-ups are often excessively
high. The CPA (Consumer Protection Act) makes it illegal to inflate prices in rural areas.
The Competition Board also protects consumers against price fixing against large
suppliers.
2.9 Insider Training
Illegal practice of buying and selling share on the stock exchange with the advantage of
having “insider” access to confidential information
2.10 Piracy
The unauthorised and illegal duplication of products protected by patents/copyrights.
2.11 Counterfeiting and Bootlegging
• Counterfeiting is the act of copying/imitating a product and trying to pass it off as the
original.
• Bootlegging is the illegal distribution of a product, normally alcohol.
2.12 Firing An Employee for Whistle-blowing
Whistle-blowing refers to a situation where an employee reports unethical behaviour to
management. - protected by SA law.
2.13. Other ethical issues
• Revealing confidential information
• Terminating employment without following proper procedure
• Affirmative Action (AA) aims to redress issues of the past. - some cases tho may lead to
“reverse discrimination”.
3
. Why Business Ethics? (Why companies should implement ethical
programmes)
3.1 Look after well-being of employees
Employees are more productive + creative if their jobs are meaningful; allow them to have
balance between personal and professional life. Implement programmes that help
employees maintain balance.
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3.2 Enabling conditions: Business does more than stay within law
Businesses have to take into account needs + requirements of all stakeholders. In short,
business has to play according to written and unwritten rules, which will result in
conditions enabling business to perform better.
3.3 Act ethically to majority
Most SA is religious, thus those who are really committed to a particular religion will have
an impact. Therefore, manager should act ethically or embark on ethical programmes.
3.4. Deregulation (removing strict laws)
Businesses need to demonstrate that they can act as responsible citizens without being
forced. Interest of business to introduce ethical programmes to ensure they can operate
without external interference. Some businesses are powerful + contribute to creation of
good society.
3.5 Increased globalisation
There is a global set of moral values to be shared.
4
. Ethics in different spheres of society
4.1 Public sector/government
• Responsible for acting in the best interests of society (ppl who elected them)
•Parliament established an Ethics sub-committee in 1995 that drafted a Code of
Conduct for members of parliament:
The legislation + Codes of Conduct are aimed at providing guidance for all public
servants where they experience and ethical dilemma.
Main principle is disclosure of any conflicts and then distancing themselves when
decisions in this regard are taken.
• Good opportunity for current affair.
4.2 Private sector
• Business ethics like accounting and financial ethics. (Enron)
5
. Levels of business ethics
5.1 Individual level
To cheat on an expense account; phone in sick when not, accept a bribe or
plagiarism
5.2 Organisational level
Ask employee to perform unethical/illegal act; pressure others to overlook wrongdoings in
interest of business image
