1. Conflict and human relation view on conflict 2. Sources of conflict
Affective/psychological/relationship/emotional
* Feelings and emotions regarding some or all the issues are incompatible * A condition in which group members have interpersonal clashes characterized by anger, frustration, and other negative feelings. Substantive/task/cognitive/issue conflict * Members disagree on their task or content issues * Disagreement among group members’ ideas and opinions about the task being performed.
Conflict of interest * Inconsistency in preferences for the allocation of a scarce resource * The contention of managers A and B for the same vice president’s job
Conflict of values/ideology * Differences in values or ideologies on certain issues
Goal conflict * When a preferred outcome or an end-state of two social entities is inconsistent.
Role Ambiguity * When a preferred outcome or an end-state of two social entities is inconsistent

3. Types of conflict
Task conflicts * Conflicts over content and goals of the work
Relationship conflicts * Conflicts based on interpersonal relationships
Process conflicts * Conflicts over how work gets done

4. Thomas-Killman model
Avoiding
* It is an approach taken when they have little outcome or concern with the party with whom there is a dispute * Low concern or both personal goals and relatioships * This approach is also a strategy to put the problems on hold and is sometimes associated with withdrawal,buck-passing or side stepping actions to reach a no-deal outcome. * Sidestep dealing with employees,coequal managers in other departments over matters that do not require immediate attention or affect day to day operations. * The issues involve matters that can be deffered to a subordicate or another manager who has more direct responsibility * Employees will eventually work things out. * Disadvantages of avoiding ; * Conflict can become more bigger and prolonged * Loss of trust, goodwill, revenues and employees * The avoider losses respect

Accommodating * Low concern with personal goals but high concern with relationships * Approach is associated with attempting to play down the differences and emphasizing commonalities with yielding attitude to satisfy the concern of the other side * This approach is also referred to as smoothing. * Accommodators often perceive continues competition over unimportant matters * It will concede issue when realize they are wrong and is open to considering differing viewpoints * Managers committed to empowering employees and developing leadership and decision making ability * Leads to successful completion of tasks in ways that many the manager may not have considered

Competing * High concern with personal goals but low concern with relationship. * Approach is identified with win-lose intention or with forcing behaviour to win one’s position * Such approach may be appropriate in situations where both parties expect a competitive mode of bargaining * People adopt this approach is also clear about their goals * Individual choose this approach when fighting for a principle at any cost * Manager’s use this mode when a quick, decisive action is needed. * Use this mode during; terminate, demote or lay of employees. As well as iimplement budget cuts

Compromising * This approach is adopt when they have an interest in achieving a particular outcome but not to an extent where they are willing to invest time or effort to fully collaborate or compete. * Moderate concern for both personal goals and relationships * Approach involves give-and-take whereby both sides give up something to break even the total lost and make a mutually acceptable decision * This mode is essential for many day-to-day disputes between employees and supervisors and among coworkers * Eg : mployee often press the manger for concessions on issues like vaction or modification of work schedule * Managers may not be willing to grant such request on the spot due to production demands * However, when the requests are reasonable, the manager is wiling to compromise such as take additional time off once production demand ease.
Collaborating
* Adopt this approach when they seek to foster on ongoing relationship with another party as well as to achieve an outcome that will be mutually beneficial. * This approach generally leads to the most productive and positive outcomes * The collaborative approach is a problem solving rather than problem generating * Brainstorming multiple ideas, analysing pros and cons, considering options and alternatives.

5. Culture and dimension of handy organizational
Culture is particular practices and values common to a population living in a given setting (Ross)
It is complex whole which includes knowledge, belief, art, morals, laws and customs acquired by man as a member of society (Tylor)
HO
* Says that cultures are classified into 4 major types; power culture, role culture, task culture and person or support culture.
Power culture * Illustrates that power culture as a spider’s web, with all important spider sitting in the centre. * This is because the key to the whole organisation sits in the centre, surrounded by ever-widening circles of intimates and influences * Org with this type of culture can respond quickly to events, but they are heavily dependent for their continued success on the abilities of the people at the centre; succession is a critical issue. * They will tend to attract people who are power oriented and politically minded, who take risks and do not rate security highly. Control of resources is the main power base in this culture, with some elements of personal power at the centre. * It relies on individual rather than comittees * In organisations with this culture, performance is judged on results and such organisations tend to be tolerant of means. * In extreme cases, a power culture is a dictatorship, but it does not have to be.

Role culture * Can be illustrated as a building supported by columns and beams; each column and beam has a specific role to playing keeping up the building. * Are highly formalized, bound with regulations and paperwork and authority and hierarchy dominate relations. * Position is the main power source as in the role culture as well as rules nd procedures are the chief methods of influence. * The efficiency of this culture depends on the rationality of the allocation of work and responsibility rather than on individual personalities. * Role culture finds it difficult to adapt to change, it is usually slow to perceive the need for it and to respond appropriately. * These organizational from hierarchical bureaucracies where power derives from the personal position and rearly from an expert power. * These organizations have consistent system and are very predictable.

Task culture * Is a job-or-project oriented, and its accompanying structure can be best represented as a net. * This culture uses a small team approach where people are highly skilled and specialized in their own area of expertise. * Depends on teamwork to produce results and control in these organisations can be difficult * Tendency to change to a role or power culture when resources are limited or when the whole organisation is unsuccessful.

Person culture * It is an unusual culture in which indiciduals believe themselves superior to the organisation * Clearly not many organisations can exist with this sort of culture, or produce it since organisations tend to have some form of corporate objective over and above the personal objectives of those who comprise them. * Consultants – both within organisations and freelance workers – and architects’ partnership often have this person orientation. So do some universities. A cooperative may strive for the person culture in the organisational form, but as it develops it often becomes, at best a task culture or often a power or role culture.

6. Cuannes of communication

7. Parts in messages
Three parts in messages
Part 1 – content: facts, data, information sent (written or spoken)
Part 11 – feelings: Emotions and intentions felt by the communicator (usually sent nonverbally or para-verbally)
Part III – Relationship: statement about the nature or quality of relationship (the extent one values the relationshio with whom he or she is communicating)

8. Active listener * Responds first to the part of the message which is important to the sender * To be one; probe, seek additional clarification, and do best to understand the message * Builds rapport quickly * Speaker/sender feels valued by those who hear and respond to the content and feeling of their statements.

9. Level of communication
Level I – not hearing & not listening * We do not always hear or listen to what others say to us * Primary reason – noise * There are 2 kinds of noise interfering hear and listen * Environmental Noise * * Internal Noise * Also known as internal dialog or self-talk * The most common reason are the way our brains fuction,differing belifs, indifference special circumstances and threats. * Brain – can think many times faster than we can speak. There is an idle energy. For eg : daydream, think of unrelated things – elaborate example. * Differing Belief – agreement and disagreement affects the ability and desire to listen, how would you feel if someone is disagreeing with your views? – Internal dialogue going full blast and it is especially true when ou care deeply on the topic. * Indifference – what happens when someone speaks on subjects that are no interest to us? Or how would you feel when someone u don’t like starts speaking to you? – you start to do fake listening by nod, maintain eye contact and give attentive behaviour but not listening. The listener can be fooled but sometimes you think they are fooled but they aren’t. hence conflict arises. * Special circumstance – multasking ot concentrating on our own thoughts. Introverted and need to be alone. Give eg: * Reaction to a threat – any real or perceived threat will affect the ability and desire to listen. This usually happens in a conflict when actualy we need to really listen tomost. When ideas or opinions are being challenged, we may take it personally. When we mad, we stop listening rehearsal in our minds. We may not want to hear constructive feedback because we may feel compelled to change. Give eg : employee and supervisor.

Level II – Hearing content
Hearing is

10. Marxism social conflict theory 11. Reasons why conflict occur 12. Types of mediations 13. Advantage od mediations 14. Capitalism 15. Negotiatior’s dilemma 16. Power based approaches with right based approaches 17. Functional and dysfunctional conflict 18. Levels of conflict