MGMT20001 Lecture Notes - Lecture 6: Ethnocentrism, Best Alternative To A Negotiated Agreement, The Roots

• School: University of Melbourne
• Department: Management
• Course: MGMT20001
• Professor: Graham Sewell

Document Summary

Conflict is complex in the sense that it can be both disruptive or advantageous. One or both parties perceive that the other has had a negative impact on their interests, or is about to. Note: overt conflict is often representative of something more deep and underlying in the relationship of the parties involved. May not be the same interests (e. g. ) not necessarily a "zero-sum" game can get win-win situations. Perceptions when there"s a perceived clash of interests, this creates conflict (e. g. ) clash of values. The immediate causes of conflict can be grouped into three categories (flashpoints): Conflict is an inevitable part of the organisational life due to structural reasons. Everyone in the organisation has mutual/unitary interests (e. g. ) Functional conflict should be encouraged leads to managed-conflict. There are some specific cases where conflict can be beneficial (e. g. ) teamwork. Can intervene to maximise benefits, or minimise disadvantages. Task conflict differences arise over the legitimacy of a task itself.