Answer to Question #268509 in Management for Rocky

Question

ORGANISATIONAL BEHAVIOUREMERGING KNOWLEDGE. GLOBAL INSIGHTS. 6E

by Steven L. McShane, Mara Olekalns, Alex Newman and Angela Martin

Case Study — Chapter 11

Struggle For Development—a story of change and conflict*

Nuzhat Lotia, University of Melbourne

Discussion Questions

1)   What are the sources of conflict at SFD as it considers changes in organizational structure?

2)   What is the impact of the conflict?

3)   What conflict-handling styles can you see being used in relation to the issues of structural change at SFD?

4)   What conflict-handling style should be employed to resolve the conflict in this situation?

5)   What structural approaches can Ali and Amira employ to resolve the conflict and minimize the resistance to the proposed change in organizational structure?

Answer 1

1.The sources of conflict at SFD vary. For example, the greater the extent of task interdependence among individuals or groups (that is, the more they have to work together or collaborate to accomplish a goal), the greater the likelihood of conflict if different expectations or goals exist among entities, in part because the interdependence makes avoiding the conflict more difficult. Additionally, managers in many organizations have the prerogative to take personal time off during workdays to run errands, and so forth, whereas nonmanagerial personnel do not, affecting the juniors' perceptions of organizational rules. Conflict can also emerge from jurisdictional ambiguities—situations where it is unclear exactly where responsibility for something lies. Ambiguities in the communication process can facilitate conflict

2.Lack of role clarification, poor processes and communication.

3.creating a common opposition force.

4.Changing the composition of the team and considering majority rule.

5.Non-action, administrative orbiting and due process non-action.