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Running head: CONFLICT IN AN ORGANISATION 1

Report on Conflicts in an Organization

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REPORT ON CONFLICTS IN AN ORGANISATION 2

Report on Conflicts in an Organization

Introduction

Conflicts arise from disparities and discrepancies in ideology and interests among people.

In most cases, organizational forms of conflict include employees versus employer and workers

versus workers. The most common types of conflict arise from status inconsistencies, authority

relationships, and personal differences. This report will examine these factors in depth.

Forms of conflicts

Working in the public relations department has exposed me to numerous cases of dispute

especially with my employer and clients. The experiences were educative though not as

comfortable as it would seem. Psychologically, everyone has a unique personality that is

different from others' thus the different approaches to dealing with problems (Wolff, 2013). The

public relations department requires one to be social, but my employer interpreted it as unethical.

In his view, he considered my friendliness as flirting and threatened to fire me if he witnessed

that behavior again.

Some of the management staff takes advantage of the privileges they receive from the

company. In my experience, the supervisor asked me to cover him while he went for a test drive

on his new sports car. He made it worse for assigning me the paperwork he was supposed to

handle. Initially, it was just for a day, but since then he has made me do his managerial work

while he receives the paycheck. The fact that he is my boss makes the conflict hard to resolve as

he keeps constant surveillance on me. The situation above illustrates both authority relationships

and status inconsistencies as the causal agents of such conflict.

REPORT ON CONFLICTS IN AN ORGANISATION 3

Defense mechanisms in interpersonal conflicts

The forms of disputes determine the resolving procedure one uses. In this case, the forms

of conflict that are evident in the individual and the interpersonal conflicts. A conflict is defined

as an individual when it only exists and affects a particular person (Stipanowich & Lamare,

2014). The experiences with my boss and supervisor instigated negative thinking which caused

me a mental turmoil. Quality of work required by the company decreased as I developed a

negative attitude towards my job and I was overworked. The results caused imminent individual

conflict.

An interpersonal conflict involves two or more individuals as compared to individual

conflict. I had conflicts with both my employer and the supervisor. Since my job, description has

social skills as requirements yet the boss prohibited it I was torn between telling him off and just

compromising my job. Despite how hard I tried to be unfriendly, I found myself being social,

which ended up causes me more trouble with the boss.

However, defense mechanisms were applied in dealing with these conflicts. In the

individual conflict level, I rationalized the conflict and decided to compose since I was paid well

and I was gaining managerial skills that would come in handy in my career. Other defense

mechanisms applied in the interpersonal level included displacement and negativism (Coleman,

Kugler& Foster, 2013). Both the supervisor and the employer blamed me for their mistakes at

the same time they gave me negative compliments when lacked something to critique.

Conflict management techniques

Conflict management techniques assist in maintaining a workplace fit for quality and

productive workers. Most of these techniques are used in all levels of conflicts from individual to

REPORT ON CONFLICTS IN AN ORGANISATION 4

group conflicts (Bolman & Deal, 2017). In the situations mentioned above, I used the same

techniques that are compromising, avoiding and accommodating. Only accommodation and

compromise were functional and effective. The application of these techniques proved effective

despite the challenges I experienced in implementing. With the help of the techniques, I was able

to focus on my work as well as deal with my supervisors’ with minimal effort. Avoidance was

dysfunctional and ineffective because I could not avoid going to work to keep away from

conflict.

In summary, conflicts in an organization have both positive and negative impacts on an

organization. It is advisable to maximize the positives and minimize the adverse effects.

However, since it is impossible to avoid conflicts at a workplace, organizations should have a

mandatory conflict resolution program for all the staff in the company.

REPORT ON CONFLICTS IN AN ORGANISATION 5

References

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership

Hoboken, New Jersey: John Wiley & Sons.

Coleman, P. T., Kugler, K. G., Mitchinson, A., & Foster, C. (2013). Navigating conflict and

power at work: The effects of power and interdependence asymmetries on conflict in

organizations. Journal of Applied Social Psychology, 43(10), 1963-1983.

Stipanowich, T. J., & Lamare, J. R. (2014). Living with ADR: Evolving Perceptions and Use of

Mediation, Arbitration, and Conflict Management in Fortune 1000 Corporations. Harv.

Negot. L. Rev., 19, 1.

Wolff, S. (2013). Conflict management in divided societies: The many uses of territorial self-

governance. International Journal on Minority and Group Rights, 20(1), 27-50.

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