Companies have to learn to deal with conflict on a daily basis. Organizational conflict is disagreement between groups or employees regarding work-related issues. Task, relationship and process are the three sources of conflict in a workplace.
Ninja Corporation is a successful martial arts business. They make martial arts clothing, weapons and toys. They have had difficulty with numerous sources of conflict within their organization in the past. Organizational conflict is disagreement between groups or employees regarding work-related issues. The three sources of conflict that we find in the workplace are task, relationship and process. Let's use Ninja Corporation as a lens to view how they have met, tackled and solved sources of conflict within their company.
Within Ninja Corporation, conflict has developed because of their production department questioning how certain work projects should be completed. Task conflict involves differences based on work details and goals. This is the easiest type of conflict to solve, and usually excellent communication and employee debate find the remedy for the problem.
For example, a Ninja production manager wanted to assemble the martial arts knives without an additional quality check. A quality control manager who disagreed confronted the production manager and then discussed the situation. Once the production manager understood why this last quality check was so important, he backed down on his decision. Task conflict can cause good discussion within an organization and create streamlined productivity. The next type of conflict is based on personal issues between employees.
The second type of conflict is called relationship conflict. This type of personal conflict develops over disagreements and differences between individuals or groups. The biggest difference is that this type of conflict is over personal issues and not work-related. In that respect, this type of conflict can be the most difficult to diffuse and fix in an organization. Relationship conflicts can be long lasting and hurt overall employee job commitment, productivity, trust and work performance.
Ninja Corporation has heard rumblings that one of the newest marketing managers is having relationship conflicts with most of the employees in the department. The marketing manager can be abrupt and rude with subordinates, resulting in relationship issues. She is known to call subordinates stupid, fat and lazy. In addition, she comes to work poorly dressed and smelling of alcohol. This has caused the marketing team to become unproductive with their quarterly goals.
The upper management of Ninja Corporation realized that these relationship issues were slowly invading all echelons of the company since every team in the company has to work with marketing. The management quickly investigated the claims and ended up firing the marketing manager. They realized that the relationship was unfixable, and the negative energy caused by the relationship problems in the department would infect and destroy the entire company. The last type of conflict deals with the process of how a task will be accomplished.
Process conflict deals with disagreements on the procedure of a specific work assignment. This kind of conflict is different in that the problems are in regards to how a job should be completed, who is in charge and how the process will happen within the organization. It does not just deal with a task or with a personal issue. This is an easy conflict for a company to avoid if they set goals and employees understand their job responsibilities.
This type of conflict occurs the most frequently at Ninja Corporation. The last time that it occurred was when the company won a huge contract for 6,000 karate headbands for an Olympic promotion. The entire company celebrated the success of the sale, but there wasn't any communication about how such a huge job was going to be accomplished within the short deadline. This caused mass confusion on all levels as employees did not understand how, when and who was going to work extra to complete the sales order.
Once upper management realized that they did not provide enough direction, they issued specific communication to explain how the process of filling the 6,000 headbands order would be achieved. The company hired temporary workers and paid for voluntary overtime to other permanent workers to complete the large order. In addition, specific instructions and a training session were provided to help employees understand the new system that would be used to craft this specialized order.
Companies have to learn to deal with conflict on a daily basis. Organizational conflict is the disagreement between groups or employees regarding work-related issues. Task, relationship and process are the three sources of conflict in a workplace. Task conflict involves differences based on work details and goals. Relationship conflict is a type of personal conflict that develops over disagreements and differences between individuals or groups. Process conflict deals with disagreements on the procedure of a specific work assignment. The quicker an organization can identify and solve conflicts, the more productive they will be in the long run.
After you have viewed this video, you should be able to recognize and define the three sources of organizational conflict: task, relationship and process.