The difference between functional and dysfunctional conflict

Functional Conflicts

Conflicts give us a chance to learn and develop. While each challenge lets us to be a problem solver in future, who are ready to changes and who use the difference for enlarging the area of development of skills. This is functional view to the conflict that sees it as a productive power, which can motivate and stimulate all its members for development of knowledge and capabilities. This way each member becomes potentially more effective for contribution to the efficient achievement of common organizational goals. By conflicts that are based on the  job, contradictory points can be put on the same table so that later on they can be used as a main source of new ways of doing things.

Rather than trying to eliminate conflict, or suppress its symptoms, your task becomes managing conflict so that it enhances people and organizations, rather than destroying people and organizations

 Each manager must observe the conflict and direct it in a way that it enhances the development of people. Because logically conflicts are inevitable we can‘t stop them by trying to eliminate or suppressing its symptoms. Rather than that, we can  just use the energy of conflict in a positive way. Taking benefits of it on maximum level, decreasing all possible negative effects.

Conflicts can be good for organizations because it encourages open mindedness and helps avoid the tendency toward group think that many organizations fall prey to. The key is learning how to manage the conflict effectively so that it can serve as a catalyst, rather than a hindrance to organizational development

  Again emphasizes the importance of skills for using the conflict on functional way creating open mindedness. This skills will serve contemporary managers to play a role of catalyst rather that an obstacle

Conflicts is an unpleasant fact in any organization as longer as people compete for jobs, resources, power, recognition and security. Organizational conflict can be regarded as a dispute that occurs when interests, goals or values of different individual or groups are incompatible with each other

Last definition says conflict is negative if it‘s a competition for above mentioned

items. This definition is common with others in one notion: interests are incompatible. Participants always exert to achieve their goals and objectives. Main reasons of the conflict may be the scarcity of position, freedom and resources. Any of these items can be a result for conflict, hence the party whose main value is independence will tend to resist against any small attempt contradicting his objective.

While conflict is always perceived as dysfunctional, it can also be beneficial because it may cause an issue to be presented in different perspectives. Conflict has both positive and negative effects

The logical reason of this definition is that, conflict can be positive, only if it encourages the innovation, new approach and point of view at old conditions, and if it improves and develops participants capabilities. In opposite, if conflict creates resistance to change and development and creates chaos and undermines the systematic flow of operation in any environment, creates a feeling and need of defense and extends the gap of mutual understanding

Several Conflict management scientists have proposed that some of the strategies related to CM include the consideration of following mentioned issues:

1. Certain types of conflicts, which may have negative effects on individual and group performance, may have to be reduced. These conflicts are generally caused by the negative reactions or organizational members (e.g., personal attacks of group members, racial disharmony, and sexual harassment).

2. There are other types of conflicts that may have positive effects on the individual and group performance. These conflicts relate to disagreements relating to tasks, policies and other organizational issues. Conflict management strategies involve generation and maintenance of a moderate amount of these conflicts.

3. Organizational members while interacting with each other will be required to deal with their disagreements constructively. This calls for learning how to use different conflict-handling styles to deal with various situations effectively.

Conflict is an ever-present process in human relations. That is why various organizations have changed their approaches to enable them to manage their organizations effectively to avoid at all costs

Conflict is a fact of life in any organizations as longer as people compete for jobs, resources, power, recognition and security. In addition, dealing with conflicts is a great challenge to management

Dysfunctional Conflicts

 In comparison to the functional conflicts, this view emphasizes the negative effect of conflicts.

 As it‘s mentioned before conflicts are always inevitable of which

its not possible to avoid. Actually conflicts are part of organizational life cycle. Conflicts that are not managed purposefully will never bring a positive result to the organization. According to the dysfunctional view, conflicts must be minimized. Some managers say that its better to eliminate conflict rather than spend energy and time for its management.

The difference between functional and dysfunctional conflict is that functional serves a purpose in the organization such as the interest and dysfunctional serves no purpose but to threaten the organization

Thus dysfunctional conflict totally contradicts to the positive criteria for development of organization, and achieving its common goals on predefined timeframe.

In addition, dysfunctional conflict is believed to reduce team performance and member satisfaction, because It produces tension and antagonism and distracts people from their task performance.‖

Team member‘s performance is vital for the organization, while dysfunctional conflict distracts players from concentrating on their job, by producing a negative environment.

People who work in environments where conflict isn't managed effectively tend to exhibit both low job satisfaction and reduced productivity. The overall culture of the group or organization tends to be very negative

The last definition mentions that conflicts are dysfunctional when they create impact on culture of organization and reduce the motivation of employees. There are various approaches to the dysfunctional conflicts

Conflict is unhealthy and associated with negative outcomes, e.g. distortion and withholding of information to the detriment of others within the organization, hostility, and distrust during interactions

Dysfunctional conflicts can harm the organizations. When CM techniques are implemented professionally organizations can be healed and taken back to their main track. Dysfunctional conflicts may be different according to the scale of damage they do. They may be based on emotions that occur on interpersonal level or may be based on competition on limited resources that occurs on interdepartmental level. Not depending on the level dysfunctional conflicts must be detected on time and eliminated professionally.

In dysfunctional work environments, a significant part of the problem is that the management of the organization is unable, or unwilling, to establish a positive environment. The net result is that organizational communications, trust, customer service, and accomplishments are undermined by management practices.

Meaning that each organization must be managed properly to keep positive environment for long time base on trust, firmly established relationships and customer services. In spite of this when dysfunctional conflicts occur, the organizations important pillars are being damaged by negative effects. Dysfunctional conflict is considered as a hinder to the group performance, wasting the organizations‘ resource

What is gross misconduct?

What is gross misconduct?

Gross misconduct is generally seen as misconduct serious enough to overturn the contract between the employer and the employee thus justifying summary dismissal. Acts which constitute gross misconduct must be very serious and are best determined by organisations in the light of their own particular circumstances. However, examples of gross misconduct might include:

1.     theft or fraud

2.     physical violence or bullying

3.     deliberate and serious damage to property

4.     serious misuse of an organisation’s property or name

5.     deliberately accessing internet sites containing pornographic, offensive or obscene material

6.     serious insubordination

7.     unlawful discrimination or harassment

8.     bringing the organisation into serious disrepute

9.     serious incapability at work brought on by alcohol or illegal drugs

10.  causing loss, damage or injury through serious negligence

11.  a serious breach of health and safety rules

12.  a serious breach of confidence.

If an employer considers an employee guilty of gross misconduct and thus liable for summary dismissal, it is still important to follow a fair procedure as for any other disciplinary offence. This will include establishing the facts of the case before taking any action, holding a meeting with the employee and allowing the employee the right of appeal. It should be made clear to the employee that dismissal is a possibility. A short period of suspension with full pay to help establish the facts or to allow tempers to cool may be helpful. However, such a period of suspension should only be imposed after careful consideration and should be kept under review. It should be made clear to the employee that the suspension is not a disciplinary action and does not involve any prejudgement.

Discipline NEW

Discipline

Discipline NEW

Discipline

Keys to handling disciplinary issues in the workplace

Establish the facts of each case

 It is important to carry out necessary investigations of potential

disciplinary matters without unreasonable delay to establish the facts of

the case. In some cases this will require the holding of an investigatory

meeting with the employee before proceeding to any disciplinary

hearing. In others, the investigatory stage will be the collation of

evidence by the employer for use at any disciplinary hearing.

 In misconduct cases, where practicable, different people should carry

out the investigation and disciplinary hearing.

 If there is an investigatory meeting this should not by itself result in any

disciplinary action. Although there is no statutory right for an employee

to be accompanied at a formal investigatory meeting, such a right may

be allowed under an employer’s own procedure.

 In cases where a period of suspension with pay is considered

necessary, this period should be as brief as possible, should be kept

under review and it should be made clear that this suspension is not

considered a disciplinary action.

Inform the employee of the problem

 If it is decided that there is a disciplinary case to answer, the employee

should be notified of this in writing. This notification should contain

sufficient information about the alleged misconduct or poor

performance and its possible consequences to enable the employee to

prepare to answer the case at a disciplinary meeting. It would normally

be appropriate to provide copies of any written evidence, which may

include any witness statements, with the notification.

 The notification should also give details of the time and venue for the

disciplinary meeting and advise the employee of their right to be

accompanied at the meeting.

. The meeting should be held without unreasonable delay whilst allowing

the employee reasonable time to prepare their case.

 Employers and employees (and their companions) should make every

effort to attend the meeting. At the meeting the employer should

explain the complaint against the employee and go through the

evidence that has been gathered. The employee should be allowed to

set out their case and answer any allegations that have been made.

The employee should also be given a reasonable opportunity to ask

questions, present evidence and call relevant witnesses. They should

also be given an opportunity to raise points about any information

provided by witnesses. Where an employer or employee intends to call

relevant witnesses they should give advance notice that they intend to

do this.

Allow the employee to be accompanied at the meeting

. Workers have a statutory right to be accompanied by a companion

where the disciplinary meeting could result in:

• a formal warning being issued; or

• the taking of some other disciplinary action; or

• the confirmation of a warning or some other disciplinary action

 The statutory right is to be accompanied by a fellow worker, a trade

union representative, or an official employed by a trade union. A trade

union representative who is not an employed official must have been

certified by their union as being competent to accompany a worker.

Employers must agree to a worker’s request to be accompanied by any

companion from one of these categories. Workers may also alter their

choice of companion if they wish. As a matter of good practice, in

making their choice workers should bear in mind the practicalities of

the arrangements. For instance, a worker may choose to be

accompanied by a companion who is suitable, willing and available on

site rather than someone from a geographically remote location.

 To exercise the statutory right to be accompanied workers must make

a reasonable request. What is reasonable will depend on the

circumstances of each individual case. A request to be accompanied

does not have to be in writing or within a certain timeframe. However, a

worker should provide enough time for the employer to deal with the

companion’s attendance at the meeting. Workers should also consider

how they make their request so that it is clearly understood, for

instance by letting the employer know in advance the name of the

companion where possible and whether they are a fellow worker or

trade union official or representative.

 If a worker’s chosen companion will not be available at the time

proposed for the hearing by the employer, the employer must postpone

the hearing to a time proposed by the worker provided that the

alternative time is both reasonable and not more than five working days

after the date originally proposed.

 The companion should be allowed to address the hearing to put and

sum up the worker’s case, respond on behalf of the worker to any

views expressed at the meeting and confer with the worker during the

hearing. The companion does not, however, have the right to answer

questions on the worker’s behalf, address the hearing if the worker

does not wish it or prevent the employer from explaining their case.

Decide on appropriate action

 After the meeting decide whether or not disciplinary or any other action

is justified and inform the employee accordingly in writing.

 Where misconduct is confirmed or the employee is found to be

performing unsatisfactorily it is usual to give the employee a written

warning. A further act of misconduct or failure to improve performance

within a set period would normally result in a final written warning.

 If an employee’s first misconduct or unsatisfactory performance is

sufficiently serious, it may be appropriate to move directly to a final

written warning. This might occur where the employee’s actions have

had, or are liable to have, a serious or harmful impact on the

organisation.

 A first or final written warning should set out the nature of the

misconduct or poor performance and the change in behaviour or

improvement in performance required (with timescale). The employee

should be told how long the warning will remain current. The employee

should be informed of the consequences of further misconduct, or

failure to improve performance, within the set period following a final

 A decision to dismiss should only be taken by a manager who has the

authority to do so. The employee should be informed as soon as

possible of the reasons for the dismissal, the date on which the

employment contract will end, the appropriate period of notice and

their right of appeal.

 Some acts, termed gross misconduct, are so serious in themselves or

have such serious consequences that they may call for dismissal

without notice for a first offence. But a fair disciplinary process should

always be followed, before dismissing for gross misconduct.

 Disciplinary rules should give examples of acts which the employer

regards as acts of gross misconduct. These may vary according to the

nature of the organisation and what it does, but might include things

such as theft or fraud, physical violence, gross negligence or serious

insubordination.

 Where an employee is persistently unable or unwilling to attend a

disciplinary meeting without good cause the employer should make a

decision on the evidence available.

Provide employees with an opportunity to appeal

 Where an employee feels that disciplinary action taken against them is

wrong or unjust they should appeal against the decision. Appeals

should be heard without unreasonable delay and ideally at an agreed

time and place. Employees should let employers know the grounds for

their appeal in writing.

 The appeal should be dealt with impartially and, wherever possible, by

a manager who has not previously been involved in the case.

 Workers have a statutory right to be accompanied at appeal hearings.

 Employees should be informed in writing of the results of the appeal

hearing as soon as possible.

Special cases

. Where disciplinary action is being considered against an employee who

is a trade union representative the normal disciplinary procedure should

be followed. Depending on the circumstances, however, it is advisable

to discuss the matter at an early stage with an official employed by the

union, after obtaining the employee’s agreement.

. If an employee is charged with, or convicted of a criminal offence this is

not normally in itself reason for disciplinary action. Consideration needs

to be given to what effect the charge or conviction has on the

employee’s suitability to do the job and their relationship with their

employer, work colleagues and customers.

Keys to handling grievances in the workplace

Let the employer know the nature of the grievance

 If it is not possible to resolve a grievance informally employees should

raise the matter formally and without unreasonable delay with a

manager who is not the subject of the grievance. This should be done

in writing and should set out the nature of the grievance.

Hold a meeting with the employee to discuss the grievance

. Employers should arrange for a formal meeting to be held without

unreasonable delay after a grievance is received.

 Employers, employees and their companions should make every effort

to attend the meeting. Employees should be allowed to explain their

grievance and how they think it should be resolved. Consideration

should be given to adjourning the meeting for any investigation that

may be necessary.

Allow the employee to be accompanied at the meeting

 Workers have a statutory right to be accompanied by a companion at a

grievance meeting which deals with a complaint about a duty owed by

the employer to the worker. So this would apply where the complaint

is, for example, that the employer is not honouring the worker’s

contract, or is in breach of legislation.

 The statutory right is to be accompanied by a fellow worker, a trade

union representative, or an official employed by a trade union. A trade

union representative who is not an employed official must have been

certified by their union as being competent to accompany a worker.

Employers must agree to a worker’s request to be accompanied by any

companion from one of these categories. Workers may also alter their

choice of companion if they wish. As a matter of good practice, in

making their choice workers should bear in mind the practicalities of

the arrangements. For instance, a worker may choose to be

accompanied by a companion who is suitable, willing and available on

site rather than someone from a geographically remote location.

 To exercise the statutory right to be accompanied workers must make

a reasonable request. What is reasonable will depend on the

circumstances of each individual case. A request to be accompanied

does not have to be in writing or within a certain time frame. However,

a worker should provide enough time for the employer to deal with the

companion’s attendance at the meeting. Workers should also consider

how they make their request so that it is clearly understood, for

instance by letting the employer know in advance the name of the

companion where possible and whether they are a fellow worker or

trade union official or representative.

 If a worker’s chosen companion will not be available at the time

proposed for the hearing by the employer, the employer must postpone

the hearing to a time proposed by the worker provided that the

alternative time is both reasonable and not more than five working days

after the date originally proposed.

 The companion should be allowed to address the hearing to put and

sum up the worker’s case, respond on behalf of the worker to any

views expressed at the meeting and confer with the worker during the

hearing. The companion does not, however, have the right to answer

questions on the worker’s behalf, address the hearing if the worker

does not wish it or prevent the employer from explaining their case.

Decide on appropriate action

 Following the meeting decide on what action, if any, to take. Decisions

should be communicated to the employee, in writing, without

unreasonable delay and, where appropriate, should set out what action

the employer intends to take to resolve the grievance. The employee

should be informed that they can appeal if they are not content with

the action taken.

Allow the employee to take the grievance further if not

resolved

 Where an employee feels that their grievance has not been

satisfactorily resolved they should appeal. They should let their

employer know the grounds for their appeal without unreasonable

delay and in writing.

42. Appeals should be heard without unreasonable delay and at a time and

place which should be notified to the employee in advance.

The appeal should be dealt with impartially and wherever possible by a

manager who has not previously been involved in the case.

 Workers have a statutory right to be accompanied at any such appeal

hearing.

 The outcome of the appeal should be communicated to the employee

in writing without unreasonable delay.

Overlapping grievance and disciplinary cases

 Where an employee raises a grievance during a disciplinary process

the disciplinary process may be temporarily suspended in order to deal

with the grievance. Where the grievance and disciplinary cases are

related it may be appropriate to deal with both issues concurrently.

Collective grievances

 The provisions of this Code do not apply to grievances raised on behalf

of two or more employees by a representative of a recognised trade

union or other appropriate workplace representative. These grievances

should be handled in accordance with the organisation’s collective

grievance process.

MFB

MFB

1.    Manpower Planning which is also called as

(b)Human Resource Planning

2.     which of the following is not a step in the perceptual process 

(c) perception

3.    mr sajeev rated mr rajeev high in his job evalution because both belong to same area

(c) Similar-to-me effect

4.    appraisal based on results is based on

(A)MBO 

5.     most valuable asset in an organization is:

b human beings

6.     which of the following is not a basic function of the management process

c working

7.      represent noblest thoughts, ideals etc.

c Super ego

8.    high rate of __________ increase cost and tend to place less exprince emplyee in job

a training

9.     which one of the following is not planning premises

d remidal

10.   which one of the following is the most descriptive characteristic of the managment deceive amiable kindly

agreeable

11.  which one of the following is theory is a process theory of motivation

d equity theory

12. Among the following which is not a problem in changing the attitude of the employee

b) Resistant by employee

13. which is not a not a element of communication process

d measurment

14. In regard to staffing function, which combination of activities in sequential order is correct? Correct

A Job analysis; recruitment; selection; placement

15. which once is correct order

d planing action control bugenting 

16.  In present context, challenges for OB are

D all of the above

17. science of a body of a which type of knowledge:

supirior

18.  the management of people should be handled by what department

c human resource

19.   Who studied the nature of specific jobs, and broke the tasks into basic work units with the end result providing the one right way to perform the job

tylor

20.  which one is not a stage of control

c quality

21. The attitude based on Beliefs, opinion, Knowledge, or information about the particular event which the employee possesses is under ____________ component of Attitude.

b) Cognitive

22. Which one of the following elements is not a barrier to effective planning

b inadequate appreciation of planning

23.  Which one of the following approach has emerged from the findings ofHawthorne experiments

C human relation approach

24.  which one of the following factors is not important in organization design

a environment

25. Leadership motivates the people to work and not the power of money”, this concept is related to

b) Custodial model

26. Concerning organizational cultures,

d. the stronger the culture, the more influential it is on employee behavior

27. which one of the following is not a behavioral model

d ancient 

28.  with which aspect is management audit cancer

qulity of managerial action

29.  Organising process does not involve one of the following elements:

D aprasil of subordinate

30.   Who said, “Management is a multiple organ that manages a business, manages a manager and manages workers and work”?
a Peter Drucker

31.  The combination of characteristics or qualities that form an individual's distinctive

A persanality

32.  ob focases at three level individual

d individual group organization

33.  management is a combination of

d art science and profession

34.  continued membership in a group will usually require

b conforming to group norms

35. time management is a part of

a simulation

36. ___________ explains internal processes of choice among different behaviours

b) Expectancy theory

37. sales forcasting is not related to estimating

d sales performace

38.  the family condition an impact of the prentes is the main base later it might cange by

d learning

39.  Which of the following functions or activities involves recruiting and placingqualified personnel needed for the organization so that it may achieve its objectives and goals?

C staffing

40.  The Hawthorne studies found that

41. the concept of management by objectives was introduced by

a Peter Drucker

42. an budget is what type of control

a financial

43. hawthorne study is related which stage of organizational behavior evaluation

human relation

44. Groups created by managerial decision in order to accomplish stated goals of the organization are called

a. formal groups

45. which of the following aspect of managing has not being emphysisis by mcgregor theory

d apprisal

46. ______ is a process of get results accomplish with other

(a)  leading

47. letting people into a covenant group on the basis same characteristic and make an assumption to perceive

sterotying

48. A manufacturing company has divided its departments into pattern making,fabric cutting, and fabric coloring. What type of departmentalization is this

C process

49. advocated that humans are essentially motivated by levels of needs

A maslow

50.  While managing political behaviours in organization, the manager requires discouraging

C Self interest