CONFLICT

Conflict are inevitable in any organization. Conflicts are struggles and clashes of ideas, beliefs, or even moral precepts. It is also a confrontation between those with different ideals or opinions. There will always be conflict in society since it can have a variety of root causes, including personal, racial, class, caste, political, and international. Conflict can also be theoretical, philosophical, or emotional, in which case achieving academic success may or may not be a primary driving factor.

According to M. Afzalur, a professor at Western Kentucky University, "conflict is an interactive process manifested in incompatibility, disagreement or dissonance within or between social entities." Another definition of conflict proposed by Michael Nicholson, professor of Internal Relation at the University of Sussex is "Conflict is an activity which takes place when conscious beings (individuals or groups) wish to carry out mutually inconsistent acts concerning their wants, needs or obligations." Conflict is an extension of friction, which is as a rule its predecessor, and it is recognized by the presence of conflict behavior, in which creatures effectively look for to hurt one another.

In every organization conflicts are bound to happen. Conflicts are common and cause problems, disagreements, misunderstandings, grievances and arguments between management and employees in the workplace. This has led to many activities that sometimes go against the goals and objectives of both the organization and its employees. Conflict is a healthy part of any relationship and can take the form of personal, interpersonal, and interpersonal conflict. This is because two or more people cannot be expected to agree on the same thing at the same time. Conflict is the end result of opposing thoughts, moves or thoughts disrupting the reputation. Conflict is visible in ordinary life, and is a natural, regularly selfish, and occasionally efficient phenomenon. Because it could cause violence and battle in sure situations, the word 'conflict' regularly seems with a terrible connotation. The fact is that, if treated nicely and maturely, conflict can cause superb outcomes and private growth.

CAUSES OF CONFLICT:

The major causes of conflict in any organization or places are as follows:

1. Misunderstanding: Misunderstanding is one of the major causes of conflict in the association. When workers don't understand their tasks, places, and liabilities conflict arises. Due to this, they may not complete their tasks as the director anticipated from them.
2. Information Deficiency: Communication breakdown is one of the reasons for strife.
3. The need of near communication and change of unbending data makes misconception among the individuals. It makes the issue of doubt and struggle. Subsequently, it is basic to communicate the proper data at the proper time to the related persons.
4. Goal differences: The objective is the premise for organizational execution. All exercises of the people concentrate on accomplishing foreordained objectives. Subsequently, in the event that people within the same bunch start diverse objectives it may cause struggle among gather individuals. They cannot do work viably.
5. Personal difference: Individual contrasts are the basic causes of interpersonal struggle within the organization. The contrasts happen within the person due to different reasons such as family background, values, states of mind, conventions, culture, instruction, and socialization handle. Personality difference creates conflict among individuals. It influences emotion of people.
6. Role clarification: Individuals of a company perform different parts that are interrelated to one another. The nonattendance of part piece among individuals creates struggle. It can create role conflict.
7. Lack of trust: Need of believe is additionally one of the causes of conflict within the organization. All people working in a group must have mutual believe to realize common objectives. They got to do exercises on the premise of common participation and support.  Lack of mutual trust among group members creates conflict. It produces obstructions to accomplishing goals.
8. Scarce resources: The common reason for the conflict is rare assets. When organizational assets ended up restricted it increments the needs of people in a group. Restricted assets produce conflict as shortage motivates individuals to compete with others to realize targets.
9. Poor communication: Communication is the implies of trading direction, informational, and proposals between the individuals of the organization. The poor communication framework within the organization makes the issue of correct change of data among the group members, which leads to conflict among them. Hence, there must a two-way communication system in arrange to form appropriate communication.
10. Organizational change: Changes in organizational structure, division of work, specialist and obligation, etc. are fundamental to manage with natural changes. Such changes can alter the work obligation, status, position, and authority of the individuals within the group. It can alter the formal relationship and work duty of group members. This too may be one of the reasons for conflict among group members of the organization.
11. Threat to status: Status is the social rank that an person gets within the organization. It is based on information and position. When any risk creates to an person in his status it may make conflict. The fundamental obligation of top administration is to preserve adjust among subordinates working together for common objectives.

STAGES OF CONFLICTS:

A supervisor must know different stages of conflict to handle it. The solution to handle the problem becomes much easier if detected early. The conflicts pass through following stages:

• Individuals recognize need of assets, differences of language or culture. Sensitiveness may possibly result in conflict.

• If there are serious differences between two or among more than two groups, the latent conflict in a competitive situation may turn out into conflict.

• An occurrence may trigger an inactive conflict into an open conflict.

• Once an issue has been solved, the potential for strife still remains within the consequence. In fact the potential is bigger than before, if one party perceives that the resolution has resulted into win-lose circumstances.

CONFLICT INDICATORS:
Following are the signs that indicate the existence of conflict within the individuals and organizations:

• Body language
• Colleagues not speaking to each other or ignoring each other
• Deliberately undermining or not co-operating with each other, to the downfall of the team
• Contradicting and bad-mouthing one another
• Disagreements, regardless of issue
• Withholding bad news
• Surprises
• Strong public statements
• Airing disagreements through media
• Conflicts in value system
• Desire for power
• Increasing lack of respect
• Open disagreement
• Lack of candor on budget problems or other sensitive issues
• Lack of clear goals
• No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all
• Factions meeting to discuss issues separately, when they affect the whole organization
• One group being left out of organizing an event which should include everybody
• Groups using threatening slogans or symbols to show that their group is right and the others are wrong.

TYPES OF CONFLICT:
There are four types of conflict, which are briefly described below:
A. Intrapersonal Conflict: The intrapersonal conflict is conflict experienced by a single individual, when his or her own goals, values or roles diverge. A lawyer may experience a conflict of values when he represents a defendant he knows to be guilty of the charges brought against him. A worker whose goal it is to earn her MBA might experience an intrapersonal conflict when she’s offered a position that requires her to transfer to a different state. Or it might be a role conflict where a worker might have to choose between dinner with clients or dinner with family.
 
B. Interpersonal Conflict: As you might guess, interpersonal conflict is conflict due to differences in goals, value, and styles between two or more people who are required to interact. As this type of conflict is between individuals, the conflicts can get very personal.
 
C.  Intragroup Conflict: Intragroup conflict is conflict within a group or team, where members conflict over goals or procedures. For instance, a board of directors may want to take a risk to launch a set of products on behalf of their organization, in spite of dissenting opinions among several members. Intragroup conflict takes place among them as they argue the pros and cons of taking such a risk.
 
D. Intergroup Conflict: Intergroup conflict is when conflict between groups inside and outside an organization disagrees on various issues. Conflict can also arise between two groups within the same organization, and that also would be considered intergroup conflict.

Within those types of conflict, one can experience horizontal conflict, which is conflict with others that are at the same peer level as you, or vertical conflict, which is conflict with a manager or a subordinate. Creating good conflict is a tough job, and one that’s not often done right. But organizations that don’t encourage dissent won’t be around for very long in today’s world. Companies today go out of their way to create meetings where dissension can occur, reward people who are courageous enough to provide alternative points of view, and even allow employees a period of time to rate and criticize management.