LRM3702 Summarised Study Notes

LRM3702

NOTES

,LRM3702 STUDY NOTES

STUDY UNIT 1
MANAGING CONFLICT, HANDLING GRIEVANCES AND NEGOTIATING

THE NATURE OF CONFLICT: A LABOUR RELATIONS PERSPECTIVE

1.2.1 Conflict will always exist since people have to share resources. It is part of life and
very much part of labour relations. Conflict may not necessarily be bad.

 Functional conflict: exists when conflict can raise differing views and sensitise
people to each other’s needs and views. If the outcome of the conflict is for the
benefit of the parties and the organisation then conflict has been functional. See pg 7
of study guide.

 Dysfunctional conflict: This can damage relationships and organisations. When it is
too intense and the group members or individuals are out to win at all costs.

1.2.2 Causes or sources of conflict: (page 195 text book)

 Different methods of pursuing objectives: Individuals or group can differ in the way
they want to pursue a particular objective even though they have agreed that the
objective must be met and it is clear to everyone. The example given is an
improvement I working conditions but the committee cannot agree on whether to
confront management directly or to negotiate.

 Lack of a common objective: If the workplace committee/forum pursues an
objective that is not acceptable to the workers conflict will inevitably result between
them.

 Differences in attitudes: The way to overcome this is by creating positive attitudes
and not altering “old” negative ones, The dissonance between “negative “ attitudes
and new “positive” beliefs leads to the establishment of new attitudes.

 Information differences: Because of the vast amount of information that individuals
are faced with each day the storage, retrieval and interpretation of the data may be a
source of conflict. The deliberate withholding of information is alo a major source
of conflict.

 Semantic differences: These occur not only in translation but also because of cultural
differences underlying the semantics.

 Blocked communication channels: This could be as a result of inability of the
workers to raise grievances because they are not given the opportunity. Also if the
financial position of the company is kept from the union so they cannot make
informed decisions.

 Divergent value structures: This refers to moral and ethical values. Also structures
come from a person’s culture, education d religion. This value structure is also the

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, most solid frame of reference for the person. Individuals become members of a
group when there is high compatibility with the values and norms of the group.

1.2.3 Variables that moderate and/or aggravate conflict




Mutual recognition
of legitimacy Personal qualities of
leaders:
Recognition of
validity of other
parties’ objectives




VARIABLES
MODERATING/OR
AGGRAVATING


Emphasis on Subordinate goals
problem factors
which raise or Place emphasis on
lower conflict “us” Include training
programs, treatment of
employees




External factors
Labour legislation

Political parties support




1.2.4 Various types and levels of conflict (6.6 page 196)
 Real conflict: Also referred to as “substantive conflict” and is generally the final
stage of the conflict episode between two people. This kind of conflict tends to


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, occurs when there is a high level of interdependence existing between peers and
groups. Or when there is competition for scarce resources.
 Perceive or felt conflict: This refers to apparent potential for conflict that the
observer “perceives” to exist. The may feel or sense the conflict but it is not yet
real. Also called latent conflict. The longer this situation or relationship carries
on the more likely the conflict will escalate into real conflict.
 Constructive and destructive conflict: Constructive refers to a relatively
satisfactory outcome for all parties concerned. Destructive conflict relates to “I
win you lose” scenario.
 Frictional and strategic conflict: Frictional conflict this is as a result of the
interaction caused by the formal structure of an organisation. Usually regarded as
dysfunctional conflict. Strategic conflict This is consciously generated by
persons in order to manipulate the allocation or reallocation of resources, status,
authority and power. (Bargaining or cohesive power is strengthened.

 The level at which conflict occurs

 Intrapersonal conflict: Occurs within the individual (an employee does not
know which trade union to join)

 Interpersonal conflict: Conflict between two individuals. (a supervisor treats
a shop steward unjustly)

 Intragroup conflict: Conflict between members of same group. (difference of
opinions amongst members of the trade union on the negotiation process
should work)

 Intergroup conflict: This is conflict between various groups (management
and the trade union)

1.2.5 The conflict process (page 200)
 Latent conflict: There are three types
(i) Competition: For limited resources
(ii) Autonomy requirements: One party seeks to exercise control over some
activity that another party regards as his or her territory.
(iii) Goal divergence: This happens when two people have to cooperate and they
are unable to reach consensus.
 Perceived conflict; Individuals may block out awareness that conflict exists. A
common reaction to perceived conflict is to adopt a joint decision making processes
by bargaining rather than problem solving
 Felt conflict: can happen in different ways
 Personalisation of conflict takes place
 Anxieties are created within the individual
 Transferring those anxieties to suitable targets like grievance systems
 Conflict becomes personal when the whole personality of the individual is
involved in the relationship.
 Manifest conflict:
 It includes any of several varieties of conflictive behavior
 The most obvious of these is open aggression
 Riots, political revolutions and extreme labour unrest also occur.

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