Conflict Management

Definition: A difference between two or more ideas; arises when two or more persons or groups disagree or have opposing viewpoints.

Causes/Reasons:

• Incompatibility of goals among people
• Differences in opinions
• Varying interpretations of facts
• Over-expectations from each other (organizational context)
• Limited resources availability
• Dependency on others for tasks
• Unclear jurisdictions
• Faulty communication
• Variety of personal qualities

Views on Conflict:

View	Perspective
Traditional	Conflict is harmful.
Human Relations	Conflict is natural and unavoidable.
Modern	Conflict is a positive force, crucial for effective group performance.

Types of Conflict:

• Functional/Constructive: Supports achievement of group goals, improves performance, increases group performance, improves decision quality, motivates creativity and innovation, encourages interest and curiosity, creates an environment for self-evaluation and change.
• Dysfunctional/Destructive: Hinders group performance, reduces effective communication, decreases group unity, sometimes surpasses organizational goals.
• Constructive: Creates an environment for open debate on important topics, leading to improved plans, policies, and procedures; involves self and group evaluation.
• Destructive: Members engage in activities against each other continuously, hindering cohesive work and reducing group efficiency.
• Organizational: Inherent in the structure of large organizations due to factors like autonomy, initiative, creativity, and self-expression.

Conflict Resolution Techniques:

• Establish proper communication among conflicting individuals.
• Change organizational structure (e.g., reassignments).
• Increase and equitably distribute resources.
• Avoid conflict as much as possible.
• Ensure proper settlements between members.
• Emphasize common interests, minimize points of difference.

Time Management

Definition: The art of making good use of available time; a lifestyle motivating continuous work to utilize available time effectively; the process of planning and exercising conscious control over time spent on specific activities to increase efficiency and productivity. Key words: conscious control, efficiency, productivity.

Process:

1. Set goals.
2. Prioritize goals.
3. Define limits.
4. Organize resources.
5. Delegate work.
6. Reduce surplus tasks.
7. Avoid stress.

Importance:

• Saves time for creative work and family time.
• Reduces unnecessary workload.
• Ensures timely work execution for effective results.
• Helps determine priorities.
• Enables more work in less time.

Obstacles:

• Unclear objectives.
• Unorganized work.
• Lack of planning.
• Attempting to do everything oneself.
• Lack of delegation.
• Personal and social interruptions.

Eisenhower Matrix (Time Matrix Cycle): A four-quadrant method categorizing tasks based on importance and urgency:

Quadrant	Importance	Urgency	Action	Examples
I	High	High	Do immediately	Crises, deadlines, urgent projects
II	High	Low	Plan	Relationship building, prevention, planning
III	Low	High	Delegate	Interruptions, some meetings, some emails
IV	Low	Low	Eliminate	Time wasters (social media, gossip, etc.)

Training

Definition: A process of developing skills, knowledge, habits, and attitudes in employees to increase their effectiveness and efficiency. Can be pre-employment or post-employment.

Characteristics:

• Acquisition of skills and knowledge.
• Development of specific qualities and attitudes for particular tasks.
• Enhancement of work ability and skills.

Types:

• Formal: Imparted through a prescribed curriculum by trained instructors.
• Informal: Learning by doing under the guidance of senior executives (on-the-job mentoring).

Methods:

• On-the-job: Training while performing the job (apprenticeship, job rotation, internship, orientation).
• Off-the-job: Training away from the workplace (conferences, vestibule/simulation training, case studies).

Pre-entry vs. Post-entry Training:

• Pre-entry: Training required before starting a job (e.g., MBBS for doctors, B.Ed for teachers).
• Post-entry: Training given after selection, tailored to the specific job (e.g., police academy training, civil services training).

Importance/Utility of Training:

• Modifies employee attitudes.
• Introduces problem-solving skills.
• Provides information to improve morale and productivity.
• Enhances adaptability to change.

Development

Definition: A broader term than training; focuses on improving the current position of managers, enhancing their overall effectiveness, and preparing them for increased responsibilities in the future. Primarily for higher or middle-level management.

Needs/Importance:

• Enables individuals to handle greater responsibilities.
• Prepares employees for promotions.
• Develops effective decision-making abilities.
• Increases organizational efficiency.

Differences between Training and Development:

Feature	Training	Development
Focus	Technical skills	Human development concepts
Timeframe	Short-term	Long-term
Scope	Narrow	Wide
Focus on	Present organizational requirements	Present and future requirements

Appraisal System

Definition: A structured process used by organizations to evaluate employee performance, skills, and contributions; involves setting objectives, providing feedback, and assessing performance against predetermined criteria to enhance individual and organizational effectiveness. Examples include ACR (Annual Confidential Report) and 360-degree assessments.

Purpose: To inform decisions regarding salary hikes, promotions, and changes in service conditions.

Challenges:

• Judgment errors
• Leniency effect (giving everyone similar ratings)
• Halo effect (first impression bias)
• Rater effect (favoritism)
• Stereotyping