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and task dependence. When resources are relatively fixed and when one department's gain is at the expense of another, conflict should be expected. If two sub-units in an organizational system have differentiated goals and are functionally interdependent, conditions exist for conflict. Interdependence produces the need for collaboration, but it also presents occasions for conflict. [9x]

Other contextual factors which affect the interaction structure between departments and create the conditions for interdepartmental conflict include: different attitudes between line and staff units, organizational size (directly related to level of conflict) and standardization (inversely related to conflict), physical or communicational barriers between departments, unequal access to authority, rewards or organizational resources and ambiguity or uncertainty in assigning tasks or rewards to different departments. These are the sources of conflict situations in organizations.

How a conflict situation will change over time, how its interrelated components will alter and the environment, in which it occurs will respond, is dependent upon the administrator's efforts to manage or influence it. This in turn is related to one's understanding of the source of a specific conflict situation.

Process of Conflict:

Process of conflict consists of 4 stages or levels of conflict according to which the development of relationships between the sides involved in conflict is shown.

The first stage is also called as latent stage in which certain characteristics, like communication, structure and personal variables, can lead to conflict. It is important to point out that it is not necessary to have the simultaneous occurrence of all three factors, but occurrence of just one. Communication in organization is very important, in case there is lack of communication in the organization this can lead to conflict. But also to much communication, as well as obstacles in communication, possible lack of understanding or noise in the communication channel can produce conflict as a consequence.

The second stage, cognition and personalization stage represents the outcome of the impact of first phase factors. We distinguish two sub stages in this stage:

Perception of the participants in conflict - which does not mean that conflict, has occurred.

Not until there has come to articulation of feelings and expression of awareness of conflict, can we say that the conflict itself occurs.

In the third stage there comes to conflict manifestation. There is hostile behavior among participants in conflict and we say there comes to the so called open disagreement.

The last stage in this process of conflict is the conflict outcome which shows us the further relationship development of the participants in conflict and consequences of conflict. Consequences of conflict can be manifest through increased working efficacy of the organization in whole or quite the contrary本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。