Essays on Impacts of Conflict on Decision-Making Coursework

Download full paperFile format: .doc, available for editing

The paper "Impacts of Conflict on Decision-Making" is a great example of management coursework.   Organizational conflict can be defined as a disagreement between individuals, groups of people, managers or departments within an organization (Schwan, 2000). It can also be defined as the process that starts when one party is about to frustrate or has frustrated his or her concerns (William 2015). Most organizations experience conflict at some point in time. Organizational conflicts may be caused by differences in ideology, inequitable treatment, change, interdepartmental rivalry divisions or responsibility, point of view or resource allocation.

There are four mainframes on conflict; the pluralist frame, radical frame, interactionist frame and unitarist frame. The differences may result in either a positive or negative outcome for the company. Major dysfunctional or functional consequences may arise from an organization conflict regardless of the level or nature of the conflict. A workplace environment is diverse since it has people with diverse personalities, cultures(Allen 1996), and ideologies. At certain times, these differences clash resulting in a conflict. The way an organization manages a conflict will depict its success or failure.

Conflict can be managed through clarification of roles, rewards, effective management styles or effective resource distribution. Decision making is an essential function of an organization. Decisions that govern organizations are often reached upon by the organization’ s management team. Due to the difference in ideologies, sometimes they clash over opinions that lead to disagreement and thus conflict. The disagreement can lead to a positive consequence or a detrimental consequence. This essay seeks to discuss how conflict is detrimental to an organization’ s decision-making process. Before analyzing the detrimental consequences of conflicts to the decision-making process, it is important first to understand the different types of conflicts that may arise within an organization that is closely linked to decision making.

The most prevalent type of conflict is the conflict of interest. Sometimes personal goals and interests are not always congruent with the organizational goals and objectives resulting in a conflict of interest. In such cases, the person is sometimes tempted to champion or fight for his or her rights leading to a conflict that may deter success. It is worse if the employee is in the management team because it may adversely affect the decision-making process (Schwan, 2000).

Conflict can also arise when responsibilities are not well defined. Often territorial issues erupt when contradicting decisions are made which appear to cross boundaries of roles and responsibilities. Subsequently, interpersonal relationships may trigger conflicts among decision-makers. The management team who are the decision-makers in an organization plays a significant role in conflict management. Personal prejudices usually affect the decision-making process that may affect the hamper business operations eventually. There can also be a conflict between a manager and an employ.

Sometimes an employee may feel that the supervisor or manager is not competent and start despising him or her and not hearkening to his or her commands. The converse is true. This is a tricky form of disagreement because if either party publicly displays their differences it may not anchor well with the management and may hamper operations.


Allen, C.A. (1996).Distinguishing the effects of functional and dysfunctional conflict on strategic decision making, resolving a paradox for top management teams: The Academy of management Journal, Vol.39. No. 1, pp 123-148

Ammons, D. N. (2009).Tools for decision making: a practical guide for local government. Washington, D.C., CQ Press.

Baron, J., Loomes, G., & Weber, E. U. (2001).Conflict and tradeoffs in decision making.Cambridge [u.a.], Cambridge Univ. Press.

Bazerman, M. H. (2005). Negotiation, decision making, and conflict management. Cheltenham, UK, Edward Elgar.

Conn, P. H. (2001). Conflict & decision making; an introduction to political science.New York, Harper & Row.

David M. Schweiger, William R. Sandberg and James W. Ragan (1986). Group Approaches for Improving Strategic Decision making, A comparative Analysis of Dialectical Inquiry, Devils Advocacy, And Conesus: The academy of Management Journal, Vol29.No 1 pp51-71

De Dreu, C. K., & Van De Vliert, E. (2007). Using conflict in organizations.Thousand Oaks, Calif, Sage.

Fang, L., Hipel, K. W., & Kilgour, D. M. (2003). Interactive decision making: the graph model for conflict resolution. New York, Wiley.

Herbert, A. (2005). Rational Decision Making in Business Organizations, The American Economic review, Vol.69,No 4,453-513

Kathleen M. W. & Ralph W. H (2011).Journal of Management Policy and Practice vol.12 (4)

Nicotera, A. M. (2005). Conflict and organizations: communicative processes. Albany, State Univ. of New York Press.

Rahim, M. A. (2011). Managing conflict in organizations; New Brunswick [NJ], Transaction.[Accessed 2nd Dec.2015]

Schwenk, C. R. (2000). Conflict in organizational decision making: An exploratory study of its effects in for-profit and not-for-profit organizations. Management Science, 36(4), 436-448.

William, L. Management skills: Managing effectively: Lecture notes

Download full paperFile format: .doc, available for editing
Contact Us