Andrea` Porter
Busi 300 C-04
10/13/13
Organizational Communication and Conflict Management
I. Introduction
A. Two types of Organizational Communication
1. External Communication (Spaho, 2013, 1.2)
2. Internal/ Organizational Communication (Spaho, 2013, 1.2)
B. Definition of External and Internal Communication
1. External Communication- Actors in Business Environment
(Spaho, 2013, 1.2)
2. Internal Communication- Employees Directed (Spaho, 2013, 1.2)
C. Organizational Communication
1. What is Organizational Communication? (Lehman, 2008, p.4)
2. Organizational Communication is the process by which
individuals by means of verbal and nonverbal messages.
(Lehman, 2008, p.4)
D. Directions of Organizational Communications
1. Downward Communication- Management to Employees
(Lehman, 2008, p.6)
2. Upward- Employees to managers (Lehman, 2008, p.7)
3. Horizontal- Employees and Departments (Lehman, 2008, p.8)
4. Diagonal- Between People (Spaho, 2013, 1.2)
II. Conflict In An Organization
A. What is Conflict?
1. A situation where interests and ideas differ and confrontation
occurs to block and disable one’s objectives (Spaho, 2013, 1.3)
B. Organizational conflict
1. What is Organizational Conflict?
2. Organizational conflict is when business associates block,
confront, or prohibit ideas, actions or words of another
associates. (Spaho, 2013, 1.3)
3. Intrapersonal- Conflicts of values and priorities (Beheshtifar,
2013, p.401)
4. Interpersonal- Conflicts that manifest between people that are
involved in a project or group of interests. (Beheshtifar, 2013,
p.401)
C. Types of Organizational Conflict
1. Vertical- Micromanagement (Spaho, 2013, 1.3)
2. Horizontal- Different interests and ideas (Spaho, 2013, 1.3)
3. Line-between support staff and employees (Spaho, 2013, 1.3)
4. Stereotyping (Spaho, 2013, 1.3)
5. Miscommunication (Spaho, 2013, 1.3)
6. Distrust among people (Spaho, 2013, 1.3)
7. Personality clashing (Spaho, 2013, 1.3)
III. Research Study Methods to better management conflict
A. Design/ Methodology Approach (Posthuma, 2012, p.1)
1. Emotions in the workplace and relationships (Posthuma, 2012,
p.1)
B. Findings
1. Broad range of positive and negative emotions, such as anger,
enthusiasm, excitement, guilt and remorse related in aspects of
conflict management. ( Posthuma, 2012, p.1)
C. Limitations/ Implications
1. How emotions are needed and important to understanding
conflict resolution. (Posthuma, 2012, p.1)
D. Originality/ Value
1. Focuses on the influence of conflict management in many
different countries and cultures. (Posthuma, 2012, p.1)
IV. Conflict Management/ Avoidance Styles
A. Resignation- Avoidance style utilized in helpless situations
(Posthuma, 2012, p.1)
B. Withdrawal- To get away from the conflict (Posthuma, 2012, p.1)
C. Defuse- buys time (Posthuma, 2012, p.1)
D. Appeasement- Temporary peace and agreement. (Posthuma, 2012,
p.1)
V. Approaches to conflict management
A. Confrontation- seeking solution in favor of one person (Posthuma,
2012, p.1)
B. Compromise- Bargaining (Posthuma, 2012, p.1)
C. In Arbitration- 3rd party sought to resolve (Posthuma, 2012, p.1)
D. Negotiation- Jointly confronts problem and explores solutions
(Posthuma, 2012, p.1)
References
Beheshtifar, Malikah and Elham Zare, International Journal Academic Research in
Business and Social Sciences, May 2013, Vol. 3, No. 5
Lehman, Carol and Debbie Dufrene, BCOM5 2008, South-Western, Cengage Learning
Limbare, Sameer, Indian Journal of Industrial Relations, 48.1 (July 2012): P.172
Leadership Styles and Conflict Management Styles of Executives
Posthuma, Richard A., (2012) “Conflict management and emotions.” International
Journal of Conflict Management, Vol. 23 Iss: 1, pp.4-5
Spaho, Kenan, Organizational Communication and Conflict Management,
Management: Journal of Contemporary Management Issues 18.1/ (June 2013): 103-
118
