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The key points from this module are:

Conflict in organizations can refer to behavior by members which are expended in opposition to other members.
Or, the process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his.
Or, whenever incompatible activities occur within members of an organization.

For a conflict to exist, it must be perceived by a party.

Sources of organizational conflict include:

Mutual task dependence.
One-way task dependence.
High horizontal differentiation.
Differences in evaluation criteria and reward system.
Participative decision making.
Heterogeneity of members.
Role dissatisfaction. etc.

The following are techniques for reducing conflict intensity.

Superordinate goals
Expanding resources
Reduced interdependence between units
Appeals systems
Formal authority
Mutual problem solving
Merging conflicting units. etc.

Ambiguous and threatening messages encourages organizational conflict.

The two views towards which conflict can be labelled are:
The traditional
The interactionist

The organizational culture is classified into Dominant and Sub-culture.

Some characteristics of organizational culture include:
Identity
Risk tolerance
Integration
Reward system
Communication patterns, etc.

The following are factors that influence cultural change in organizations.
Age and size of the organization.
Life-cycle stage.
Strength of current culture.
Leadership turnover.
Dramatic crisis.

In a merger or acquisition, if one or both of the organizations have weak cultures, the union is more likely to work.