Workplace conflict that ensues as a result of organizational structure can be caused when there are either no clearly defined functions or when functions overlap. Another way conflict may arise is when one unit within that structure finds themselves constantly dependent on another unit to achieve their set goals yet the other unit is not a controlling unit or one that has oversight functions. Let us look at the three types of conflict as mentioned above originating from organizational structure before considering possible ways of dealing with the conflicts.
When There Are No Clearly Defined Functions
This could be rear for medium to large-scale businesses where the organizational structure is clear and well organized. It could be more prevalent in small businesses where they are still growing and regularly redefining functions as they add more administrative units to the business. In some cases having no clearly defined function cannot be helped yet it does not have to degenerate into conflict especially at that level.
Possible Solution For Structural Conflict In Such A Situation
What they have can work for them. That is, the fact that they are still small can help them to deal with this type of structural conflict as all the participants are fully aware of their state of fluidity and growth. Another way this can be quickly nipped at the bud is if they have regular and even impromptu meetings. It still goes in line with using their size and the fluidity of their stage of growth. They will naturally be in constant touch as they deliberate over one thing or the other. It is at this point of deliberation that structural issues can be clarified on a case-by-case basis.
Clashes in such a setup also tend to be fluid and there may not be a need for setting up a formal conflict resolution system as they can be very fluid in nature and scope.
When There Are Overlapping Functions
Interestingly, this can of structural situations can be found in big business as well as government (especially in government). Grey areas usually tend to develop as individual units of the business or organization grow and keep on expanding their oversight functions of what they are incubating until they begin to enter areas close to other units. That is, they begin to do things that seem to replicate other units. In some cases, the units that have been on that area longer may look across and seeing similarities, lay a claim on what the other unit is overseeing. This is workplace conflict borne out of structural conflict at its best.
Organizations like the military deal with it by having a joint task force comprising of every unit that might have one stake or the other in the project or field. They may find it easier to handle the conflict because they have a structural command that is overseen by just one person whose word is final in the matter.
In a commercial organization, it may not be that easy because there may be a lot of politics going into the decision making process. Hence structural clashes of this nature may drag on if there is not political will or force of personality to wade in.
Possible Solution To This Type Of Structural Conflict
Try as much as possible to replicate what is obtainable in the military. The closer the organization is to replicating it the greater the chance of resolving such a conflict even if it has to be done by executive fiat. The fact is this is one of the types of conflict that executive fiat is welcome because nobody would want to challenge that and it would cause a forward movement.
When Another Unit Is Blocking The Way
There are times when a unit within the structure is not able to carry out their function and freely pursue their given goals because they are either waiting for another unit or that other unit needs to do something. Imagine if there is a business unit that is in charge of running the photocopier while there is another one in charge of printing paper. There could be a structurally induced workplace conflict if the former is given a task to print a thousand copies of a document within a stipulated time but the later unit is saying they cannot be rushed to supply paper because of one reason or the other.
The reasons for such structurally induced conflict may be legitimate; the problem is not the unit but the structure.
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Organizational Conflict Resolution[/caption]Possible Solution
Deal with the structural issue by merging them if the primary or only function of both is to print and supply paper. This may be too simple because in reality, each unit may have several functions. Consider taking the paper supply section of that unit and merging them with the photocopier unit.
Structural conflicts in businesses can be resolved by setting up impromptu structures that brings them to one table, by executive fiat or by merging and rearranging the organizational structure of the business.
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