Conflict Management Model

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Conflict management model is propounded effective when the result of conflict is productive or acceptable for all the parties involved. The main motive of any conflict management model is to reduce the impact of conflict on negative note and guide parties towards agreement and strong relationship. This study is to analyze the effectiveness of Rahim’s Meta or Dual concern model for conflict management.

Rahim (2002) differentiated person’s perception towards handling a conflict into two: “concern for self and concern for others” (p. 216). Further, the study explored two types of conflicts and observed that most conflicts arise during the decision-making process. Dysfunctional conflict, which hinders team performance and interpersonal relations due to individual’s self-interest in implementing particular decision. Functional conflict serves organization purpose with employees involved in the conflict regarding which proposal to implement (Rahim, 2011).

Gross and Guerrero (2000) supported Rahim’s conflict management styles and identified that these styles are associated with organizational climate and culture, job satisfaction. Their research on 50 employees uncovered some facts include employees who were involved in unmanaged conflict end up in job dissatisfaction and subsequently their performance deters (p. 208). The competence-based model developed by Canary, Cupach and Serpe (2001) contrast with Rahim’s theory, where the effectiveness of conflict management styles is based on the situation and understanding of individuals (p. 81). They tried to find a resolution for the conflict instead of implementing the strategy to reduce tension by applying conflict management styles, resulting in inconsistent outcomes (p. 531).

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Mukhtar, S. A. (2013). Organizational Conflict Management Strategies on Employee Job

Satisfaction: A Conceptual Relationship. International Journal of Management Research and Reviews, 3(5), 2855-2862. Retrieved from http://search.proquest.com/docview/1417475767?accountid=10818

Ngirwa, C. C., Euwema, M., Babyegeya, E., & Stouten, J. (2013). Leaders styles of managing

conflicts in change initiatives. Rochester: doi:http://dx.doi.org/10.2139/ssrn.2233107

Rahim, M. A. (2011). Managing conflict in organizations. (4th ed.). New Jersey: Transaction

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Rahim, M. A. (2002). Toward a theory of managing organizational conflict. The International

Journal of Conflict Management, 13(3), 206-235. Retrieved from http://search.proquest.com/docview/210991077?accountid=10818

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