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  1. Why does conflict exist in organizations, what forms does it take and from where does it originate from?

Conflictin organizations is unavoidable as each organization has differentstakeholders who have stakes and want their interests met. It,therefore, results to pressure on the internal management andemployees to meet the desired targets for the stakeholders.Shareholders expect organizations to have an increasing profitgeneration trend to be effected in dividend yield. It createspressure on the management to perform and enhance profitabilitythereby resulting in the first form of conflict, shareholders againstmanagement. Managers try to meet the expectation through effectingcontrols, rules and procedures to the subordinate hence creating thesecond form, management against employees. Continuous effecting ofthe controls and rules could result in a third form of conflictbetween management and employees as employees gang against them toinvoke increase in remuneration. The conflicts could escalate toinvolve workers unions as they try to enforce remuneration increment.It clearly shows that conflicts will always be present, thedifference is the magnitude. Other internal conflicts could bebecause of unclear responsibilities, different interpersonal skillsand lack of adequate resources[ CITATION Car13 l 1033 ].

  1. What is the role of politics in organizations and how does it play out in terms of decision-making?

Inmany large organizations, just like conflicts, organization politicshas to be present as different individuals have different stakes ondifferent issues. Organization politics refers to the exercise ofpower by certain individuals with an aim of gaining, protecting orenhancing vested interests[ CITATION Car05 l 1033 ].It is characterized by the need forpower, leadership or control of a specified issue. Many decisions inan organization are made with an aim of achieving a specified goal orgoals. The outcome or nature of the decision made can be influencedor skewed through politics of a given group of individuals of theorganization to favor either themselves or certain wants.

Someof the issues that are characterized and heavily influenced bypolitics in organizations include tenders and procurement deals,replacement or removal of a specified leader or just effectingcertain controls that would inhibit specified groups doing specifiedactivities. In most cases, organization politics is a game played bythe senior management level or workers union leaders.

Organizationpolitics can result in cartels and the emergence of powerful managerswho can do anything without repercussions. The politics couldescalate to a level whereby it affects the efficiency of businessoperations in the company and conflicts could arise in the Boardrooms and inhibit smooth and reasonable decision-making[ CITATION MAf15 l 1033 ].

  1. How can power be used to overcome organizational inertia and improve performance?

Organizationinertia is the state at which an organization seems to be dormant atone position, and no new developments or strategies are seen. It is astate resulted from several factors like when an organization growsto a high level such that there is no more expected improvement ororganization becomes less flexible in its operations. In addition, itcan be because of obsolete processes and procedures, which influencethe working culture of the employees. Organization politics, on theother hand, creates vibrancy and progress in organizations that areat the inertia point.

Politicsyield to power and it could enable removal of a slow and lessflexible manager and place in vibrant leaders who would bring in newstrategies and policies that may remove the organization from itsinertia position. It can also enhance openness and sincerity incertain processes such as the election of leaders in theorganization, management of available resources, tendering processjust a mention a few[ CITATION Dav03 l 1033 ].

Itis clear, therefore, that politics can have both fatal andprogressive effects on an organization depending on theorganization’s management, employees, issues at hand and politicsbeing played at the time.


Beersma, C. D. (2005). Conflicting Organizations: Beyond Effectiveness and Perfomance. UK: Taylor &amp Francis Group.

Carsten K. W, D. D. (2013). The Psychology of Conflict and Conflict Management in Organizations. UK: Taylor &amp Francis Group.

Cowan, D. (2003). Taking Charge of Organizational Conflict: A Guide to Managing Anger and Confrontation. California: Personhood Press.

Rahim, M. A. (2015). Managing Conflict in Organizations. New Jersey, USA: Transaction Publishers.