2Institutional ConflictInstitutional conflict can always be classified as functioning or dys-functioning.Conflict may be viewed as positive from a practical standpoint since it forces employees ofthe institution to educate, develop, and enhance their creative and problem-solving abilities.Conflict, but at the other side, may be viewed as problematic to the extent that it affects aninstitution's certainty and support, as well as to the extent that it stymies innovation anddevelopment. When handled correctly, conflict may help people and institutions develop andprogress. Employment disagreement may lead to work interruptions, poor performance, totalfailure, tardiness, attrition, and dismissal. Professional conflict may be both a source and aresult of mental trauma (Almost et al., 2016).Reasons for Conflict within an Institution or OrganizationThe form of job interrelation is the initial cause. In essentially, the larger the extent ofrole overload between many individual people or organizations (such that, the further theymust work with each other or work collaboratively to accomplish things), the higher theprobability of conflict if differing perspectives or objectives appear within and betweeninstitutions, in part so because interconnectedness helps make preventing the conflict morecomplicated. It is due, in part, to the fact that high task interdependence increases the strengthof interactions. As a result, a little dispute might easily escalate into a significant crisis.Conflict could also arise as a result of administrative paradoxes in which it isuncertain who is responsible for what. Many firms, for instance, adopt an employeerecruitment system in which candidates are examined by both the recruitment team and thedivision in which the candidate will actually function. Since both divisions are participatingin the recruitment and selection procedure, what occurs when one division wishes to employsomeone but the other is not? It will create an institutional conflict (Almost et al., 2016).
3Organizational conflict is exacerbated by variations in quality standards and incentiveschemes. This is sometimes caused by a lack of consistent performance measures amongvarious units within that organization. Manufacture staff, for instance, are frequentlyrecognized for their productivity, which is aided by the long-term manufacturing of a fewitems. Sales teams, on either side, are recognized for their quick responsiveness to changes inthe market, which is frequently at the price of long-term process performance.
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