In organizations, conflict is regarded as the presence of discord that occurs when the goals, interests or values of different individuals or groups are incompatible and frustrate each other’s attempting to achieve objectives. There are different views surrounding the origin of conflict in organizations and institutions. From the draw of creation mankind has been presented with conflict. Conflict appears to be inevitable; once there is human interaction conflict seem to fester. This paper seeks to describe the concepts of conflict management, conflict in organizations and conflict management and its effect.

1. Conflict Management: A Part of an Organization
Abstract
In organizations, conflict is regarded as the presence of discord that occurs when the
goals, interests or values of different individuals or groups are incompatible and
frustrate each other’s attempting to achieve objectives. There are different views
surrounding the origin of conflict in organizations and institutions. From the draw of
creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the
concepts of conflict management, conflict in organizations and conflict management and
its effect.
Keywords: Corporate Culture, Conflict Management, Effects of conflict, Conflicts
Resolution Skill
Introduction
Conflicts are inevitable. Conflicts are an everyday phenomenon in each organisation.
There is growing recognition of the importance of conflict in an organisation. A recent
survey indicated that managers spend a considerable portion of their time dealing with
conflict and that conflict management becomes increasingly important to their
effectiveness. Conflict could be viewed as a situation of competition in which the parties
are aware of the incomparability of potential future position in which each party wishes
to occupy a position that is incompatible with the wishes of the other. The structurally
differentiated character of contemporary work–organizations, whether in the
manufacturing or service industry inevitably generates conflicts of interest. These
conflicts of interests arise in groups because of the scarcity of freedom, position and
resources. Workplace conflict is thus endemic despite the best of management practices
in organizations and manifests in various forms as an intrinsic and unavoidable feature of
employment relationship. It is by nature an ever present process and more likely to occur
in hierarchical organizations where people with divergent view, opinion and background
interact. However, conflict in work-relations is not an aberration, since it creates or
provides an opportunity for correction and reconciliation for the betterment of both the
organization and the workers.
Literature Review
Concept of Workplace Conflict
Obi (2012)1, defined workplace conflict as an act of discontentment and contention
which either the workers or employers of labour utilize to put excessive pressure against
each other so as to get their demands.
1
Obi, R. (2012). Stress and Conflict in Organisation. In Ogunbameru O.A. (Ed.), Industrial Sociology.
Ibadan, Spectrum Books Ltd

2. Ikeda, Veludo, Campomar (2005)2, described the workplace conflict as a dispute that
occurs when interests, goals or values of different individuals or groups are incompatible
with each other in organizations. On this premise, workplace conflict within the context
of employment relationship can be regarded as an inevitable clash of interests and
resulting disputes of varying intensity between and within any or all of the active actors
in organizations. Thus, in the absence of common values in organizations, conflict is
bound to occur.
Causative Factors of Work-place Conflict
Hotepo, Asokere, Abdul – Azeez and Ajemunigbohun (2010)3, found lack of
resources, different expectation, competition, lack of cooperation, interdependence and
communication problems as factors that have caused conflicts in the Nigerian
service industry.
Obasan (2011)4, identified unacceptable terms of employment, poor human relations
between management and workers , non – consultation with employees before making
key decisions affecting them, anti-union posture of management and lack of effective
mechanism for prevention of conflict as multiple causal factors of workplace conflict.
Tsevendorj (2008)5, rated communication failure, perception, values and culture
problems as moderately serious sources of conflict. Thus, most organizational conflicts
have economic and goal incompatibility orientations in the workplace.
Classification of Workplace Conflict
Ogunbameru (2006)6, classified workplace conflict into two broad types: informal and
formal workplace conflicts.According to him, conflict in work-relations is informal when
it is not based on any systematic organizational problem but results directly from a source
of grievance and supposedly is wholly expressive in nature. In this connection, the
underlying sources cannot be openly seen, but can be inferred from unconscious form of
protest, sabotage, unruly behaviour and poor work-attitudes by employees in
organizations. If the situation is sufficiently widespread, it can significantly affect
employee job description focus, turnover and impact on the prosperity of an
Organization. This type of conflict is highly visible, since it is often a conscious strategy
or calculated attempt to obtain alteration in employment relationship.
Albert (2001)7, averred that there are two sides to workplace conflict, whether
2
Ikeda, A., Veludo, O., & Campomar, M. (2005). Organisational Conflicts Perceived by Marketing
Executives. Electronic Journal of Business and Organisational Studies, 10(1), 22-28
3
Hotepo, O., Asokere, A. Abdul-Azeez, I., & Ajemuigbolohun, S. (2010). Empirical Study of the Effect of
Conflict on Organisational Performance in Nigeria. Business and Economic Journal, 15, 1
4
Obasan, K. (2011, August). Impact of Conflict Management on Corporate Productivity: An Evaluative
Study. Australian Journal of Business and Management Research, 1(5), 44-49
5
Tsevendorj, O. (2008). Conflict Resolution: A basis for Effective Conflict Management of Banks in
Baquio City.
6
Ogunbameru, O. (2006). Organizational Dynamics, Ibadan. Spectrum Book Publishers
7
Albert, I. (2001). Introduction to Thirty Party Intervention in Community Conflict. Ibadan: John Arches
Publisher

3. formal of informal, one is destructive and unhealthy and the other is productive and
healthy, having a problem solving base. However, the two conflict situations are neither
bad nor good, since disagreement and dissatisfaction must occur in work-relations for
adjustment to be made to improve total workplace performance.
Management of Workplace Conflict
Rahim (2002), stated that conflict management involves designing effective strategies to
minimize the dysfunctions of conflict and enhance the constructive functions in order to
optimize learning and effectiveness of an organization. This implies that managing
conflict does not necessarily connote avoidance or termination but the decrease of the
odds of non-productive escalation. As such, conflict management is the method by which
organizations and people handle grievances or disputes so as to find a middle way
alternative to increase resolution, work towards consensus and offer genuine commitment
to decision-making.
Uchendu, Anijaobi and Odigwe (2013)8, observed that since conflict is inevitable in
organizations, its management determines whether it will generate positive or negative
effect on the organizational performance. The timely recognition and immediate
explication of the underlying tension before the conflict issues go out of hand are
germane to effectual management of conflict in the workplace.
Kazimoto (2013)9
, workplace conflict is described as the presence of discord that occurs when
goals, interests or values of different individuals or groups are incompatible and frustrate each
others’ attempt to achieve objectives in an organization. It is a communication process and an
inevitable consequence of transactional relationship manifesting in disagreement and dissonance
with and between individuals and groups in the work-environment. In this context, workplace
conflict is a fact of life in any organization as long as people will compete for jobs, power,
recognition and security (Adomie and Anie, 2005). Therefore, the task of management is not to
suppress or resolve all conflicts, but to manage them in order to enhance and not to detract from
organizational performance.
Akanji (2005)10
opined that constructively managed conflict induces a positive performance,
while destructively managed conflict heats up the work environment to bring about dislocation
and polarization of the entire group with reduction in productivity and job performance. This is
suggestive that a well-managed conflict aims at the improvement of organizations for the purpose
of stimulating performance in the work-situation. Through good conflict management strategies,
weaknesses in the organizational decision-making are exposed which may prompt the
establishment to effect changes and search for positive solutions. Hence, management are duty
bound to resolve conflict properly for the sake of increasing organizational performance, because
8
Uchendu, C., Anijaobi, F., & Odigwe, F. (2013). Conflict Management and Organisational Performance
in Secondary Schools in Cross Rivers State. Nigeria Research Journal in Organisational Psychology and
Educational Studies, 2(2), 67-71
9
Kazimoto, P. (2013). Analysis of Conflict Management and Leadership for Organizational Change.
International Journal of Research in Social Sciences, 3(1), 16-25
10
Akanji, I. (2005). Perspectives in Workplace Conflict Management and New Approaches for the Twenty
first Century. In Albert I.O (Ed.), Perspective on Peace and Conflict in Africa: Essays in Honour of Gen.
Abdusalam Abubakar, Ibadan: John Arches Publishers

4. the outcome of such action will result in good communication, time management, good
cooperation and increase corporate productivity.
Thomas (1976)11
also put forward some approaches for managing conflicts. These are avoidance,
accommodation, competition, compromise and collaboration. The avoidance strategy is called
conflict avoidance. Any organization using this method is sitting on a keg of gun-powder. The
accommodation strategy believes that no amount of sacrifice is too much to allow peace to reign.
It is a palliative technique which involves capitulation and appeasement. The competition strategy
involves the survival of the fittest and win-lose method, without taking other party into
consideration. In the compromise strategy, parties to the conflict are willing to give up something
in order to settle the conflictual problem. The last approach is collaboration which is a win-win
approach whereby parties to a conflict are prepared, willing and ready to satisfy each other
demands fully. Except for the collaboration strategy which is reflected in behaviours that are both
cooperative and assertive, all other approaches depend majorly on the structure
of the organization, because they provide a short term solution to conflict situations.
Rahim (2002)12
conflict management involves designing effective strategies to minimize the
dysfunctions of conflict and enhance the constructive functions in order to optimize learning and
effectiveness of an organization. This implies that managing conflict does not necessarily connote
avoidance or termination but the decrease of the odds of non-productive escalation. As such,
conflict management is the method by which organizations and people handle grievances or
disputes so as to find a middle way alternative to increase resolution, work towards consensus and
offer genuine commitment to decision-making. As observed by Uchendu, Anijaobi and Odigwe
(2013), since conflict is inevitable in organizations, its management determines whether it will
generate positive or negative effect on the organizational performance. The timely recognition
and immediate explication of the underlying tension before the conflict issues go out of hand are
germane to effectual management of conflict in the workplace.
Conflict Management in Organisations
Conflict is a form of social interaction and social situation, where interest and activities
of individuals or groups within an organization usually confront each other and prevent
attainment of one party’s objectives. According to Nutt (1998), conflict is expressed in
terms of disagreements among stakeholders about levels of risk, future conditions, core
problems, alternative ways of dealing with problems and criteria for assessing these
alternatives. Choudrie, (2005) is of the view that when people from diverse backgrounds
and experiences work together, conflicts are bound to arise. He found that conflicts are
not productive for organizations and therefore conflict resolution is sought to ensure
peace and understanding. Studies in intra group conflict show that two major types of
conflict impact on organization effectiveness (Ayoko, 2007). Chourdrie (2005) states
that, there are two forms of conflict that exist within work psychology literature and these
11
Thomas, K. (1976). Conflict and Conflict Management. A Handbook of Industrial and Organizational
Psychology.New York, USA: John Wiley and Son. Inc
12
Rahim, M. (2002). Towards a Theory of Managing Organizational Conflict. The International Journal of
Conflict Management, 13(3)

5. are affective and substantive conflict (Guetzkow and Gyr, 1954). According to DeChurch
and Marks (2001) Substantive conflict involves differences of opinion among group
members about the content of the tasks being performed. Thus, this type of conflict
occurs when group members disagree on the recognition and solution to a task problem,
including differences in viewpoints, ideas, and opinions (Jehn, 1995; Rahim, 2002). This
type of conflict has been found to have positive effect on outcomes especially because it
permits members to bring a variety of perspectives on a task (Ayoko, 2007). This, in turn,
provides the opportunity to ask questions, challenge assumptions and to encourage
innovative thinking and creativity (Amason & Schweiger, 1994). Affective conflict on
the other hand deals with interpersonal relationships or incompatibilities not directly
related to achieving group's function (Priem & Price, 1991). Thus relationship between
individuals and is of personal in nature.
Types of Conflict13
So far, it is quite evident that to say that conflict is all good or bad is inappropriate and
naïve. Whether a conflict is good or bad depends on the type of conflict. Specifically, it’s
necessary to differentiate between functional and dysfunctional conflicts.
1. Functional or Constructive Conflict: The interactionist view does not propose that
all conflicts are good. Rather, some conflicts support the goals of the group and
improve its performance; these are functional, constructive forms of conflict. Robbin
(2001) defines functional conflict as the conflict that supports the goals of the group
and improves its (group’s) performance. The argument is that if conflict leads to
normal competition among groups and the groups work harder and produce more, it
is advantageous to the group and the institution. It is viewed as a confrontation
between two ideas, goals and parties that improves employees and organizational
performance. One of the main benefits of constructive conflict is that it gives its
members a chance to identify the problems and see the opportunities.
2. Dysfunctional/Destructive Conflict: There are conflicts that hinder group performance;
these are dysfunctional or destructive forms of conflict. Conflict is inevitable and
desirable in organizations, but when not effectively handled, conflict can tear
relationships apart and, thus, interfere with the exchange of ideas, information and
resources in groups and between departments. Dysfunctional conflict hinders and
prevents organizational goals from being achieved. Dysfunctional conflict usually
hinders organizational performance and leads to decreased productivity. This conflict
orientation is characterized by competing individual interests overriding the overall
interest of the business. Managers withhold information from one another. Employees
sabotage others’ work, either intentionally or through subtle, conflict-motivated
disinterest in team work
13
Kinicki, A. & Kreithner, R. (2008). Organizational Behaviour: Key Concepts, Skills and Best Practice.
New York: The McGraw-Hill Companies

6. The Conflict Process14
Conflict is a process in which one party suggests that its interest are being opposed by
another party. As a role, people see only the observable part of conflict – angry words
and actions of opposition. But this is only a small part of the conflict process (Mcshane
and Glinow, 2008).
The conflict process consists of five stages:
• potential opposition or incompatibility;
• cognition and personalization;
• Intentions;
• Behavior;
• Outcome.
Sources of Conflict15
• Internal Sources: This is so called because they refer to factors which are inherent
within the framework of an organization. Fajana (2000) states that the major prime
factor of internal sources of conflict is the “Opposing interests” of industrial actors.
These “divergent interests” will bring about conflict in attempts by the two parties
in organizations to try to share what Ajibade (2004) calls “industrial cake”. Apart
from the above, it is another statement of fact that there is usually “power
relationship” between the two actors in an industry which no doubt produce
conflict and make such inevitable.
• The External Sources: These are so called because they are outside the four walls
of an organization. It may occur when the third party intervention to industrial
dispute becomes one sided or biased. A good example is where government as the
third and regulatory party tries to formulate policy or enact laws that favour one
party at the detriment of the other. Such may generate conflict
Causes of Conflict16
Specialization: Employees tend to become specialists in a particular job or get a
general knowledge of many tasks. If most employees in an organization are specialists,
it can lead to conflicts because they have little knowledge of each other’s job
responsibilities. For instance, a receptionist at a camera repair store can say that a
camera can be repaired in an hour, even though the repair will take a week. Since the
receptionist does not know much about the technician’s job she should not give an
14
Mcshane, S.L & Glinow, M.A. (2008). Organizational Behaviour. New York: McGraw – Hill Companies
15
Organisational Conflicts:Causes, Effects & Remedies, International Journal of Academic Research In
Economics and Management science, Vol.3(6), 2014, ISSN:2226-3624
16
McShane, S.L. & Von Glinow, M.A. (2003). Organizational Behaviour: Emerging Realities for
Workplace Revolution, Boston: McGraw-Hill

7. unrealistic deadline when the camera will be ready. This situation can lead to conflict
between the receptionist and the technician (skiemman.is/en/ category/view).
Common Resources: In many work situations, we have to share resources. The
scarcer the resource in the organization, the greater the chance for a conflict situation.
Resource scarcity leads to a conflict because each person that needs the same
resources necessarily undermines others who pursue their own goals. Limited
resources may include money, supplies, people or information. For example, The
Redmond Washington based Software Company may dominate several markets, but
its staff members still disagree over limited resources (Mcshare & Glinow, 2008).
Sartorial support computer time can contribute to conflict. Considering the company
that installs a new computer for administrative and research purpose, at first, there is
plenty of computer time and space for both uses. However, as both factions make
more and more use of the computer, access becomes a problem, and conflict may erupt
at this point.
Goal Differences: Very often, the possibility of conflict increases substantially when
departments in the organization have different or incompatible goals. For instance, the
goal of a computer salesperson is to sell many computers as fast as possible. The
manufacturing facility may, however, be unable to meet the sales person’s promises.
In this case, conflict may occur as two persons have different goals.
Interdependence: The possibility of conflict usually has a tendency to increase with
the level of task interdependence. When a person has to depend on someone else to
complete his/her task, it becomes easier to blame a co-worker when something goes
wrong. As a rule, interdependence exists when team members must interest in the
process of work and receive outcomes which depend on the performance of others .
Authority Relationships: In many companies, there is an underlying tension between
managers and employees because most people do not like being told what they have to
do. In many organizations, managers have priviledges (flexible hours, free personal
long-distance calls, and longer breaks). It is observed that very strict managers often
have conflicts with their employees. Sometimes people try to engage in conflict to
increase their power or status in an organization.
Roles and Expectations: A role is a behaviour that is expected from an employee.
Every employee has one or more roles in the organization. These roles include such
elements as job title, description of duties, and agreement between the employee and
the organization. Manager– subordinate conflict can result when the subordinates role
is not clearly determined and each party has a different understanding of that role
(Whitlam & Cameron, 2012).
Jurisdictional Ambiguities: When the lines of responsibility in an organization are
uncertain, then jurisdictional ambiguities appear. Employees have a tendency to pass
unwanted responsibilities to another person when responsibilities are not clearly
stated. Ambiguous goals, jurisdictions, or performance criteria can lead to conflict.
Under such ambiguity, the formal and informal rules that govern interaction break
down. Ambiguous jurisdictions are often revealed when new programmes are

8. introduced. This is a common occurrence in universities. Ambiguous performance
criteria are a frequent cause of conflict between superiors and subordinates.
Effects of Conflict
Conflict may occur between two individuals, as in the case of superior versus
subordinate, between heads of department, etc. Groups may be drawn into conflict with
each other on the basis of performance, importance to particular groups and, in general,
union – management rivalries. Conflict can also occur within an individual as in
situations of dilemma of choice, vividly characterized by phrases such as “between the
devil and the deep blue sea” or caught on the horns of dilemma. For example, a personel
manager may be quite undecided about how to deal with a conflict (with workers, union)
that is likely to result in work stoppage and loss of productivity.
1. Psychological Responses
- Inattentiveness to other things.
- Lack of interest in work
- Job dissatisfaction
- Work anxiety
- Estrangement or alienation from others
- Frustration
2. Behavioural Responses
- Excessive smoking.
- Alcoholism
- Under eating or over eating
- Aggression towards others or work sabotage
- Decreased communication
- Resisting influence attempts.
3. Physiological Responses
- Peptic ulcers
- Respiratory problems such as asthma
- Hypertension
- Headaches
- Coronary problems.
Benefits of Conflict17
• Motivates individuals to do better and work harder. One’s talents and abilities come
to the forefront in a conflict situation.
17
Organisational Conflicts:Causes, Effects & Remedies, International Journal of Academic Research In
Economics and Management science, Vol.3(6), 2014, ISSN:2226-3624

9. • Satisfies certain psychological needs like dominance, aggression, esteem and ego,
and thereby provides an opportunity for constructive use and release of aggressive
urges.
• Provides creative and innovative ideas. For example, employee benefits of the
present day are an outcome of the union-management conflict over the past decades.
• Adds variety to one’s organizational life, otherwise work life would be dull and
boring.
• Facilitates an understanding of the problems, people have with one another and leads
to better coordination among individuals and departments, in addition to
strengthening intra-group relationship.
• Inspire creativity:- fortunately, some organizations view conflict as an opportunity
for finding creative solutions to problems. Conflict can inspire members to
brainstorm, while examining problems from various perspectives.
• Share and Respect Opinions:- As organization members work together to solve
conflict, they are more willing to share their opinions with other members of the
group. Conflict can also cause members to actively listen to each other as they work
to accomplish the organizational goals.
• Improve future communication:- Conflict can bring group members together and
help them learn more about each other. From learning each other’s opinion on topics
relevant to the organization’s growth to understanding each member’s preferred
communication styles, conflict within an organization can give members the tools
necessary to easily solve conflicts in the future.
Conflict Resolution Skills18
1) Quick Stress Relief: Stress is an individual’s adaptive response to a situation which
is challenging or threatening. The researcher, Han Segal, found out that people have a
fairly consistent psychological response to stressful situations. This response was
called “general adaptation syndrome”. It provides an autonomic defense system
which helps to cope with environmental demands.
2) Emotional Awareness: Emotional awareness is very useful for understanding
yourself and others. If a person doesn’t know how he feels in a certain way, he/she
will not have effective and productive communication.
3) Non-Verbal Communication: Non-Verbal communication plays a big role in
conflict resolution as during the conflict process the most important information is
exchanged in a non-verbal way. The elements of non-verbal communication are
emotionally-driven facial expressions, posture, gesture, pace tone and intensity of
voice. The most important communication is wordless because sometimes words
cannot reflect all the issues. In the middle of a conflict it is useful to pay attention to
the other person’s non-verbal signals. It may help to figure out what the other party is
18
Kazan, M.K. & Ergin, C. (1999). The Influence of Intra-cultural Value Difference on Conflict
Management Practices, International Journal of Conflict Management. Vol. 10, (3): 249-267.

10. really saying and to respond in the right way to build trust, and get to the root of the
problem (Segel and Smith, 2011).
4) Non-Violence: Conflict resolution promotes the use of non-violence techniques
wherever possible. Based on the argument that violence is generally unethical and
ineffective, conflict resolution techniques seek to highlight and create non-violent
options for dealing with conflict. While acknowledging that the use of force cannot
always be avoided, it is argued from a conflict resolution perspective that by
increasing the acceptance of non-violent methods for dealing with conflict and
training people in these skills, a great proportion of conflict can be more effectively
addressed without violence (Galturg, 1996).
5) Respect for Diversity in Views and Perspective: One of the fundamental tenets of
conflict resolution is that the parties in the conflict need to respect and understand
each other’s needs and perspectives. This is not only understanding and respecting
people that you agree with, but also attempting to understand and respect people that
you disagree with, and respecting their right to disagree (Kazan & Ergin, 1999;
Bodtker & Jameson, 2001).
6) Respect for All: From a conflict resolution perspective, conflicts can and must be
resolved by taking into account the needs of the people affected by the conflict. In
other words, for a solution to be lasting, it must meet the needs of all those involved
in the conflict. A solution in which one party’s needs are met at the expense of the
needs of the other party, is neither just nor likely to last for a long time (Bodtker &
Jameson, 2001; Kazan & Ergin, 1999).
7) Participation and Empowerment: Conflict resolution is based on the view that
people have a right and an obligation to participate in decisions that affect their lives.
As such conflict resolution stresses that people are most likely to achieve their own
goals and have rewarding relationships when they co-operate. In the same vein,
society will be more productive. This means that when in conflict, people should
consider each other as allies in helping to create a solution to a common problem
rather than enemies who are to be defeated (Hughes, 1993).
Conclusion
The study investigated the impact of conflict management on organizational performance in a
reforming and developing economy. Review of literature provided strong evidence of integrative
conflict management strategies and their relationship with organizational performance. The
present study empirically reinforced the results of previous studies with regard to the link
between workplace conflict management and business performance. The study also highlighted
the importance of integrative conflict management as a technique of changing from the
destructive status of conflict situation to constructive handling of conflicts in the enhancement of
organizational performance in the workplace. However, the present study is not without some
limitations as the scope of the research centered mainly on the manufacturing industry. The
restrictive nature of the study to a single manufacturing firm and the small size of the sample
used, pose a threat to the generalizability of the findings and may make them not applicable to

11. other sectoral industries. Despite these limitations, the study has made an important contribution
to the understanding of the relationship between workplace conflict management and
organizational performance.
Recommendations
Arising from the findings and conclusion of this study, the following are herewith
recommended for organizations:
(i) organizations should make adequate room for decision making;
(ii) for proper running and optimum productivity, staff welfare should be taken into
consideration;
(iii) to avoid rumour mongering organizations should evolve a proper system of
information dissemination to all and sundry;
(iv) managers should learn to practice delegation of authority to members of staff in the
lower cadre;
(v) participatory, rather than autocratic style of management, should be encouraged by
organizations;
(vi) there should be adequate interaction and dialogue in conflict resolution;
(vii) competition for supremacy should not be the priority of the staff of organizations but
rather working together in peace and unity to achieve a common goal for the good of the
organizations
(viii) Training workshops should be organized for staff of organizations on conflict
resolution procedure
References
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• Ikeda, A., Veludo, O., & Campomar, M. (2005). Organisational Conflicts Perceived by Marketing
Executives. Electronic Journal of Business and Organisational Studies, 10(1), 22-28
• Hotepo, O., Asokere, A. Abdul-Azeez, I., & Ajemuigbolohun, S. (2010). Empirical Study of the
Effect of Conflict on Organisational Performance in Nigeria. Business and Economic Journal, 15,
1
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Evaluative Study. Australian Journal of Business and Management Research, 1(5), 44-49
• Tsevendorj, O. (2008). Conflict Resolution: A basis for Effective Conflict Management of Banks
in Baquio City
• Ogunbameru, O. (2006). Organizational Dynamics, Ibadan. Spectrum Book Publishers
• Albert, I. (2001). Introduction to Thirty Party Intervention in Community Conflict. Ibadan: John
Arches Publisher
• Uchendu, C., Anijaobi, F., & Odigwe, F. (2013). Conflict Management and Organisational
Performance in Secondary Schools in Cross Rivers State. Nigeria Research Journal in
Organisational Psychology and Educational Studies, 2(2), 67-71
• Kazimoto, P. (2013). Analysis of Conflict Management and Leadership for Organizational
Change. International Journal of Research in Social Sciences, 3(1), 16-25
• Akanji, I. (2005). Perspectives in Workplace Conflict Management and New Approaches for the
Twenty first Century. In Albert I.O (Ed.), Perspective on Peace and Conflict in Africa: Essays in
Honour of Gen. Abdusalam Abubakar, Ibadan: John Arches Publishers

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Management Practices, International Journal of Conflict Management. Vol. 10, (3): 249-267.