Conflict Management Styles

A Study on Conflict Management Styles
Of Banking Sector Employees
DISSERTATION SUBMITTED TO THE SIKSHA O ANUSANDHAN UNIVERSITY
IN PARTIAL
FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
By
Nawaz Alli Khan
( Registration Number:- 1561301026 )
Under the Guidance of
Dr. Soumya Mishra
(Faculty)
Institute of Business & Computer Studies
(Faculty of Management Sciences)
Siksha ‘O’ Anusandhan University
Ghatikia, Kalinga Nagar, SUM Hospital Road
Bhubaneswar
2017

Prof. Soumya Mishra
Professor/ Asst. Professor / Lecturer
IBCS, SOA University
Certificate
This is to certify that Mr. Nawaz Alli Khan, having Regd No:- 1561301026 has done this research project
work on “A STUDY ON Conflict Management Style of Banking Sector Employees” and submitted the report in
partial fulfillment for the degree of Master of Business Administration to IBCS, SOA University, Bhubaneswar
under my supervision and guidance.
His report is the record of original work done by him. To the best of my knowledge, no part of the
content of this report has been submitted for any degree by him or anybody else to any other University or
Institution.
Place:Bhubaneswar Dr. Soumya Mishra
Date: Project Guide

Student Declaration
I, Nawaz Alli Khan hereby declare that this Project Report entitled “A STUDY ON Conflict Management Style of
Banking Sector Employees” is the result of my own efforts which I have undergone as a part of the curriculum
in MASTER IN BUSINESS ADMINISTRATION from INSTITUTE OF BUSINESS & COMPUTER STUDIES, SOA
University Bhubaneswar. It is an original work done by me under the guidance of my Internal guide Prof.
Soumya Mishra. All information provided in this report is genuine.
Place:Bhubaneswar Nawaz Alli Khan
Date: RegdNo:- 1561301026

Acknowledgement
I express my appreciation and thanks to all those with whom I have had the opportunity to work with and
whose thoughts & insights have helped me in furthering my knowledge and understanding of the subject.
Every page of this report reminds me about the moral support and guidance that was bestowed upon me by
my esteemed Guide, professors, friends and family members throughout the duration of the project.
This has been one long project and naturally many people get associated with it. Any bouquet for the merit in
this book should go to their door. I would like to thanks Prof. Soumya Mishra for her co-operation in providing
me with all the information, which were required by me.
Place:Bhubaneswar Nawaz Alli Khan
Date: RegdNo:- 1561301026

Abstract of the Report
In this report I have explained about Conflict, Its Reasons, Its Management& Its Styles of
Management. Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but
it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track
the organizational signals which point to their existence.
If we do not react duly, this can lead to the situation that the conflict itself manages the organization.
One of the more important determinants of productivity, efficiency and performance, and finally job
contentment is also the conflict as an independent variable of organizational behavior. By systematic
research of organizational behavior I want to make a positive influence on dependent variables, but first I
have to understand and get a good insight into individual elements of organizational behavior. By this paper
I want to brighten the meaning of conflict on the organization, the conflict process and possible conflict
management styles.
I will show the relationship between the level of conflict and the impact on the organiational
performance. The here mentioned facts are also tested on the research of conflict management styles,
which are used by the employees in the four monitored Slavonija-Baranja organizations, and we will also
present their view on conflict and how much does the same have influence on successful course of business
of their organization.
TABLE OF CONTENT
Sl. No. Chapter No. Contents Page No

1 Chapter 01 Introduction 1-4
Objective of the study 4
Research Methodology 5
Relevance of Study 6
Importance Of Study 6-7
Limitations 7
Chapter 02 Literature Review 8-10
Chapter 03 Theoretical Background 11-14
Chapter 04 Data Analysis & Interpretation 15-34
Chapter 05 Summary & Conclusion 35-38
Questionnaire
Chapter 1
INTRODUCTION
Of
DISTRIBUTION CHANNELS

INTRODUCTION
Conflict is a fact of life. Although many people think only of its ugly or unfortunate results,
some conflict is actually necessary and good. It all depends on how a particular conflict is
handled.
Conflict: - It is usually found in an individualistic culture, in which competition and
individual achievement is stressed over interdependence. Conflict can be defined as
interference between individuals or groups of people who have differing aims, values,
expectations, purposes, etc
Conflict management: - It is the practice of being able to identify and handle conflicts
sensibly, fairly, and efficiently. Since conflicts in a business are a natural part of the
workplace, it is important that there are people who understand conflicts and know how to
resolve them. This is important in today's market more than ever. Everyone is striving to
show how valuable they are to the company they work for and at times, this can lead to
disputes with other members of the team.
Conflict management Styles: - Conflicts happen. How an employee responds and
resolves conflict will limit or enable that employee's success. There are basically 5 types of
conflict management styles, which are widely followed by every manger and leader,
wherever conflict takes place.
What is Conflict?
“A process that begins when one party perceives that another party has negatively affected,
or is about to negatively affects something that first cares about.”
“Conflict occurs when there are two or more competing responses to a single event.”
“Is a process that begins when one party perceives that has negatively affected, or is about
to negatively affect, something that the first party cares about.”

Conflicts must be perceived by the parties to it; whether or not conflict exists is a perception
issue. If no one is aware of a conflict, then it is generally agreed that no conflict exist.
Conflict can be a serious problem in an organization. It can create chaotic conditions that
make it nearly impossible for employees to work together on the other hand; conflict also
has a well known positive side.
What is conflict management?
Conflict may be defined as a struggle or contest between people with opposing needs,
ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of
conflict are not predetermined. Conflict might escalate and lead to non-productivity & lead
to low quality final products.
Therefore, learning to manage conflict is integral to a high team. Although very few people
go looking for conflict, more often than not, conflict results because of miscommunication
between people with regard to their needs, ideas, beliefs, goals, or values.
Conflict management is the principle that all conflicts cannot necessarily be resolved, but
learning how to manage conflicts can decrease the odds of Conflict management involves
acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict
communication skills, and establishing a structure for management of conflict in your
environment.
Some Conflicts they face while executing a task:
a) Role conflict
b) Conflict in Selection of Ideas
c) Conflict in resource scarcity
WAYS PEOPLE DEAL WITH CONFLICT
Physiologically we respond to conflict in one of two ways “get away from the conflict” or we
are ready to “take on anyone who comes our way.” Think for a moment about when you are
in conflict. Do leave or do you want to fight when a conflict presents itself? Neither
Physiological response is good nor bad it’s personal response. What is important to learn,
regardless of our initial physiological response to conflict, is that we should intentionally
choose our response to conflict. Whether we feel like we want to fight or flee when a
conflict arises, we can deliberately choose a conflict mode. By consciously choosing a
conflict mode instead of to conflict, we are more likely to productively the problem at hand.
There is no one best way to deal with conflict. It depends on the current situation. Here are
the major ways that people use to

The Turtle (WITHDRAWING)
Turtles withdraw into their shells to avoid conflicts. They give up their personal goals and
relationships. They stay away from the issues over which the conflict is taking place and
from the persons they are in conflict with. Turtles believe it is hopeless to try and resolve
conflicts. They feel helpless. They believe it is easier to withdraw (physically and
psychologically) from a conflict than to face it.
The Shark(FORCING)
Sharks try to overpower opponents by forcing them to accept their solutions to the conflict.
Their goals are highly important to them and relationships of minor importance. They seek
to achieve their goals at all
costs. They are not concerned with the needs of others like or accept them. Sharks assume
that conflicts are either won or lost and they want to be the winner. This gives them a sense
of pride and achievement. Losing gives them a sense of weakness, inadequacy and failure
They try and win by attacking overpowering, overwhelming and intimidating others.
The Teddy Bear(SMOOTHING)
To teddy bears the relationship is of great importance while their own goals are of little
importance. Teddies want to be accepted and liked by other people. They think that conflict
should be avoided in favor of harmony and that people cannot discuss conflicts without
damaging relationships. They are Afraid that if a conflict continues, someone will get hurt
and that could ruin the relationship. They give up their goals to preserve the relationship.
They like to smooth things over.
The Fox (COMPROMISING)
Foxes are moderately concerned with their own goals and their relationships with others.
They give up part of their own goals and persuade others in a conflict to give up part of
theirs. They seek a conflict solution in which both sides gain something - the middle ground
between two extreme positions. They compromise; they will give up a part of their goal and
relationship in order to find agreement for the common good.

OBJECTIVES OF STUDY
The objective with the research made in this dissertation is to explore the conflict
management area further. Many project managers in different organizations are spending a
lot of time on managing conflicts, time that could have been spent on adding value to the
company. Developing an approach to conflicts that makes the solving process more efficient
gives the project manager and the project team a bigger possibility to meet the project
requirements. This report will also benefit the author in the means of new knowledge within
conflict management, both on a professional level and in ordinary life.
1. The main objective of the study is to find strategies followed in 3 reputed
concerns.
2. Find out the strategies used by the employees widely to tackle a Situation.
3. Other objectives of the study are comparing the strategies used by
employees as Dominant Style & as a Back-Up Style.
4. Suggesting ways to the conflict resolution handle the conflict efficiently.
5. How employees behave towards conflict & how they react about it.
RESEARCH METHODOLOGY
This part of study defines all the process of data collection. When it comes to data
collection, there are two methods in general used by researcher to collect data; primary and
secondary method. Here for this project primary data will be collected. The instrument
which will be used for the collection of primary data is a questionnaire. The data will be
collected from the Employees using the personal-contact approach.
A questionnaire is an effective tool to gather data, such as opinions and attitudes, and
analyze employee behavior. For this investigation, a survey questionnaire is designed.
The survey questionnaire includes the general information of the employee in the first part.
Secondly it includes the questions that an employee faced within himself while dealing with
a situation. Through this questionnaire we could also know the various styles of conflict
management that are broadly used by employees.

Researchdesign:
A research design is basic collection of data and analysis of the data. The research design
adopted here is
Random Sampling:
Random Sampling, as their name implies, are the samples are taken randomly to describe
(Conflict Resolution Strategies)
Sampling plan:
Data : Primary data
Researcher design : Survey method
Researcher instrument: Questionnaire
Method of contact : Personal / E-mail / Telephonic
Sampling method: Random Sampling
Sample Size: - 100
Sampling Unit: The Employees of Five Different Banks.
RELEVANCE OF STUDY
A conflict arises when individuals have varied interests, opinions and thought processes and
is just not willing to compromise with each other. It is always wise to adjust to some extent
and try to find a solution to the problem rather than cribbing and fighting. Conflicts and
disagreements only lead to negativity and things never reach a conclusion. It only adds on to
the tensions and makes life hell. It actually leaves you drained and spoils your reputation.
Every individual should try his level best to avoid conflict at the first place rather than
resolving it later. Precautions must be taken at the right time to avoid a conflict.
a) Imagine yourself constantly fighting with your fellow worker. Would you ever feel
going to office?

b) Conflict management goes a long way in strengthening the bond among the
employees and half of the problems automatically disappear.
c) Conflict management also plays an important role in our personal lives. Conflict
management helps to find a middle way, an alternative to any problem and
successful implementation of the idea.
d) Conflict Management is very important because it is always wise to prevent a fight at
the first place rather than facing its negative consequences.
IMPORTANCE OF STUDY
The issues resulting in a conflict must be controlled at the right time to
prevent the eruption of a big fight. Conflict management plays an important role
everywhere, at work places and even in our personal lives. Fighting never makes anyone
happy and actually makes one’s life miserable.
No organization runs for charity, it has to make money to survive well. Employees must give
their hundred percent at work to ensure the maximum productivity. Nothing productive will
ever come out if the employees are constantly engaged in fighting and criticizing others.
Conflict management plays a very important role at workplaces to prevent conflicts and for
the employees to concentrate on their work.
The team leaders must ensure that the roles and responsibilities of each and every
employee are clearly passed on to them. Employees should be de-motivated to interfere in
each other’s work. Employees waste half of their time and energy in fighting with others
and find it very difficult to work which they are actually supposed to do. An individual must
enjoy his work; otherwise he would never be able to give his best.
Conflict management goes a long way in strengthening the bond among the employees
and half of the problems automatically disappear. Individuals must feel motivated at work
and find every single day exciting and challenging. Before implementing any idea, it must be
discussed with everyone and no one should ever feel ignored or left out. This way, every
employee feels indispensable for the office and he strives hard to live up to the expectations
of his fellow workers and in a way contributing to the organization in his best possible way.
Conflict management avoids conflicts to a great extent and thus also reduces the stress and
tensions of the employees. No one likes to carry his tensions back home and if you fight with
your colleagues and other people, you are bound to feel uncomfortable and restless even at
home.
Conflict management also plays an important role in our personal lives. Tussles and fights
spoil relationships and only increase our list of enemies. Everyone needs friends who will
stand by us when we need them. Conflict must be avoided at homes as it spoils the
ambience and spreads negativity. Individuals tend to disrespect others as a result of

conflicts. Conflict management prevents fall out between family members, friends, relatives
and makes life peaceful and stress free. Blame game never helps anyone, instead it makes
life miserable. No idea can ever be implemented if the individuals fight among themselves.
Conflict management helps to find a middle way, an alternative to any problem and
successful implementation of the idea. Problems must be addressed at the right time to
prevent conflict and its adverse effects at a later stage. Through conflict management skills,
an individual explores all the possible reasons to worry which might later lead to a big
problem and tries to resolve it as soon as possible.
Conflict Management is very important because it is always wise to prevent a fight at the
first place rather than facing its negative consequences. Stress disappears, people feel
motivated, happy and the world definitely becomes a much better place to stay as a result
of conflict management.
LIMITATIONS
The Limitation of this study is that the samples are taken randomly,
and human behavior sometimes changed according to situation. So the data that has been
collected from the survey are from the 100 employees from five different banks. Who are
the permanent employees of the bank. So they may give the answers by imagining the
situation.
Conflict resolution can sometimes mean that one person wins and gets her
way, leaving the other to feel defeated. The "loser" in these situations may feel that the
other person emerged victorious due to her favored status, especially if the conflict
mediator was forced to choose one point of view over the other. The defeated employee
may harbor resentments against the winner, the mediator or even the company, that may
never go away.
If the chosen conflict resolution technique involves extensive questioning by the mediator,
the parties involved may feel that they are being interrogated and that the mediator is
invading their privacy. The employees may be forced to divulge sensitive or personal
information they would rather not to make public. If the information is used to provide an
unfavorable resolution to an employee, he might feel that he was manipulated by the
mediator, resulting in a permanent lack of trust.

LITERATURE REVIEW
According to a study conducted by Etty Liberman, Yael Foux Levy and Pertz Segal (2009), it
has been accepted that there is a notion that an internal Conflict Management System for
workplace disputes must be designed to promote a positive work environment. This article
discusses the design and implementation of Conflict Management System for an Israeli
municipality. It assesses how effective the Conflict Management System has been from the
perspective of users on improving interpersonal relationships and creating a positive
workplace atmosphere. Linda L. Putnam (2007), discussed on organizational conflict
management
systems - the early dispute models such as Adjudication and Arbitration which are replaced
by the Non-union environments characterized by team-based work systems, co-operative
partnerships and joint ventures, participatory and collaborative management systems.
In a study made by Steve Alper, dean Tjosvold, Kenneth S.Law, (2000), it was discussed that
co-operative approach to conflict leads to conflict efficacy that in turn results in effective
performance as measured by managers.
Michael.R (1989) quotes in a study on Conflict management and organizational
development, that personal relations in an organization depends on four general forms such
as, i) Power and dependency ii) Negotiating iii) Instrumental, and iv) Socioemotional
aspects.
Dean Tjosvold (2007) states that co-operative relationships exist in an organization when
skills to discuss diverse and conflicting views open-mindedly, combine energy, ideas and
knowledge of diverse people in an highly constructive manner takes place.
In various studies conducted by Carten K.W.De Dreu (2007) and many researchers, it is
discussed that workplace conflict is quite desirable, should be welcomed and, where
possible, stimulated Pondy (1992). In fact, this is exactly what Van de Vliert and De Dreu
(1994) suggested some time ago: ‗In overly harmonious or protest-repressive situations,
therefore, encouragement and intensification rather than prevention and mitigation of
conflict may often be recommended.
George and Jones (2005) note in a book the view on conflict, although unavoidable, it can
often increase organizational performance, if it is carefully managed and negotiated.
The major finding of the study by Jose M.Guerra, Ines Martinez, Lourdes Munduate and
Francisco J. Medina (2005) is that the role of organizational culture is more in influencing
the nature of conflicts that occur in the workplace. It is found that Task conflicts take place

in private organizations with a high goal oriented culture compared to public organizations
with a low goal oriented culture.
Angela I. Greenwald (2007), the major findings were quite attention drawing. The study is to
investigate the degree to which the Six Sigma leadership training program prepares leaders
to resolve organization conflict, a major source of stressrelated illness. A qualitative case
study approach was utilized. Twenty-three Black Belt leaders in three Six Sigma roles of one
Fortune 100 company were interviewed from five strategic business units to determine if
improvements may be made to reduce unresolved conflict and enhance leader
effectiveness. Leaders reported to be ill equipped to manage conflict, negatively impacting
productivity, rendering them less effective and unable to meet personal and organizational
goals. The results confirmed that no training in the area of conflict resolution was included
in the curriculum. To compensate, the leaders sought training outside of the curriculum,
ignored conflicts, or worked alone. Adequate recognition, a supportive leader and peer
network, judicious project selection and a conflict-receptive culture were positive
influences. Recommendations for promoting positive social change by reduction of harmful
workplace conflict include conflict resolution training, the initiation of a peer network,
clearer role definition, and more thorough project selection.
According to Ruth Sirman (2008), Collaborative Leadership is a sound solution to complex
problems at workplace. The study explains the Management style that was ripe for conflict.
Collaborative leadership changes the dynamics and re-establishing a functional workplace,
assessing the damage, soliciting inputs from employees, having a collaborative plan and
moving beyond the politics of work.
Patrick Lencoini (2008) stated five critical success factors to build trust among the team
members at workplace. By building trust conflicts can be managed in a constructive and
productive manner.
Conflict resolution when attempted by those in a position to make decisions on behalf of
states and/or nations, and/or by a third party neutral, is put forward as ‘an intervention that
attempts to change the course of history.’ Added to this, lessons from history and past
interventions, it is argued, need to be evaluated as to the how and why the intervention
produced the results that it did,(Stern & Druckman, 2000, p. 33).
Dixon undertaking research into Democracy and International Conflict concludes that, “The
empirical results show that democracy does carry the systematic positive influence on the
probability of conflict management expected of it,”(Dixon, 1993, pp. pp 42-68). Dixon
further states that using the benchmarking as to what constitutes a democracy, indicating
degrees of weakness or strength, and a requirement of a population of one million plus by
the mid 1980s, his sample encompasses 264 post-war disputes with a total of 718 phases.
45% of these required the management efforts and interventions of some third party,
(Dixon, 1993, p. 51).
The research of Dixon is supported by Mitchell. Conflict resolution is identified as having
significantly greater potential for success within democratic states and systems through the

empirical analysis of Mitchell. Mitchell’s research has indicated that as the proportion of
democratic states within the international system increases, and becomes the ‘norm,’ the
potential effectiveness of third party intervention is increased. She supports this argument
in respect to success by the United States and Great Britain in establishing this
‘norm.’(Mitchell, 2002, pp. pp 749-759).
Chapter

3
Theoretical
Background
THEORETICAL BACKGROUND
Conflicts are conceptualized as consisting of sub issues, and a sense of
reasonable compromise aids resolution despite a confrontational style. In the harmony
model, conflict management starts with the minimization of conflict in organizations
through norms stressing observance of mutual obligations and status orderings. Conflicts
are defined in their totality, and resolution is aided by avoidance and an accommodative
style. Less emphasis is placed on procedural justice, as on maintenance of face of self and
others. Third parties are used extensively, and their role is more intrusive.
In the regulative model, bureaucratic means are used extensively to minimize conflicts or to
aid avoidance. Conflicts get defined in terms of general principles, and third party roles are
formalized. The implications of the differences among the three models for conflict
resolution across cultures and for future research are discussed.

STRATEGIES FOR CONFLICT MANAGEMENT
Larson and Gray’s list of five strategies for managing dysfunctional conflict provides a good
summary of approaches.
Mediation:
The goal is to identify multiple possible alternatives and to mutually select one that is
acceptable to all involved parties and in the interest of project objectives.
Arbitration:
This strategy requires the project manager to provide a safe and productive opportunity for
the conflicted parties. After careful attention and fully listening to each party, the project
manager should formulate, define, and provide a solution to the parties. This strategy is
based on the forcing approach to conflict described earlier. Arbitration can often effectively
combined with mediation by forcing an initial conflict solution and then allowing the parties
to negotiate to a more mutually acceptable alternative to air their disagreements.
Control:
Based on the smoothing approach described earlier, this strategy seeks to bring tension and
emotions down to a level at which productive discussion and negotiation can occur. Humour
is often an effective tool, as well as the use of temporary breaks or time time-outs in the
discussions between conflicted parties.
Acceptance:
The decision can be made that the conflict consequences are negligible relative to project
objectives and, therefore, require no action. This strategy carries significant risk of later
escalation and should be combined with specific plans for monitoring the situation to
ensure that the conflict remains at an acceptable level.
Elimination:

Finally, the elimination strategy is reserved for those conflicts that have become so
dysfunctional that the project can no longer tolerate any impacts from them. Often a last
resort, elimination involves the removal of the conflicted parties from involvement with the
project.
What factors can affect our conflict modes?
· Gender
· Self-concept
· Expectations
· Situation
· Position (Power)
· Practice
· Determining the best mode
· Communication skills
· Life experiences
How do people respond to conflict? Fight or Flight?
Physiologically we respond to conflict in one of two ways “get away from the conflict” or we
are ready to “take on anyone who comes our way.” Think for a moment about when you are
in conflict. Do leave or do you want to fight when a conflict presents itself? Neither
physiological response is good nor bad it personal response. What is important to learn,
regardless of our initial physiological response to conflict, is
That we should intentionally choose our response to conflict. Whether we feel like we want
to fight or flee when a
a) Accommodating
b) Avoiding
c) Collaborating
d) Competing
e) Compromising
Accommodating
An accommodating manager is one who cooperates to a high degree. This may be at
the manager's own expense and actually work against that manager's own goals,
objectives, and desired outcomes. This approach is effective when the other person is
the expert or has a better solution

Avoiding
Avoiding an issue is one way a manager might attempt to resolve conflict. This type of
conflict style does not help the other staff members reach their goals and does not help
the manager who is avoiding the issue and cannot assertively pursue his or her own
goals. However, this works well when the issue is trivial or when the manager has no
chance of winning.
Collaborating
Collaborating managers become partners or pair up with each other to achieve both of their
goals in this style. This is how managers break free of the win-lose paradigm and seek the
win-win. This can be effective for complex scenarios where managers need to find a novel
solution.
Competing
This is the win-lose approach. A manager is acting in a very assertive way to achieve his or
her own goals without seeking to cooperate with other employees, and it may be at the
expense of those other employees. This approach may be appropriate for emergencies
when time is of the essence.
Compromising
This is a lose-lose scenario where neither person nor manager really achieves what they
want. This requires a moderate level of assertiveness and cooperation. It may be
appropriate for scenarios where you need a temporary solution or where both sides have
equally important goals.

Chapter
4
Data Analysis
&
Interpretation

66%
34%
Gender
Male
Female
DATA ANALYSIS AND INTERPRETATION
Table:-1
Analysis:-
So above Table showsthatfrom100 samples66 Employeeswere malewhere 34were female,who
participatedinthissurvey.
Interpretation:-
The graph representsthe genderdetail of the Employees,whichshowsthatmostof the employees
are male(66%) amongthe collecteddata.
GENDER
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Male 66 66.0 66.0 66.0
Female 34 34.0 34.0 100.0
Total 100 100.0 100.0

11%
37%
31%
17%
4%
Age
<25 Years
25-30 Years
30-35 Years
35-40 Years
40-45 Years
Table:-2
Analysis:-
The table representsthe age of the employees fromwhomthe datahasbeencollected.
Interpretation:-
The graph represents age groupof employeeswhichhasbeendividedin5categoriesof age.
AGE
Frequency Percent Valid Percent Cumulative
Percent
Valid
<25 Years 11 11.0 11.0 11.0
25-30 Years 37 37.0 37.0 48.0
30-35 Years 31 31.0 31.0 79.0
35-40 Years 17 17.0 17.0 96.0
40-45 Years 4 4.0 4.0 100.0
Total 100 100.0 100.0

23%
19%
27%
19%
12%
A
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-3
Analysis:-
This chart shows how the samples argue their cases with peers, colleagues and co-workers to
demonstrate the merits of the position they take.
Interpretation:-
More than 27% of samples have sometimes argue their cases with peers, colleagues and co-
workers thatwhere 12%of rarelydothis to demonstrate the merits of the position they take.
A
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Always 23 23.0 23.0 23.0
Very Often 19 19.0 19.0 42.0
Sometimes 27 27.0 27.0 69.0
Not Very
Often
19 19.0 19.0 88.0
Rarely 12 12.0 12.0 100.0
Total 100 100.0 100.0

16%
21%
31%
14%
18%
B
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-4
Analysis:-
This chart shows how the employees try to reach compromises through negotiation.
Interpretation:-
So above pie chart shows that a major chunk of employees (31%) try to reach compromises through
negotiation.
B
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Always 16 16.0 16.0 16.0
Very Often 21 21.0 21.0 37.0
Sometimes 31 31.0 31.0 68.0
Not Very
Often
14 14.0 14.0 82.0
Rarely 18 18.0 18.0 100.0
Total 100 100.0 100.0

19%
23%
28%
23%
7%
C
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-5
C
Percent
Valid
Always 19 19.0 19.0 19.0
Very Often 23 23.0 23.0 42.0
Sometimes 28 28.0 28.0 70.0
Not Very Often 23 23.0 23.0 93.0
Rarely 7 7.0 7.0 100.0
Total 100 100.0 100.0
Analysis:-
This chart shows how employees try to attempt to meet the expectation of others.
Interpretation:-
So above pie chart shows that 28% of sampled employees try to meet the expectation of others
sometimesbut19%employeesalwaysdothat.Where 7% of the employeesrarelydoit.

17%
25%
19%
21%
18%
D
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-6
Analysis:-
Above table shows that how employees seek to investigate issues with others in order to find
solutions that are mutually acceptable.
Interpretation:-
Above pie chart shows 17% employees always employees seek to investigate issues with others in
order to find solutions that are mutually acceptable. Where 19% of the employees rarely do it.
Table:-7
D
Frequency Percent
Valid
Percent
Cumulative
Percent
Valid Always 17 17.0 17.0 17.0
Very Often 25 25.0 25.0 42.0
Sometimes 19 19.0 19.0 61.0
Not Very
Often
21 21.0 21.0 82.0
Rarely 18 18.0 18.0 100.0
Total 100 100.0 100.0

13%
25%
20%
22%
20%
E
Always
Very Often
Sometimes
Not Very Often
Rarely
E
Percent
Valid
Always 13 13.0 13.0 13.0
Very Often 25 25.0 25.0 38.0
Sometimes 20 20.0 20.0 58.0
Not Very Often 22 22.0 22.0 80.0
Rarely 20 20.0 20.0 100.0
Total 100 100.0 100.0
Analysis:-
Above table shows that employees became firm in resolve when it comes to defending their side of
the issue.
Interpretation:-
Above pie chart shows 13% of total sample became firm in resolve when it comes to defending their
side of the issue.

16%
16%
27%
24%
17%
F
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-8
Analysis:-
Above table shows that they try to avoid being singled out, keeping conflict with others to
themselves.
Interpretation:-
Above pie chart shows 27% employees sometimes try to avoid being singled out, keeping conflict
with others to themselves, whereas 24% not very often do that.
F
Percent
Valid
Always 16 16.0 16.0 16.0
Very Often 16 16.0 16.0 32.0
Sometimes 27 27.0 27.0 59.0
Not Very Often 24 24.0 24.0 83.0
Rarely 17 17.0 17.0 100.0
Total 100 100.0 100.0

12%
17%
26%
27%
18%
G
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-9
Analysis:-
Above table shows that employees uphold their solutions to problems.
Interpretation:-
Above pie chart shows 26% employees sometimes uphold their solutions to problems, where 12%
always do that.
G
Percent
Valid
Always 12 12.0 12.0 12.0
Very Often 17 17.0 17.0 29.0
Sometimes 26 26.0 26.0 55.0
Not Very Often 27 27.0 27.0 82.0
Rarely 18 18.0 18.0 100.0
Total 100 100.0 100.0

18%
23%
29%
16%
14%
H
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-10
H
Percent
Valid
Always 18 18.0 18.0 18.0
Very Often 23 23.0 23.0 41.0
Sometimes 29 29.0 29.0 70.0
Not Very Often 16 16.0 16.0 86.0
Rarely 14 14.0 14.0 100.0
Total 100 100.0 100.0
Analysis:-
Above table shows that how employees compromise in order to reach solutions.
Interpretation:-
Above pie chartshows29% people sometimes compromise in order to reach solutions.

13%
20%
35%
15%
17%
I
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-11
I
Percent
Valid
Always 13 13.0 13.0 13.0
Very Often 20 20.0 20.0 33.0
Sometimes 35 35.0 35.0 68.0
Not Very Often 15 15.0 15.0 83.0
Rarely 17 17.0 17.0 100.0
Total 100 100.0 100.0
Analysis:-
Above table shows that employees trade important information with others so that problems can
be solved together.
Interpretation:-
Above pie chart shows a major chunk of 35 % employees of the sample sometimes trade important
information with others so that problems can be solved together.

16%
26%
24%
23%
11%
J
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-12
Analysis:-
Above table shows that employees avoid discussing their differences with others
Interpretation:-
Above pie chartshows24% employeessometimes avoid discussing their differences with others
J
Percent
Valid
Always 16 16.0 16.0 16.0
Very Often 26 26.0 26.0 42.0
Sometimes 24 24.0 24.0 66.0
Not Very Often 23 23.0 23.0 89.0
Rarely 11 11.0 11.0 100.0
Total 100 100.0 100.0

21%
21%
29%
19%
10%
K
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-13
K
Percent
Valid
Always 21 21.0 21.0 21.0
Very Often 21 21.0 21.0 42.0
Sometimes 29 29.0 29.0 71.0
Not Very Often 19 19.0 19.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0
Analysis:-
Above table shows that how much employees try to accommodate the wishes of their peers and
colleagues.
Interpretation:-
Above pie chart shows 29 % of employees to accommodate the wishes of their peers and
colleagues.

15%
21%
22%
18%
24%
L
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-14
Analysis:-
Above table shows that employee seek to bring everyone's concerns out into the open in order to
resolve disputes in the best possible way.
Interpretation:-
Above pie chartshows22 % of the employees seek to bring everyone's concerns out into the open
in order to resolve disputes in the best possible way.
L
Percent
Valid
Always 15 15.0 15.0 15.0
Very Often 21 21.0 21.0 36.0
Sometimes 22 22.0 22.0 58.0
Not Very Often 18 18.0 18.0 76.0
Rarely 24 24.0 24.0 100.0
Total 100 100.0 100.0

24%
13%
23%
30%
10%
M
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-15
Analysis:-
Above table shows employees put forward middles positions in efforts to break deadlocks.
Interpretation:-
Above pie chartshows23 % of the employees put forward middles positions in efforts to break
deadlocks.
M
Percent
Valid
Always 24 24.0 24.0 24.0
Very Often 13 13.0 13.0 37.0
Sometimes 23 23.0 23.0 60.0
Not Very Often 30 30.0 30.0 90.0
Rarely 10 10.0 10.0 100.0
Total 100 100.0 100.0

13%
19%
23%
17%
28%
N
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-16
Analysis:-
Above table shows how many employees accept the recommendations of colleagues, peers, and
coworkers.
Interpretation:-
Above pie chart shows 23% of the employees sometimes accept the recommendations of
colleagues, peers, and coworkers.
N
Percent
Valid
Always 13 13.0 13.0 13.0
Very Often 19 19.0 19.0 32.0
Sometimes 23 23.0 23.0 55.0
Not Very Often 17 17.0 17.0 72.0
Rarely 28 28.0 28.0 100.0
Total 100 100.0 100.0

17%
24%
29%
14%
16%
O
Always
Very Often
Sometimes
Not Very Often
Rarely
Table:-17
Analysis:-
Above table shows how employees avoid hard feelings by keeping their disagreements with others
to themselves.
Interpretation:-
Above pie chart shows how employees avoid hard feelings by keeping their disagreements with
others to themselves
O
Percent
Valid
Always 17 17.0 17.0 17.0
Very Often 24 24.0 24.0 41.0
Sometimes 29 29.0 29.0 70.0
Not Very Often 14 14.0 14.0 84.0
Rarely 16 16.0 16.0 100.0
Total 100 100.0 100.0

20%
14%
21%
20%
25%
Dominant Style
Competing
Collaborating
Avoiding
Accommodating
Compromising
Table:-18
Dominant Style
Percent
Valid
Competing 20 20.0 20.0 20.0
Collaborating 14 14.0 14.0 34.0
Avoiding 21 21.0 21.0 55.0
Accommodating 20 20.0 20.0 75.0
Compromising 25 25.0 25.0 100.0
Total 100 100.0 100.0
Analysis:-
Above table shows from the whole sample how much percentage of employees is using which
dominant style.
Interpretation:-
Above pie chart shows 25% and the maximum use of conflict management style in work place is
Compromising, so this is widely followed style. But except It 2nd
Avoiding, Followed by
accommodating,Competingandinthe lastCollaboratingConflictManagementStyle,

16%
23%
25%
17%
19%
Backup Style
Competing
Collaborating
Avoiding
Accommodating
Compromising
Table:-19
Back up Style
Percent
Valid
Competing 16 16.0 16.0 16.0
Collaborating 23 23.0 23.0 39.0
Avoiding 25 25.0 25.0 64.0
Accommodating 17 17.0 17.0 81.0
Compromising 19 19.0 19.0 100.0
Total 100 100.0 100.0
Analysis:-
Above table shows the employees backup conflict management style.
Interpretation:-
Above pie chart shows 25 % of the whole sample widely uses Avoiding Style as their Backup Conflict
ManagementStyle.

Chapter
5
Summary
&
Conclusion

FINDINGS
From the Research I get to know some reasons of Conflict. How conflict emerges in between
the employees and how employees deal with it. The findings are explained below
 So basically conflicts emerge due to Employees tries to show their Leadership roles
when a task has been given to them.
 When more than two parties have different opinions regarding one matter conflicts take
place.
 When selecting one idea people’s point of view sometimes differs, this creates conflict.
 Conflict also rose due to Scarcity of resources.
 One of the main reasons of conflicts is people’s behavior with others, when someone
dominates a person conflict raised.
 Job Role and partiality also creates conflicts in between employees, when someone gets
more attention for nothing.
 People always use one style for conflict management as their dominant style and one as
back up style.
 Employees sometime ignored conflict and sometimes they react very extremely towards
the problem that is raised.
MANAGERIAL IMPLICATION

Managerial Implication that has been made after this research and what I have suggested to
the organizations are explained below.
 As the main reason of conflict is Role conflicts in tasks, Manger needs to appoint one
person in control and divide the work in between all the members of the group.
 Every employee is important so special treatment should not be given to specific
employees. This creates partiality.
 Every employee’s point of view needs to be taking into consideration and not like to be
ignored.
 Scarcity of resources needs to maintain as it also creates Conflicts.
 Management needs to give employees a positive environment where they can work
together without any issues.
Except These
Managersshould:
 Monitor employees work to assist them to understand and coordinate their actions.
 Encourage employees to approach you when they cannot solve difficulties with co-
workers on their own.
 Clear the air with regular meetings that give employees a chance to discuss their
grievances.
 Provide a suggestion box, check it frequently, and personally reply to all singed
suggestions.
 Offer as much information as possible about decisions to minimize confusion and
resentment.
 Use employee surveys to identify potential conflicts that have not yet surfaced.
 Listen carefully to employees to prevent misunderstanding
“In an Alliance there is always a give and take
policy”
CONCLUSION
The employees which I had taken as Sample Size are Successful in their Organization. The
Conflict Management Techniques followed by all the employees are different. There is no
single solution to conflicts. Each one of them is unique and has to be handled differently.
But there are some general rules or approaches to a conflict.

 You need a wide variety of ways to deal with those who disagree with you if you want to
be effective.
 You sometimes need to change your style or approach to work with the person who
disagrees with you.
 Using collaboration or compromise as often as possible makes for more effective
decision making.
REFERENCE
Web:-
Google, Wiki, Slideshare, Quora, Scribd
Online Journals:-
Abbasi, S., & Hollman, K. W. (2000). Turnover: The real bottom line. Public Personnel
Management, 29(3), 333-343.
Afzalur, R. M., Garrett, J. E., & Buntzman, G. F. (1992). Ethics of managing
interpersonal conflict in organizations. Journal of Business Ethics, 11(5), 423-
432.
Agrusa, W., Spears, D., Agrusa, J., & Tanner, J. (2006). An analysis of employee’s
perceptions of management styles. Consortium Journal of Hospitality & Tourism,
11(1), 83-94.
Avolio, B. J. (1999). Full leadership development: Building the vital forces in
organizations. Thousands Oaks, CA: Sage.
Avolio, B. J., & Bass, B. M. (2002). Manual for the multifactor leadership questionnaire.
Redwood City, CA: Mindgarden.
Books:-
Training Instrumentsin HRD and OD,2nd Ed. by UDAIPAREEK 2002
Pearson Education http://www.pearsoned.ca

Name:-
 Age:-
 Gender:-
Instructions:
 Listed below are 15 statements. Each strategy provides a possible strategy for dealing with
a conflict.
 Give each a numerical value
(i.e., 1=Always, 2=Very often, 3=Sometimes, 4= Not very often, 5= rarely, if
ever.)
 Don't answer as you think you should, answer as you actually behave
1=Always, 2=Very often, 3=Sometimes, 4= Not very often, 5= Rarely
____ a. I argue my case with peers, colleagues and co-workers to demonstrate the merits of the
position I take.
____ b. I try to reach compromises through negotiation.
____ c. I attempt to meet the expectation of others.
____ d. I seek to investigate issues with others in order to find solutions that are mutually
acceptable.
____ e. I am firm in resolve when it comes to defending my side of the issue.
____ f. I try to avoid being singled out, keeping conflict with others to myself.
____ g. I uphold my solutions to problems.
____ h. I compromise in order to reach solutions.
____ i. I trade important information with others so that problems can be solved together.
____ j. I avoid discussing my differences with others.
____ k. I try to accommodate the wishes of my peers and colleagues.
____ l. I seek to bring everyone's concerns out into the open in order to resolve disputes in the
best possible way.
____ m. I put forward middles positions in efforts to break deadlocks.
____ n. I accept the recommendations of colleagues, peers, and coworkers.
____ o. I avoid hard feelings by keeping my disagreements with others to myself.

Scoring
The 15 statements you just read are listed below under five categories. Each category contains the
letters of three statements. Record the number you placed next to each statement. Calculate the
total under each category.
Style Scores Total
Competing
a. _____ e._____ g. _____ ______
Collaborating
d. _____ i. _____ l. _____ ______
Avoiding
f. _____ j. _____ o. _____ ______
Accommodating
c._____ k. _____ n. _____ ______
Compromising
b. _____ h. _____ m._____ ______
Results
My dominant style is _________________________________ ( Your LOWEST score)
and my back-up style is_______________________________ (Your SECOND lowest score)

Conflict Management Styles

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