The document discusses a study on the impact of workplace conflict management on organizational performance in private sector enterprises. 800 employees participated in the study through questionnaires. The study found that conflicts can occur due to competition, leadership styles, or limited resources, and if not managed properly can reduce productivity. However, some conflicts when well-managed can produce positive results. The study aims to identify the causes and types of conflicts, examine conflict management strategies used, and determine the effect of management on organizational performance.
This document summarizes a study examining the relationship between conflict management styles and organizational commitment among bank employees in Penang, Malaysia. The study investigated the styles employees use to handle conflicts, including integrating, compromising, dominating, obliging, and avoiding styles. An inventory was used to measure conflict management styles, identifying the main styles used as integrating, compromising, and dominating. The results showed employees were more committed when using integrating styles, while dominating and avoiding styles lowered organizational commitment. The document provides background on conflict management and organizational commitment in organizations.
This document discusses conflict management in organizations. It defines conflict as a disagreement between two parties where one feels wronged in terms of needs, interests, or concerns. The document outlines various types of conflicts including interpersonal, intergroup, and person-group conflicts. It also discusses causes of conflicts like personality differences, scarce resources, and conflicting interests. The document explores approaches to conflict management including different styles like competing, collaborating, compromising, and avoiding. It emphasizes that conflict is an inevitable part of human interaction and the key is to constructively resolve conflicts for organizational effectiveness.
Impact of Workplace Conflict Management on Organizational Performance A Case ...ijtsrd
This Motivational research analyzes the impact of workplace conflict on organizational output in Indian industrialized sector participants consisted of 250 employees' selected through the use of a technique which is a stratified random technique. The data was collected from the respondents through a structured questionnaire. The result of the empirical testing showed the positive relationship between management strategies and organizational performance that is collective bargaining compromise and accommodation by using Spearman correlation while on the other side non integrated conflict has an adverse effect on the organizational performance that is domination avoidance and competition . Moreover, the regression analysis results also indicate the collective bargaining strategy is shown as the most important positive correction correlation with organizational performance. Furthermore, the findings of the study showed different factors for the conflicts in the organization which are dependence on one resource, communication barrier individual differences, cultured differences, status inconsistent certain ambiguities, etc. In the workplace, the most common conflict in the industry at a particular time and place is the union management conflict. The study concluded that there are certain things in an organization that cannot be eradicated which include conflict in any organization and can affect organizational performance in the workplace. Riya Singh | Vinay Kumar Yadav "Impact of Workplace Conflict Management on Organizational Performance: A Case of Indian Manufacturing Firm" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30884.pdf Paper Url :https://www.ijtsrd.com/management/hrm-and-retail-business/30884/impact-of-workplace-conflict-management-on-organizational-performance-a-case-of-indian-manufacturing-firm/riya-singh
Conflict and Workers’ Morale in Manufacturing Companies in Rivers State, NigeriaAJSSMTJournal
This piece of work theoretically discussed workers’ morale and conflict in manufacturing
companies in Rivers State with specific elaborations on: the meaning of conflict, workers’ morale, causes and
types of conflict, review of extant literature on conflict and workers’ morale, conflict management, impacts
and the relationship betwixt conflict and workers’ morale in manufacturing companies in Rivers State.
Theoretical framework was based on the traditional and contemporary theories of conflict, the basis of
which the study found that, just like death, conflicts are omnipresent and inevitable in life and abounds in
manufacturing companies in Rivers State as virtually every sphere of the organizations gets ravaged by one
form of conflict or the other ranging from: interpersonal/intergroup conflict, intrapersonal/group conflict,
intra-organizational, constructive or functional conflict, dysfunctional or destructive conflicts. It was deduced
that conflicts occur in organizations as a result of: incompatible goals, different values and beliefs, inconsistent
evaluation and reward system, communication problems, struggle for power, authority/control, and
leadership style, scarcity of common resources, organizational demands and self-worth demands. It was also
found that if a conflict is not aptly and promptly managed, it can lead to truncated or reduced workers’ morale
causing decreased productivity, failure to attain set goals, absenteeism, low service delivery, profit reduction,
frustration, anger, fear, distrust or resentment amongst the workers’. Again, the nature of the conflict, though,
determines how best it could be managed and conflict can sometimes yield positive workers’ morale or result
if well managed, meaning that not all conflict situations are negatively inclined. The recommendation is that
efforts should constantly be made to ensure that the causes of conflicts are handled timely as apt detection
and handling of conflicting parties/issues will resolve concerns amicably. Workers should be oriented with the
importance of peaceful coexistence in the workplace as coercion or intimidation will only lead to counter
productivity/low morale. It is suggested that this study be repeated in different organizational setting and in
other states in Nigeria. This findings and recommendations would provide good practical and theoretical
background for conflict management in organizations in future
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Conflict Management of Diplomats and Consular Staff at the Kenyan Embassy in ...paperpublications3
Abstract: The study focused on the challenges of workplace conflict affecting performance of diplomats and consular staff at the Kenyan Embassy in the United States of America. In formulating the statement of the problem, the researcher addressed the question of resolving challenges of workplace conflict that affect performance of diplomats and consular staff in the United States of America. The ideal expectation was that the Ministry of Foreign Affairs was to meet its targets as set by the Government of Kenya. The real situation that existed was that the Ministry of Foreign Affairs did not meet the set targets. The problem was that employees of the Ministry of Foreign Affairs had not performed to their optimum in order to realize set goals. Under-performance formed the gap. It was this gap that the researcher set out to fill.
Healthy organizations from conflict management v1 pdfDavid Alman
This document discusses how conflict management can help create healthy organizations by balancing organizational performance and employee well-being. It presents a model that views some conflicts as constructive and others as unhealthy, depending on their intensity. The model proposes managing conflicts through a range of methodologies, including addressing intrapersonal, interpersonal, collaborative, and dispute-related conflicts. Key points covered include the importance of managing stress and using collaborative problem-solving and mediation approaches to resolve conflicts at different levels in an organization.
This document summarizes a study examining the relationship between conflict management styles and organizational commitment among bank employees in Penang, Malaysia. The study investigated the styles employees use to handle conflicts, including integrating, compromising, dominating, obliging, and avoiding styles. An inventory was used to measure conflict management styles, identifying the main styles used as integrating, compromising, and dominating. The results showed employees were more committed when using integrating styles, while dominating and avoiding styles lowered organizational commitment. The document provides background on conflict management and organizational commitment in organizations.
This document discusses conflict management in organizations. It defines conflict as a disagreement between two parties where one feels wronged in terms of needs, interests, or concerns. The document outlines various types of conflicts including interpersonal, intergroup, and person-group conflicts. It also discusses causes of conflicts like personality differences, scarce resources, and conflicting interests. The document explores approaches to conflict management including different styles like competing, collaborating, compromising, and avoiding. It emphasizes that conflict is an inevitable part of human interaction and the key is to constructively resolve conflicts for organizational effectiveness.
Impact of Workplace Conflict Management on Organizational Performance A Case ...ijtsrd
This Motivational research analyzes the impact of workplace conflict on organizational output in Indian industrialized sector participants consisted of 250 employees' selected through the use of a technique which is a stratified random technique. The data was collected from the respondents through a structured questionnaire. The result of the empirical testing showed the positive relationship between management strategies and organizational performance that is collective bargaining compromise and accommodation by using Spearman correlation while on the other side non integrated conflict has an adverse effect on the organizational performance that is domination avoidance and competition . Moreover, the regression analysis results also indicate the collective bargaining strategy is shown as the most important positive correction correlation with organizational performance. Furthermore, the findings of the study showed different factors for the conflicts in the organization which are dependence on one resource, communication barrier individual differences, cultured differences, status inconsistent certain ambiguities, etc. In the workplace, the most common conflict in the industry at a particular time and place is the union management conflict. The study concluded that there are certain things in an organization that cannot be eradicated which include conflict in any organization and can affect organizational performance in the workplace. Riya Singh | Vinay Kumar Yadav "Impact of Workplace Conflict Management on Organizational Performance: A Case of Indian Manufacturing Firm" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-4 , June 2020, URL: https://www.ijtsrd.com/papers/ijtsrd30884.pdf Paper Url :https://www.ijtsrd.com/management/hrm-and-retail-business/30884/impact-of-workplace-conflict-management-on-organizational-performance-a-case-of-indian-manufacturing-firm/riya-singh
Conflict and Workers’ Morale in Manufacturing Companies in Rivers State, NigeriaAJSSMTJournal
This piece of work theoretically discussed workers’ morale and conflict in manufacturing
companies in Rivers State with specific elaborations on: the meaning of conflict, workers’ morale, causes and
types of conflict, review of extant literature on conflict and workers’ morale, conflict management, impacts
and the relationship betwixt conflict and workers’ morale in manufacturing companies in Rivers State.
Theoretical framework was based on the traditional and contemporary theories of conflict, the basis of
which the study found that, just like death, conflicts are omnipresent and inevitable in life and abounds in
manufacturing companies in Rivers State as virtually every sphere of the organizations gets ravaged by one
form of conflict or the other ranging from: interpersonal/intergroup conflict, intrapersonal/group conflict,
intra-organizational, constructive or functional conflict, dysfunctional or destructive conflicts. It was deduced
that conflicts occur in organizations as a result of: incompatible goals, different values and beliefs, inconsistent
evaluation and reward system, communication problems, struggle for power, authority/control, and
leadership style, scarcity of common resources, organizational demands and self-worth demands. It was also
found that if a conflict is not aptly and promptly managed, it can lead to truncated or reduced workers’ morale
causing decreased productivity, failure to attain set goals, absenteeism, low service delivery, profit reduction,
frustration, anger, fear, distrust or resentment amongst the workers’. Again, the nature of the conflict, though,
determines how best it could be managed and conflict can sometimes yield positive workers’ morale or result
if well managed, meaning that not all conflict situations are negatively inclined. The recommendation is that
efforts should constantly be made to ensure that the causes of conflicts are handled timely as apt detection
and handling of conflicting parties/issues will resolve concerns amicably. Workers should be oriented with the
importance of peaceful coexistence in the workplace as coercion or intimidation will only lead to counter
productivity/low morale. It is suggested that this study be repeated in different organizational setting and in
other states in Nigeria. This findings and recommendations would provide good practical and theoretical
background for conflict management in organizations in future
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
Conflict Management of Diplomats and Consular Staff at the Kenyan Embassy in ...paperpublications3
Abstract: The study focused on the challenges of workplace conflict affecting performance of diplomats and consular staff at the Kenyan Embassy in the United States of America. In formulating the statement of the problem, the researcher addressed the question of resolving challenges of workplace conflict that affect performance of diplomats and consular staff in the United States of America. The ideal expectation was that the Ministry of Foreign Affairs was to meet its targets as set by the Government of Kenya. The real situation that existed was that the Ministry of Foreign Affairs did not meet the set targets. The problem was that employees of the Ministry of Foreign Affairs had not performed to their optimum in order to realize set goals. Under-performance formed the gap. It was this gap that the researcher set out to fill.
Healthy organizations from conflict management v1 pdfDavid Alman
This document discusses how conflict management can help create healthy organizations by balancing organizational performance and employee well-being. It presents a model that views some conflicts as constructive and others as unhealthy, depending on their intensity. The model proposes managing conflicts through a range of methodologies, including addressing intrapersonal, interpersonal, collaborative, and dispute-related conflicts. Key points covered include the importance of managing stress and using collaborative problem-solving and mediation approaches to resolve conflicts at different levels in an organization.
Office politics is an inevitable part of organizational life that can have both positive and negative consequences. While conflict between employees consumes a significant portion of managers' time and company resources, some level of strategic information sharing and negotiation is necessary for effective decision-making. Managers should aim to minimize personality conflicts, gossip and short-term thinking that fuel negative politicking by emphasizing integrity, teamwork, open communication and reasonable workloads. They can also address office sabotage directly through seeking counsel, confronting issues privately, and inoculating themselves against unfair criticism. The prudent approach is to play office politics in a way that maintains good relationships and achieves results.
The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
Organizational Conflict and Conflict ManagementAtif Chaudhry
This document summarizes a literature review on organizational conflict and conflict management. It defines organizational conflict and discusses whether conflict is healthy or unhealthy for organizations. It identifies three main dimensions of conflict: task conflict, relationship conflict, and procedural conflict. Relationship conflict tends to be the most damaging as it involves negative emotions. The literature review also discusses four key components of intragroup conflict: negative emotionality, importance, acceptability, and resolution potential. Negative emotionality can hamper rational thinking and make conflict more difficult to resolve. The review provides an overview of the current research on different types of organizational conflict and factors that influence conflict.
Mgt 175 how would you as a customer recognize/tutorialoutletMcferran
FOR MORE CLASSES VISIT
tutorialoutletdotcom
• Conflict in the Organization
AAA000 Course Title Course Home Lessons Print This PagePrint Introduction: Connecting Your Learning
Have you ever worked in an organization or participated in a group that experienced conflict?
Conflict is often the result of change, differing perspectives, or failure to communicate within a
group.
Executive Digest: managing resources, managing the crowd and disrupting indus...Ian McCarthy
This article discusses the opportunities and challenges around remanufactured and refurbished consumer products. Key points:
- Product returns represent a large opportunity as many are still functional but returned for convenience. Remanufacturing can generate additional profit.
- Consumers have mixed views - some see value in lower prices but others view remanufactured products negatively as "dirty" or lower quality.
- The two biggest drivers of demand are quality perceptions and pricing. Emphasizing quality and discounting remanufactured products up to 40% can boost appeal.
- Branding, green marketing, and managing "disgust" perceptions also impact appeal. Outsourcing remanufacturing
IRJET- Understanding the Co-Occurrence of Task Conflict and Relationship Conf...IRJET Journal
This document summarizes a study that examines the moderating role of political skill on the relationship between task conflict and relationship conflict in teams. The study hypothesizes that the association between task conflict and relationship conflict will be weaker for teams with members high in political skill, due to political skill's ability to reduce misattribution and adjust emotional expression. Survey data from 206 team members supports the hypothesis, with results showing the positive relationship between task and relationship conflict is weakened when political skill is higher. The study contributes to understanding how political skill impacts team conflicts.
Reward system in organizations, report submitted part requirement for obtaining the degree of Master of Science in Civil Engineering and Management at the University of Glasgow.
Human Resource Management Vs. Industrial/Employee RelationsLeah Williams
The document discusses the differences between human resource management and industrial/employee relations perspectives. It outlines three perspectives of industrial relations: unitary, pluralistic, and Marxist. The unitary perspective sees management and employees as sharing common goals, while the pluralistic perspective allows for diverse interests and the Marxist perspective sees fundamental conflicts between capital and labor. Human resource management focuses more on maximizing individual employee performance and commitment rather than collective bargaining. While human resource management can undermine unions, improving employee development and relations through it can also enhance organizations when unions recognize this.
This document summarizes recommendations for improving corporate governance in the wake of the Enron scandal and the subsequent legal responses in the US and UK. There are differing views between supporters of the stakeholder model versus the shareholder model. Recommendations that find broad support include: (1) providing more training and professional development for board members; (2) conducting industry-sponsored research on best practices; and (3) requiring companies to publish codes of ethics. The US responded through laws like the Sarbanes-Oxley Act that aimed to increase management accountability and disclosure of transactions. The UK issued reports like the Higgs Report that recommended improving board independence and transparency.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
The assistant of the manager observant the
workers performance and reports to the manager.
Self-assessment: The workers self-assessment their performance and submit to the manager.
Client feedback: The client feedback is additionally a vital issue for watching the worker
performance.
Peer review: The co-workers review one another’s performance.
360-degree feedback: It involves feedback from the manager, peers, subordinates, and
customers.
13
Performance appraisal: The manager conducts periodic performance appraisals to judge the
worker’s performance.
Key performance indicators: Key metrics like sales, productivity, quality, etc. are tracked to
measure performance.
These factors helps the manager to spot the
This document discusses a study on industrial relations between groups like employees, employers, labor unions, and the government. It used a questionnaire to collect data on topics like working environment, wages, communication, labor unions, management policies, and conflict. The findings and analysis sections summarize the results, while the conclusion discusses causes of poor industrial relations and suggestions for improving relations between these groups.
The document summarizes a leadership development program called "Leading the Way" for middle managers at Yorkshire Coast Homes, a UK housing association. The program was designed based on principles of shared ownership, an ongoing process rather than a single event, and impact evaluation. Middle managers participated in reflective exercises and generated stories of applying their learning on the job. The evaluation method, Appreciative Inquiry, encouraged participants to discuss tangible outcomes and plans for sustainability. This provided clear evidence of the program's successful real-world impact and supported ongoing organizational development led by the middle managers.
The document discusses organizational decline and identity. It proposes a 5R model for organizational turnaround during decline. The model involves five social processes related to organizational identity: retiring attributes adverse to recovery; reclaiming forgotten attributes vital to recovery; reaffirming active attributes vital for recovery; regenerating atrophied but important attributes; and reimagining the identity for new opportunities. These processes help align organizational identity with what is needed for success during decline.
Inducements like benefits, pay, and career opportunities are meant to motivate employees and improve productivity. When employees feel trusted and supported by management through fair inducements, sales and customer service increase as employees perform at a higher level. Research has found a correlation between supportive human resources practices that develop feelings of organizational support and greater employee commitment, satisfaction, and performance, which can improve an organization's productivity. Proper inducements may reduce employee turnover as high performers feel sufficiently rewarded to stay.
Relationships between employees and management influence workplace behaviors and attitudes. Employee relations involve managing these relationships, whether directly or through unions. Maintaining a satisfying work environment for both employees and management helps improve morale and ensure employee rights are respected. The strategies used in employee relations are influenced by institutional, economic, technological, psychological, political, legal and global factors. Approaches to employee relations range from adversarial to partnership or power sharing models with varying levels of employee involvement.
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
In this presentation, we will discuss about employee relations in small & medium enterprises, focusing on the concept of small firms, importance of small and medium sized firms, necessity of human relations in small firms.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
14 the relationship between job burnout, organizational citizenship behavior,...INFOGAIN PUBLICATION
This document discusses a study that examines the relationship between job burnout, organizational citizenship behavior, and staff performance in a state tax organization. It provides background on key concepts like job burnout (including its components of emotional exhaustion, depersonalization, and reduced personal efficacy), organizational citizenship behavior (including its dimensions of civil behavior, conscientiousness, philanthropy, courtesy, and sportsmanship), and staff performance. The study aims to evaluate how job burnout and organizational citizenship behavior impact staff performance. It hypothesizes negative and positive relationships respectively and surveys 311 employees in a state tax organization to analyze the relationships.
This document discusses worker participation in management (WPM) and its benefits over traditional collective bargaining. WPM involves keeping employees informed and including their opinions in managerial decisions regarding the economy, personnel issues, and social welfare of the company. It is based on cooperation rather than conflict. WPM can lead to increased productivity, efficiency, and social justice through democratic decision-making, collaboration between employers and employees, and minimal government intervention.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
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.
Office politics is an inevitable part of organizational life that can have both positive and negative consequences. While conflict between employees consumes a significant portion of managers' time and company resources, some level of strategic information sharing and negotiation is necessary for effective decision-making. Managers should aim to minimize personality conflicts, gossip and short-term thinking that fuel negative politicking by emphasizing integrity, teamwork, open communication and reasonable workloads. They can also address office sabotage directly through seeking counsel, confronting issues privately, and inoculating themselves against unfair criticism. The prudent approach is to play office politics in a way that maintains good relationships and achieves results.
The document discusses an ADR plan for resolving workplace conflicts at XXX pharmaceutical company. It provides an overview of XXX, including that it has approximately 285 employees and a union presence. It examines XXX's current dispute resolution policies and procedures, finding that it encourages internal resolution and binding arbitration if needed. It interviews the HR director, who details the internal resolution process and goals of preventing conflicts and resolving them quickly. It provides recommendations to increase transparency of the process and establish clearer guidelines for handling complaints and investigations.
Organizational Conflict and Conflict ManagementAtif Chaudhry
This document summarizes a literature review on organizational conflict and conflict management. It defines organizational conflict and discusses whether conflict is healthy or unhealthy for organizations. It identifies three main dimensions of conflict: task conflict, relationship conflict, and procedural conflict. Relationship conflict tends to be the most damaging as it involves negative emotions. The literature review also discusses four key components of intragroup conflict: negative emotionality, importance, acceptability, and resolution potential. Negative emotionality can hamper rational thinking and make conflict more difficult to resolve. The review provides an overview of the current research on different types of organizational conflict and factors that influence conflict.
Mgt 175 how would you as a customer recognize/tutorialoutletMcferran
FOR MORE CLASSES VISIT
tutorialoutletdotcom
• Conflict in the Organization
AAA000 Course Title Course Home Lessons Print This PagePrint Introduction: Connecting Your Learning
Have you ever worked in an organization or participated in a group that experienced conflict?
Conflict is often the result of change, differing perspectives, or failure to communicate within a
group.
Executive Digest: managing resources, managing the crowd and disrupting indus...Ian McCarthy
This article discusses the opportunities and challenges around remanufactured and refurbished consumer products. Key points:
- Product returns represent a large opportunity as many are still functional but returned for convenience. Remanufacturing can generate additional profit.
- Consumers have mixed views - some see value in lower prices but others view remanufactured products negatively as "dirty" or lower quality.
- The two biggest drivers of demand are quality perceptions and pricing. Emphasizing quality and discounting remanufactured products up to 40% can boost appeal.
- Branding, green marketing, and managing "disgust" perceptions also impact appeal. Outsourcing remanufacturing
IRJET- Understanding the Co-Occurrence of Task Conflict and Relationship Conf...IRJET Journal
This document summarizes a study that examines the moderating role of political skill on the relationship between task conflict and relationship conflict in teams. The study hypothesizes that the association between task conflict and relationship conflict will be weaker for teams with members high in political skill, due to political skill's ability to reduce misattribution and adjust emotional expression. Survey data from 206 team members supports the hypothesis, with results showing the positive relationship between task and relationship conflict is weakened when political skill is higher. The study contributes to understanding how political skill impacts team conflicts.
Reward system in organizations, report submitted part requirement for obtaining the degree of Master of Science in Civil Engineering and Management at the University of Glasgow.
Human Resource Management Vs. Industrial/Employee RelationsLeah Williams
The document discusses the differences between human resource management and industrial/employee relations perspectives. It outlines three perspectives of industrial relations: unitary, pluralistic, and Marxist. The unitary perspective sees management and employees as sharing common goals, while the pluralistic perspective allows for diverse interests and the Marxist perspective sees fundamental conflicts between capital and labor. Human resource management focuses more on maximizing individual employee performance and commitment rather than collective bargaining. While human resource management can undermine unions, improving employee development and relations through it can also enhance organizations when unions recognize this.
This document summarizes recommendations for improving corporate governance in the wake of the Enron scandal and the subsequent legal responses in the US and UK. There are differing views between supporters of the stakeholder model versus the shareholder model. Recommendations that find broad support include: (1) providing more training and professional development for board members; (2) conducting industry-sponsored research on best practices; and (3) requiring companies to publish codes of ethics. The US responded through laws like the Sarbanes-Oxley Act that aimed to increase management accountability and disclosure of transactions. The UK issued reports like the Higgs Report that recommended improving board independence and transparency.
High performance and productivity seemed to be the buzzwords in the private sector till now. In the
backdrop of various government schemes and poorly performing public sector organizations, this article takes a
peek into the concept of motivation in public sector and the factors which generally affects motivation at
workplace.
The assistant of the manager observant the
workers performance and reports to the manager.
Self-assessment: The workers self-assessment their performance and submit to the manager.
Client feedback: The client feedback is additionally a vital issue for watching the worker
performance.
Peer review: The co-workers review one another’s performance.
360-degree feedback: It involves feedback from the manager, peers, subordinates, and
customers.
13
Performance appraisal: The manager conducts periodic performance appraisals to judge the
worker’s performance.
Key performance indicators: Key metrics like sales, productivity, quality, etc. are tracked to
measure performance.
These factors helps the manager to spot the
This document discusses a study on industrial relations between groups like employees, employers, labor unions, and the government. It used a questionnaire to collect data on topics like working environment, wages, communication, labor unions, management policies, and conflict. The findings and analysis sections summarize the results, while the conclusion discusses causes of poor industrial relations and suggestions for improving relations between these groups.
The document summarizes a leadership development program called "Leading the Way" for middle managers at Yorkshire Coast Homes, a UK housing association. The program was designed based on principles of shared ownership, an ongoing process rather than a single event, and impact evaluation. Middle managers participated in reflective exercises and generated stories of applying their learning on the job. The evaluation method, Appreciative Inquiry, encouraged participants to discuss tangible outcomes and plans for sustainability. This provided clear evidence of the program's successful real-world impact and supported ongoing organizational development led by the middle managers.
The document discusses organizational decline and identity. It proposes a 5R model for organizational turnaround during decline. The model involves five social processes related to organizational identity: retiring attributes adverse to recovery; reclaiming forgotten attributes vital to recovery; reaffirming active attributes vital for recovery; regenerating atrophied but important attributes; and reimagining the identity for new opportunities. These processes help align organizational identity with what is needed for success during decline.
Inducements like benefits, pay, and career opportunities are meant to motivate employees and improve productivity. When employees feel trusted and supported by management through fair inducements, sales and customer service increase as employees perform at a higher level. Research has found a correlation between supportive human resources practices that develop feelings of organizational support and greater employee commitment, satisfaction, and performance, which can improve an organization's productivity. Proper inducements may reduce employee turnover as high performers feel sufficiently rewarded to stay.
Relationships between employees and management influence workplace behaviors and attitudes. Employee relations involve managing these relationships, whether directly or through unions. Maintaining a satisfying work environment for both employees and management helps improve morale and ensure employee rights are respected. The strategies used in employee relations are influenced by institutional, economic, technological, psychological, political, legal and global factors. Approaches to employee relations range from adversarial to partnership or power sharing models with varying levels of employee involvement.
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
In this presentation, we will discuss about employee relations in small & medium enterprises, focusing on the concept of small firms, importance of small and medium sized firms, necessity of human relations in small firms.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
14 the relationship between job burnout, organizational citizenship behavior,...INFOGAIN PUBLICATION
This document discusses a study that examines the relationship between job burnout, organizational citizenship behavior, and staff performance in a state tax organization. It provides background on key concepts like job burnout (including its components of emotional exhaustion, depersonalization, and reduced personal efficacy), organizational citizenship behavior (including its dimensions of civil behavior, conscientiousness, philanthropy, courtesy, and sportsmanship), and staff performance. The study aims to evaluate how job burnout and organizational citizenship behavior impact staff performance. It hypothesizes negative and positive relationships respectively and surveys 311 employees in a state tax organization to analyze the relationships.
This document discusses worker participation in management (WPM) and its benefits over traditional collective bargaining. WPM involves keeping employees informed and including their opinions in managerial decisions regarding the economy, personnel issues, and social welfare of the company. It is based on cooperation rather than conflict. WPM can lead to increased productivity, efficiency, and social justice through democratic decision-making, collaboration between employers and employees, and minimal government intervention.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
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.
IJMRR May 2013 Volume 3Issue 5Article No-32855-2862 .docxaryan532920
IJMRR/ May 2013/ Volume 3/Issue 5/Article No-3/2855-2862 ISSN: 2249-7196
*Corresponding Author www.ijmrr.com 2855
INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH
AND REVIEW
ORGANIZATIONAL CONFLICT MANAGEMENT STRATEGIES ON EMPLOYEE
JOB SATISFACTION: A CONCEPTUAL RELATIONSHIP
Shehu Aliyu Mukhtar*
1
1
Department of Management Sciences, Kano State College of Arts and Sciences, Kano-
Nigeria.
ABSTRACT
The paper provides a general look at conflict and conflict management strategies in
workplace. As part of its objective, it discovered the common sources and types of conflict,
basic component to conflict, importance as well as problems associated with conflict in an
organizational setting.The paper delves on some aspect of employee job satisfaction. It
proposes anfuture empirical investigation between organizational conflict management
strategies and employee job performance.
Keywords: Conflict management, strategy, organization, workplace.
1. INTRODUCTION
Conflict is as old as man, because it coexists with human existence and interaction between
different social forces (human beings, religion, culture, marriage) that make up the human
society. The social composition of the society reveals the existence of various social elements
which share so many things in common in terms of culture, biological nature; identity and so
on (Veshki, Jazayeri, Shariff, Esfani, Aminjafari&Hosnije, 2012). However, human beings
differs in so many respect as a result of individual differences which manifested in form of
emotional feelings, perception, physical structures, psychology etc. Despite, these differences
the social nature of man necessitates the interaction of man with another fellow human
being(s). However, the more they interact the more there is bound to be a conflict, as a result
of their differences in either personal, family and societal levels, making conflict endemic
and ubiquitous and as well pervasive in every human society past or present, traditional or
modern, simple or complex, and at all levels of the society. Hence conflict is inevitable as all
human societies, communities, organizations and interpersonal relationships experience
conflict at one time or the other in the process of their regular interactions (Bagobiri and
Kassah, 2009). Conflict affects the entire organisation, its segments, sub-segment and
components the same way it affects the society in general.Therefore, conflict is inevitable
between organization and organizational members within the environment, which simply
means that conflict is a common phenomenon between workers and the management and
between individual workers within the organization.
Conflict management may be perceived as a wider concept involving conflict resolution and
transformation when necessitated and it is more of a ...
Mathematical Model to Predict Leader Self-Awareness and Effective Conflict Ma...Triple A Research Journal
This document presents a mathematical model to predict leader self-awareness and effective conflict management in manufacturing companies. It begins with an abstract that outlines the study's objectives to evaluate self-awareness and conflict management and their impact on collaboration and communication. The introduction then provides background on the importance of emotional intelligence competencies like self-awareness for organizational success. The literature review discusses theories of emotional intelligence, increased collaboration, leader self-awareness, improved communication, and their relationships. The study aims to examine how self-awareness influences increased collaboration and improved communication using a mathematical model. It presents the model development and discusses variables. The goal is to monitor leader self-awareness and evaluate effective conflict management to enhance communication between customers
Contribution of Conflict Management on Employees' Performance in Tanzania: A ...AI Publications
This study examines the contribution of conflict management on employee’s performance in Tanzania with particular reference to Dar es Salaam Maritime Gateway Project (DMGP). Specifically, the study intended to examine the nature of communication flow at DMGP, to identify the conflict resolution approaches practiced at DMGP and to associate practiced conflict resolution approaches with employees’ performance in Dar es Salaam Maritime Gateway Project. The study adopted the use of case study research design in generating the required primary data and was limited to the employees of DMGP. The study involved 45 technical employees who were conveniently and purposively selected for inclusion in the sample. Collected data was coded then analyzed with the help of SPSS version 23. Findings revealed that employees fear to speak out their inner concerns to supervisors because of insecurity of their job despite having a chance to express their opinions. Results have also indicated that interpersonal conflicts were predominantly solved by involving the conflicted parties. Workers at DMGP prefer more settling job issues with their immediate supervisors than third parties. Also, training and development offered at DMGP has significantly contributed to the performance of employees in different departments. Generally, it was revealed that conflict management has significant contribution to employees’ performance at DMGP. The study recommends to managers to enhance interpersonal relationships amongst co-workers to inculcate trust, unleash communication and consequentially boost morale of the employees.
CONFLICT MANAGEMENT IN HEALTHCARETekeste AbateWest.docxdonnajames55
CONFLICT MANAGEMENT IN HEALTHCARE
Tekeste Abate
West Coast University
LDR 432 Principles of Leadership for Healthcare Organizations
Professor Coleen Poitinger
February 12, 2017
CONFLICT MANAGEMENT IN HEALTHCARE
The aim of conflict management is to enhance learning and group outcomes,
including effectiveness or performance in organizational settings. Properly managed conflict
can improve group outcomes. (Rahim, 2002).
The opportunities inherent in a conflict management system can be categorized
recognition of conflict as indicator to allow early identification of problems, promotion of a
proactive response to problems and conflict, encouragement of a culture of mutual respect,
open communication, and problem solving during inquiry or intervention relating to conflict,
and a means of working towards potential resolution.
Unaddressed interpersonal conflict can interfere with the personal well-being of the
individual, result in negative co-worker relationships, undermine safe patient care/outcomes;
and be disruptive to the organization. High relationship conflict appears to cause dysfunction
in team work, diminished commitment to team decisions and decrease organizational
commitment (Registered Nurses’ Association of Ontario, 2012). Conflict occurs at many
levels within an organization, among and between many healthcare providers and can be
about many things.
The management and resolution of conflict is critical to the effective functioning of the
organization. The nature of the health-care delivery system creates tension as professional
care-givers seek to meet the needs of patients and their families as well as the sometimes
competing demands of the system itself. Differences in perspectives based on the educational
socialization to their professions, position, authority and power often lead to conflicts in the
health care arena (Mills, 2002).
The increasing prevalence and subsequent impact of interpersonal conflict in health-
care settings necessitates for requirement for organizations to have a process to manage
conflict that may occur. Interpersonal conflictive interactions among members of the Health-
care team create subtle unpleasant experiences that result in negative attitudes and behaviors.
In turn, this can create a stressful work environment with negative consequences such as job
dissatisfaction, weak organizational commitment, and a lack of trust and sense of support in
the workplace.
Conflict, resentment and interpersonal disputes occur when someone believes their
values, needs or identity have been undermined or challenged. The most strongly negative
feelings associated with interpersonal conflict are anger, fear and contempt, which lead
people to disengage, or to engage destructively (“Developing Conflict, Resilient”). Without
a current conflict management system in place, it is difficult to know how various dis.
Running Head LITERATURE REVIEW 1LITERATURE REVIEW8L.docxwlynn1
Running Head: LITERATURE REVIEW
1
LITERATURE REVIEW
8
Literature Review
Topic: Influence of Dispute Resolution on Employee Retention
The retention of positive and self-motivated employees is the dream of every human resource manager. Indeed, the entire organizational leadership hope to decrease the rate of turn-over since this is a development which increases expenses while ruining the productivity. De Clercq et al. (2017) argue that a significant number of employees opt to leave a conflict ridden firm, especially if they determine that these disagreements continue perpetually. Dispute resolution is, therefore, is an employee turnover management endeavor as it increases their morale in a significant manner. As a consequence, they not only enjoy their work but also look forward to remaining with the organization in question for a long period of time (Eigen & Litwin, 2014). This paper is a review of qualitative and quantitative literature on the influence that dispute resolution has on employee retention.Organizational Commitment Versus Legal Compliance
Eigen & Litwin (2014) address the relationship between the implementation of typical dispute resolution systems in the view of achieving organizational justice versus merely complying with the law. The goal is to understand which of the two deserve commitment as pertains to the sustainability of a business organization. The question is whether the employees would perceive it more secure to remain with the organization that obeys every law in the book or one that seeks justice as much as possible.
Eigen & Litwin (2014) is a quantitative study of an organization based in US which has a 100,000 strong workforce. It has operations in over 1,000 locations, and hence it avails an exhaustive view of the differential effects for organizational commitment while conceptualizing the most appropriate strategies towards resolving disputes. After the unique longitudinal data from the company was analyzed, it become apparent that opinions are divergent.
While 70% of the respondents felt that it is best to have in-house solutions which are not necessarily imposed by law, 30% insisted that laws are imperative as they serve as the foundations of any social and contractual dealings. The two viewpoints have notable support and in that case, Eigen & Litwin find these to be issues deserving continued attention given the high number of organizations grappling with the trade-offs (Eigen & Litwin, 2014).Task Conflict versus Relationship Conflict
A task conflict is the situation in an organization when parties are unable to make progress as a result of differing behaviors, needs, and/or attitudes of the stakeholders. It could be triggered by disagreements in regards to distribution of resources, organizational procedures and policies, as well as the means to be used to complete the task. Relationship conflict may or may not be caused by persistent task conflicts. It is when personality clashes emerge and negati.
The International Journal of Conflict Management 2002, Vol. .docxoreo10
The International Journal of Conflict Management
2002, Vol. 13, No. 3, pp. 206−235
TOWARD A THEORY OF MANAGING
ORGANIZATIONAL CONFLICT
M. Afzalur Rahim
Center for Advanced Studies in Management
The management of organizational conflict involves the diagnosis of and
intervention in affective and substantive conflicts at the interpersonal,
intragroup, and intergroup levels and the styles (strategies) used to
handle these conflicts. A diagnosis should indicate whether there is need
for an intervention and the type of intervention needed. In general, an
intervention is designed (a) to attain and maintain a moderate amount
of substantive conflict in nonroutine tasks at various levels, (b) to
reduce affective conflict at all levels, and (c) to enable the
organizational members to select and use the appropriate styles of
handling conflict so that various situations can be effectively dealt with.
Organizational learning and effectiveness can be enhanced through an
appropriate diagnosis of and process and structural interventions in
conflict.
Even though conflict is often said to be functional for organizations, most
recommendations relating to organizational conflict still fall within the spectrum of
conflict reduction, resolution, or minimization. Action recommendations from the
current organizational conflict literature show a disturbing lag when compared to
functional set of background assumptions that are often endorsed. These recom-
mendations are usually designed to deal with conflict at the dyadic or group levels
and are not appropriate for macro-level changes in an organization. Insofar as it
could be determined, the literature on organizational conflict is deficient (with
minor exceptions) in three major areas:
1. There is no clear set of rules to suggest when conflict ought to be main-
tained at a certain level, when reduced, when ignored, and when enhanced.
2. There is no clear set of guidelines to suggest how conflict can be reduced,
ignored, or enhanced to increase organizational learning and effectiveness.
Note: The author wishes to thank Michael E. Roloff and three anonymous reviewers for
critical comments and suggestions.
M. A. RAHIM 207
The International Journal of Conflict Management, Vol. 13, No. 3, 2002
3. There is no clear set of rules to indicate how conflict involving different
situations can be managed effectively.
This paper addresses these issues at a macro level and provides a design for
managing interpersonal, intragroup, and intergroup conflicts. All these can be use-
ful to the management practitioner as well as the academician.
Nature of Conflict
According to Roloff (1987), "organizational conflict occurs when members
engage in activities that are incompatible with those of colleagues within their net-
work, members of other collectivities, or unaffiliated individuals who utilize the
services or ...
This study is sought to determine the conflict management styles and values of supervisors and
managers in selected Filipino owned -small scale businesses in United Arab Emirates. The researcher chooses
120 respondents who participated in the survey questionnaire. The respondents are 20 supervisors and 100
employees from among reputable Filipino restaurants and saloons all over Dubai, UAE. The researcher used
the percentage analysis and ranking to assess the responses of the respondents. The study concluded that there
are various management style that managers can do to supervise its staff in small-scale business. Businesses
that are classified as small-scale organizations are likened to human beings that are susceptible to the different
types of conflicts which are unavoidable and thus, inherent to the business operations. Different conflict
management strategies are taken to handle these conflicts such as Various conflict management strategies are
adopted for handling conflict; the most important among these are, mediation, negotiation, avoidance,
collaborating etc. Poor management of conflicts when it occur will create the problem as conflict and
discomfort are not the same. It is not the conflict that others consider the problem but poor management of
such is the problem itself. Recommendations suggest that Managers should be able to develop and adopt a
good motivation strategies for its staff and supervise them effectively most especially to newly established
business to counter the incidence and existence of conflicts that may hinder the progress of the service.
Effective management is the key to avoid or lessen the conflicts. Managers should be well-informed,
understand and trained to manage conflicts in different ways and at various levels. And, conducting trainings
and seminars relative to conflict management of superiors and subordinates would be suitable and appropriate
for change in organization design and culture in the working environment.
The aim of this study is to unfold the research findings through a synthesis of literature on conflict management and organizational performance. Conflict means a clash of opinions in the simplest term. It is clear that the clash of opinions will be everywhere if the human is there and this will cause conflicts. This study has incorporated the clear concept of conflict, organizational conflict, conflict management and the organizational performance. Moreover, this research work has tried to emphasize on the importance of the issue of conflict in the organization by focusing on nature, types, causes, process, several styles, as well as models of the conflicts. A large number of studies collected from various sources and then synthesized. The literature collected provided three approaches, traditional approach, behavioral approach, and interactionist approach. The researchers showed that two common types of conflicts, vertical and horizontal are faced by the managers in the organizations. Vertical conflict is observed in groups while horizontal occurs between persons at the similar level. Besides, researches have incorporated more types of conflicts, such as affective conflict, substantive conflict, conflict of interest, conflict of values, goal conflict, realistic conflict vs. nonrealistic conflict, institutionalized vs. non-institutionalized conflict, retributive conflict, misattributed conflict, displaced conflict etc. From the synthesis of the previous articles, it is understood that if conflict handled or managed exactly will increase the performance and productivity of the organization while poor conflict management has a negative phenomenon. This article noted that it may be a good habit to see conflict as a process not to look at the conflicting parties. This study has extracted a theoretical model of organizational conflict which comprises with specifically interpersonal, intragroup, and intergroup conflicts. Scholars in this field think that this theoretical model will enable an organizational interventionist to manage conflict effectively. The study also has observed that there is a significant relationship between conflict management styles (collective bargaining, compromise and accommodation) and organizational performance. The nature of this relation has indicated that when conflict is within the control and at an optimum level the organizational performance is the highest. Non-integrative conflict management strategies (competition, domination, and avoidance) had a negative effect on organizational performance. Finally, this study concluded that conflict was an unavoidable phenomenon in organizational life and it could contribute to or detract from organizational performance depending on the conflict management methods adopted in the workplace.
Key words: conflict, management, organizational, performance, literature
Justification for managing organisational conflictsAlexander Decker
This document discusses the justification for managing organizational conflicts. It identifies key sources of conflict in the workplace like scarce resources, different attitudes, poor communication, and lack of teamwork. Conflicts are usually resolved in the workplace through collective bargaining, negotiation, mediation, or arbitration. Conflict between a boss and subordinate can be managed through collaboration and accommodation. The document provides an in-depth literature review on the causes, types, and strategies for managing and resolving conflicts in organizations.
Team conflict management and teameffectiveness the effects .docxerlindaw
Team conflict management and team
effectiveness: the effects of task
interdependence and team identification
ANIT SOMECH
1*, HELENA SYNA DESIVILYA
2
AND HELENA LIDOGOSTER
1
1
University of Haifa, Haifa, Israel
2
Emek Yezreel College, Emek Yezreel, Israel
Summary The present study explores the dynamics of conflict management as a team phenomenon. The
study examines how the input variable of task structure (task interdependence) is related to
team conflict management style (cooperative versus competitive) and to team performance,
and how team identity moderates these relationships. Seventy-seven intact work teams from
high-technology companies participated in the study. Results revealed that at high levels of
team identity, task interdependence was positively associated with the cooperative style of
conflict management, which in turn fostered team performance. Although a negative associ-
ation was found between competitive style and team performance, this style of team conflict
management did not mediate between the interactive effect of task interdependence and team
identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd.
Introduction
In modern organizations, teams have become the method of choice for responding quickly to
technological and market changes and thus improving the organization’s chances of survival (Illgen,
Hollenbeck, Johnson, & Jundt, 2006; Richter, West, van Dick, & Dawson, 2006). Considerable
research effort and human energy have been invested in understanding how to create and develop
effective teams (e.g., Illgen et al., 2006). Although research on teams within organizations has
developed somewhat independently from research on organizational conflict, over the past 20 years an
increasing number of studies have emphasized the impact of conflict on team dynamics and outcomes
(De Dreu & Beersma, 2005; Tjosvold, Hui, & Yu, 2005). Conflicts are common within the
interpersonal context of teams, as are attempts made to manage these conflicts (De Dreu & van de
Vliert, 1997; Rahim, Magner, & Shapiro, 2000). In such conflicts, team members become aware of
discrepancies, incompatible wishes, or incompatible desires (Jehn & Mannix, 2001). Among other
issues, teams must contend with conflicts over how to distribute work and rewards effectively and
fairly, how to cope with social loafing, and how best to accomplish their goals (Wageman, 1995).
Journal of Organizational Behavior
J. Organiz. Behav. 30, 359–378 (2009)
Published online 25 April 2008 in Wiley InterScience
(www.interscience.wiley.com) DOI: 10.1002/job.537
* Correspondence to: Anit Somech, Faculty of Education, University of Haifa, Mount Carmel, Haifa 31905, Israel.
E-mail: [email protected]
Copyright # 2008 John Wiley & Sons, Ltd.
Received 8 March 2007
Revised 18 February 2008
Accepted 9 March 2008
Furthermore, research has shown that it is not simply the presence of conflict that affects teams; rather,
how team members approach an.
We live in a very complex and culturally diverse society. When we br.pdflakshmijewellery
We live in a very complex and culturally diverse society. When we bring individuals together
from diverse backgrounds in a work environment conflict can arise when expectations are not
realized or met. Rather than hoping conflict will go away, this paper will explore and identify the
reasons for conflict and how to successfully address them in a team environment. Write a four-
to five-page paper (excluding title and reference pages) assessing the components of conflict.
The following need to be addressed within your paper: Describe a conflict within an organization
or team with which you are familiar. Identify and describe the source(s) and level of the conflict
and support with evidence. Describe the steps taken to resolve the conflict or, if it is an ongoing
conflict, propose steps to resolve the conflict. Describe a minimum of three conflict outcomes
that could reasonably occur as a result of the conflict resolution. Support your reasoning for each
possible outcome.
Solution
(GFI, “About The Group”), Global Finance, Inc. (GFI) is well-known financial company that
manages thousands of accounts across Canada, the United States, and Mexico. It’s a public
company traded on the NYSE (New York Stock Exchange) and specializes in financial
management, loan application approval or wholesale loan processing and investment of money
management for their customers. Therefore, this is a financial services offering company where
most of the time customers have directly interaction with many employees which includes; sales,
marketing, accounting, finance and support departments; where all of the employees need to
show humble behavior with customers even they may criticize but for the business purpose, it’s
essential for organization to achieve their goals.
2. GFI Organizational Conflict:
Since few months, organization have been facing issues of organizational conflict by their
individual employee, groups or due to organizational interpersonal factors where some people
are blaming that higher management is not that much good and even not listen employees
requests for which employees’ had gone for strike too and these issues are related to
organizational behavior, employees personal aspects from organization, etc. which have created
organizational conflict. Even now situation is in control but not that much effective which was
expected and continuously losing their business (AFZALUR RAHIM, AND THOMAS V.
BONOMA 1979). Hence, there is need to effectively handle the situation by applying conflict
resolution theories and models of conflict control.
As we know, conflict is an essential force governing all the aspects of life. It has always existed
between individuals, groups and organizations.
Therefore, understanding and managing conflict is a vital investment to improve organizational
performance where effective conflict management can assist GFI to keep in touch with new
developments and create suitable solutions for their threats where managing conflict, is .
1. Industrial conflicts arise due to divergent interests between management and employees over issues like wages, working conditions, and production goals.
2. Conflicts can manifest through organized actions like strikes and lockouts or unorganized ways like slowdowns and sabotage.
3. The main causes of conflicts in Indian industries are issues related to wages, bonuses, personnel matters, retrenchment, leaves and working hours. Major conflicts have taken the form of strikes and lockouts, which have consequences for all involved parties.
Conflict Management: A Win-Win Strategy for Organisational Effectiveness in t...IJSRED
This document discusses conflict management strategies in organizations. It defines conflict as a disagreement between two or more parties where each tries to have their views accepted. The document outlines that conflict can be functional when it increases ideas and competitiveness, but dysfunctional when it hinders goals. It also discusses different types of conflict like intra-personal, inter-personal, and inter-group conflicts that can occur due to differences in goals, communication issues, or between organizational sub-units. Overall, the document advocates that some minimal level of conflict can be positive for innovation, but it must be properly managed to avoid becoming disruptive.
Managing team and organizational conflictMasum Hussain
This document provides an overview of organizational conflict and ways to manage it. It begins with an introduction discussing different views of conflict - the traditional view that sees it as negative, and more modern views that see proper management as key. It then discusses sources and causes of conflict within organizations, including structural issues, role conflicts, and personal disputes. The document outlines costs of conflict for both organizations and employees, including lost time and productivity. It proposes several conflict resolution strategies for managers, such as conflict management styles, structural changes, and open communication. The summary aims to provide a concise yet comprehensive overview of the main topics and arguments covered in the document.
This document summarizes two conflict management models: the structural model and process model. The structural model deals with factors impacting conflicts in projects and conflicting processes. The process model deals with the sequence of events involved in a conflict. The document also discusses three common conflict management styles used in organizations: accommodating, avoiding, and collaborating. Accommodating involves giving the opposing side what they want to keep the peace. Avoiding tries to postpone or ignore the conflict hoping it resolves on its own. Collaborating works by incorporating ideas from both sides to find a mutually agreeable solution.
This document discusses conflict management and provides details on various types of conflict. It begins by defining conflict management and its goals of limiting negative aspects of conflict while increasing positive ones. It describes factors that can cause conflict and different types of organizational and interpersonal conflict. The document also distinguishes between conflict resolution and conflict management, noting the latter aims to minimize negative impacts rather than necessarily resolve conflict. It provides an overview of Rahim's model of conflict management styles and makes suggestions for effective conflict management. The document concludes by discussing considerations for international conflict management and the potential role of counseling in addressing personal conflicts affecting work.
The application of ethics in power and politicsAafreenshah786
The document analyzes 5 case studies of conflict management in organizations that implemented in-house mediation schemes. It finds that mediation helped rebuild relations between disputants more quickly and at lower cost than traditional procedures. However, barriers included resistance from managers and difficulties maintaining mediation practices. Overall mediation did not seem to be integrated into a broader conflict management strategy in the organizations.
Doğuş Üniversitesi Dergisi, 16 (1) 2015, 109-120 ROLE OF.docxelinoraudley582231
Doğuş Üniversitesi Dergisi, 16 (1) 2015, 109-120
ROLE OF MANAGERS IN SOLVING CONFLICTS IN THE
ORGANIZATIONS
ÖRGÜTLERDE ÇATIŞMANIN ÇÖZÜMLENMESİNDE YÖNETİCİNİN ROLÜ
Pelin ŞAHİN YARBAĞ
Beykent Üniversitesi, İİBF, Girişimcilik Bölümü
[email protected]
ABSTRACT: Conflict means a clash of opinions in the simplest term. It is clear that
clash of opinions will be everywhere if human is there and this will cause conflicts.
In that case, it is possible and should be expected there will be conflicts in the
organizations in which many different people work together, have different cultures
and world views, with different education and equipments, different expectations
and purposes. Firstly, this study defines conflict and conflict in the organization. It
tries to emphasize the importance of the issue of conflict in the organization by
focusing on reasons, sources, types and phases of the conflicts. The cause-effect
relations are examined and suggestions for both managers and academicians are
provided.
Keywords: Conflict; Conflict in Organizationl Solving the Problems; Role of
Managers in Solving Problems
JEL Classifications: M10, M120, M140
ÖZET: Çatışma, en basit tanımı ile fikir ayrılığı demektir. İnsanın olduğu her yerde
fikir ayrılıklarının yaşanabileceği, bunun da çatışmalara sebep olacağı aşikârdır. O
halde birçok insanın bir arada çalıştığı, farklı kültür ve dünya görüşlerinin olduğu,
farklı eğitim ve donanımlara sahip, farklı beklentiler ve amaçlar içerisinde
bulundukları örgütlerde çatışmaların olması olağandır ve beklenmelidir. Bu
çalışmanın başlangıcında çatışma ve örgütte çatışmanın tanımı yapılmaktadır.
Çatışmaların sebepleri, kaynakları, türleri, evreleri üzerinde durarak örgütte
çatışma konusunun önemi vurgulanmaya çalışılmaktadır. Örgütte çatışmanın fayda
ve sakıncalarına değinilerek yöneticinin tercih yapmasını kolaylaştırmaya
çalışılmaktadır. Çalışma boyunca sebep sonuç ilişkilerine değinilmiş, yönetici ve
akademisyenler için öneriler getirilmiştir.
Anahtar Kelimeler: Çatışma; Örgütte Çatışma; Çatışmaların Çözümlenmesi;
Çatışmanın Çözümünde Yöneticinin Rolü
1. Introduction
In our daily life, the conversion of our different thought into conflicts is
unavoidable. When these conflicts are experienced by the people working for an
organization to perform an organizational aim and who are the basic elements of this
aim, itp is called the conflict in the organization. The aim of this work is to evaluate
the conflict in the organization in detail. The conflict in an organization will be
defined by making explanation about them. By explaining the types of the conflicts,
we will try to figure out who may live conflict. We will press the subject of having a
background about the importance of the event for the administrator who has an aim
to solve the problem by distracting attention. We will examine the conflict in such a
way that we will see not only its advantage of it but als.
Similar to Impact of Workplace Conflict Resolution on Organizational Performance Aish hr ppt (20)
Material management involves planning, organizing, and controlling the flow of materials from initial purchase through distribution. The key aims are to obtain the right quality and quantity of supplies at the right time and place at the lowest possible cost. Effective material management requires forecasting demand, establishing scientific inventory controls like economic order quantity and ABC analysis, following proper procurement and storage procedures, and implementing preventative maintenance and condemnation of equipment when required. Adopting sound material management principles can improve organizational efficiency.
This document discusses marketing intelligence and market research. It begins by defining business intelligence and how it links disparate systems to provide a free flow of information. It then discusses different types of intelligence like operations, finance, marketing, and HR intelligence. The document also discusses market intelligence and how it focuses on using information as a strategic advantage by thoroughly understanding customers. It provides an overview of the market planning process and different research approaches. Finally, it discusses marketing decision support systems and how they integrate marketing data from different sources into a single database.
This document discusses principles of working capital management including concepts, needs, determinants, issues, and estimation of working capital requirements. It defines working capital as the amount of funds required to meet day-to-day expenses and finance short-term assets like cash, receivables, and inventory. The document outlines methods for estimating working capital needs including the operating cycle method and estimating components of working capital. It also discusses sources of working capital including trade credit, bank finance, retained earnings, and various debt and equity instruments.
This document discusses marketing intelligence and market research. It begins by defining business intelligence and how it links disparate systems to provide a free flow of information. It then discusses different types of intelligence like operations, finance, marketing, and HR intelligence. The document also discusses market intelligence and how it focuses on using information as a strategic advantage by thoroughly understanding customers. It provides an overview of the market planning process and different research approaches. Finally, it discusses marketing decision support systems and how they integrate marketing data from various sources into a single database.
The document discusses the objectives of a firm. It begins by questioning whether the sole objective is profit maximization, noting criticisms of this view. Alternative objectives proposed include maximizing sales and maximizing balanced growth. Balanced growth is defined as equal growth in demand for the firm's products and supply of capital to the firm. Both owners and managers are said to aim at their own goals - owners at profits and market share, managers at better salary, job security and growth. The firm's objective is to maximize balanced growth to satisfy both owners and managers.
The document discusses using digital marketing to promote an education event called WEEXPOINDIA VIRTUAL 2020 in Chennai, India. A study was conducted where 243 respondents answered questionnaires about digital advertising and other factors influencing their intention to visit the event. The results showed that digital advertisement had a more powerful influence on changing visitors' behavior than non-digital marketing, especially due to the COVID-19 pandemic. The study concluded that successful promotional strategies should focus on digital marketing for its efficiency and ability to enrich experiences, while also considering other factors like attitudes and perceived behavioral control.
EMOTIONS ON CONSUMER DECISION-MAKING IN FMCG SECTOR AISHaishuprabhayadav90
This document discusses a study on the role of emotions in consumer purchases of fast-moving consumer goods (FMCG) in India. The study used questionnaires to collect primary data on the types of emotions that influence FMCG purchases. Factor analysis identified four key factors of emotions that influence purchases: 1) pride and uniqueness, 2) excitement, 3) satisfaction, and 4) arousal and alertness from advertisements. The study aims to understand the impact of emotions on FMCG purchases and identify the most relevant emotional factors. It provides insights for marketers but was limited by its time and cost constraints.
This document discusses material management, which involves planning, organizing, and controlling the flow of materials from initial purchase through operations and distribution. The key objectives of material management are to obtain the right quality and quantity of supplies at the right time, place, and cost. Effective material management requires functions like purchasing, inventory control, storage, and issue/use to be properly managed. Inventory control techniques like determining economic order quantities, re-order levels, and ABC analysis are important to ensure adequate materials are available while minimizing costs.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
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Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
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https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
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• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
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Speaker: Heather Pysklywec
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AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
2. This study investigated the impact of workplace conflict
management on organizational performance in private sector
enterprises. Participants comprised 800 employees selected
through the use of simple random sampling technique. Data
were generated through the use of validated structured
questionnaire. Descriptive and inferential statistics were
employed to analyze data collected from the respondents.
Conflict is an inseparable aspect of people’s as well as
organizations’ life. The study also discovered that conflicts occur
in organizations as a result of competition for supremacy,
leadership style, scarcity of common resources, etc. If a conflict
is not well and timely managed, it can lead to low productivity or
service delivery. The study also discovered that conflict can
sometimes produce positive result, if well managed. Thus, not all
conflict situations are bad. Efforts should always be made to
ensure that the causes of conflicts are addressed as soon as they
are noticed.
Keywords: conflict management, organization, organizational
performance and workplace conflict, conflict resolution.
3. Definition of Conflict
Conflict is very important for any manager. It is rooted primarily
in the fields of business, sociology and psychology, but not in
communication or education. It is complicated to define conflict
as it is difficult to come to a consensus concerning the definition
of this term (Borisoff and Victor, 1998). The easiest way to
understand the term “conflict” is to divide theories of conflict
into functional, situational and interactive. The followers of the
functional approach think that a conflict serves a social function
and those who view a conflict as situational, suggest that
conflict is an expression under certain situations. The third
theory views conflict as interactive. Functionalists usually ask
the questions: “Why is there conflict? What purpose does it
serve?” while situationalists ask: When do we have conflict?
Under what circumstances does it occur?” Interactionalists are:
“how is there conflict? what methods and mechanisms are used
to express it?”
4. The purpose of the study to identify the
causative factors of conflict in the
manufacturing organization,
examine the types of conflict that are
prevalent in the establishment,
access the conflict management strategies
adopted for use in the organization and
determine the effect of workplace conflict
management on organizational performance in
the establishment.
5. Conflicts affect individual and organizational
performance. Resolving conflicts takes a toll on
managerial time and energy which could be more
productively spent.
In a conflict situation, people may promote their self-
interests or personal gains at the cost of others or the
organization.
Intense conflicts over a prolonged period affect
individuals emotionally and physically, and give rise
to psychosomatic disorders.
Time spent on conflicts, if costed, could have been
spent doing more productive things.
Conflict may lead to work sabotage, employee
morale problems, decline in the market share of
product/service and consequent loss of productivity
6. TO Identify the conflict elements, emotions,
behaviour and contradictions.
TO Identify the TRANSFORMATION changing
the orientation of the conflict and making
the different parties aware of the elements.
TO Identify the Solution:- changing the
elements allows transformation of the
conflict direction, which leads to the
solution apparent
7. The study was conducted within a time &
COST and is a limitation as respondents tend
to change in terms of their psychological
constructs from time to time.
8. . Obi (2012) 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. This view is
consistent with Henry (2009); Ikeda, Veludo
and Campomar (2005); Azamoza (2004) and
Ajala and Oghenekohwo (2002) descriptions
of workplace conflict as a dispute that occurs
when interests, goals or values of different
individuals or groups are incompatible with
each other in organizations.
9. According to Rahim (2002) 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.
10. Ford (2007) posited a four-way process which
includes assessment and inquiry, design,
implementation and evaluation aimed at
achieving efficacious and objective conflict
decision in the workplace. This integrative
approach is often employed to encourage
management to satisfy the needs of
stakeholders in the resolution of conflict. Vigil
and King (2000) observed that the use of
integrative style of managing conflict is likely
to create better result and higher commitment
in individuals than teams using non-integrative
conflict management. The integrative
approach broadens the understanding of the
conflict problem and increases resolution.
11. Amendment Act (2000) and by the positive use
of this machinery for resolving conflict by
some multinational firms in the country. In
practice, this collaborative approach of
managing conflict, involves negotiation
between union and management in a process
of meeting demands, discussing, presenting
counter demands, bluffing and sometimes
threatening all in a bid to reach collective
agreement.
Thomas (1976) also put forward some
approaches for managing conflicts. These are
avoidance, accommodation, competition,
compromise and collaboration. The avoidance
strategy is called conflict avoidance.
12. C.Wright Mills has been called the founder of modern
conflict theory (Knapp, 1994). In Mill’s view, social
structures are created through conflict between
people with differing interests and resources.
Individuals and resources, in turn, are influenced by
these structures and by the “unequal distribution of
power and resources in the society”. (Knapp, 1994).
The power elites of the American society, (i.e., the
military – industrial complex) “emerged from the
fusion of the cooperate elite, the pentagon and the
executive branch of government”. Mills argues that the
interests of these elites were opposed to those of the
people. He theorized that the policies of the power
elites would result in “increased escalation of conflict
of weapons of mass destruction, and possibly the
annihilation of human race” (Knapp, 1994).
13. A recent articulation of the conflict theory is
found in Alan Sears (Canadian Sociologist)
book: “A Guide to Theoretical Thinking”
(2008). According to Sears’ (2008):
Societies are defined by inequality that
produces conflict, rather than order and
consensus. This conflict based on inequality
can only be overcome through a fundamental
transformation of the existing relations in the
society, and is productive of new social
relations.
14. Empirical research findings have provided
insights into causative factors of workplace
conflict. Hotepo, Asokere, Abdul – Azeez and
Ajemunigbohun (2010) 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. Relatedly, in the banking sector in
Nigeria, Obasan (2011) 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
15. Ogunbameru (2006) 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 (Kazimoto, 2013). On the other hand,
formal workplace conflict is referred to as an
organized expression of conflict articulated
through a trade union or other workers
representatives (Ogunbameru, 2006)
16. Traditional View (1930-1940): One school of
thought says that conflict must be avoided as
it reflects malefaction within the group.
Conflict is viewed negatively and is associated
with violence and destruction. Conflict is a
result of poor communication and a lack of
trust between people. Conflict can be
eliminated or resolved only at high level of
management. According to this view, all
conflicts should be avoided. Thus, there is
need to pay attention to causes of conflict and
correct them in order to improve group and
organization performance (Robins, 2005).
17. This exists when there are interpersonal
incompatibilities among group members,
including personality clashes, tension,
animosity and annoyance (Jehn, 1995). This
type of conflict produces negative individual
emotions, such as anxiety, mistrust, or
resentment (Jehn, 1995), frustration, tension
and fear of being rejected by other team
members (Murmnigham and Conlon, 1991).
18. These are disagreements about the content of
a task and work goals, such as distribution of
resources, procedures , and interpretation of
facts (John, 1995; 1997). Task conflicts include
differences in view points, ideas and opinions,
and may coincide with animated discussions
and personal excitement. In contrast to
relationship conflict, findings concerning task
conflict are not as conclusive. Task conflict has
been associated with several beneficial effects
such as improving the use of debate within a
team (Jehn, et al, 1999), which results in
quality ideas and innovation (Amason, 1996;
West & Anderson, 1996) and leads to better
service delivery (Tjosvold, Dann & Wong,
1992).
19. This refers to disagreement about how a task
should be accomplished, individuals’
responsibilities and delegation (Jehn &
Mannix, 2001), e.g. when group members
disagree about whose responsibility it is to
complete a specific duty. Process conflict has
been associated with lower morale, decreased
productivity (Jehn, 1997) and poor team
performance (Jehn, 1999).
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
20. The descriptive study analyzing that early
recognition and paying attention to the
conflicting parties and negotiation between
parties involved in the conflict should be
adopted in resolving conflicts while force or
intimidation should never be used to resolve
conflicting parties. Force and intimidation can
only be counter productive. The required data
for the present study has been collected from
different websites also. PRIMARY data will be
Collected from structured questionnaire The
research design chosen is descriptive in nature
and the sampling technique chosen is random
probability sampling.
21. The universe of the study includes PRIVATE sectors
organizations within the Chennai. The collected data after
being coded will be analysing using Statistical Package for
Social sciences (SPSS) and various statistical tests were
applied based on hypotheses testing the relationship
between conflict management strategies (collective
bargaining, compromise, and accommodation) and
organizational performance. Consciousness of workers
Inequitable treatment, Nature of work activities employee
perception grievance settlement, Union – management
relationship superior and subordination relationship wages
are the dependent variables.Structured questionnaire was
the main instrument used for data collection Each item of
the construct used was presented with five alternative
responses from strongly disagree to strongly agree with
numerical value 1 – 5. The questionnaire survey followed
all the required ethical considerations.CRONCH ALPHA
0.869 ITEMS 29
22. VARIABLES
Potential opposition or incompatibility
Vs
Antecedent Conditions
communication
structure
personal variables
Cognition & personalization vs
Perceived conflict
felt conflict
: Intentions vs
Conflict handling intentions
Behaviour vs
Overt conflict
Party’s behaviour
Other’s reaction
Outcomes vs
Increased group Performance
Decreased group performance
Source: The Conflict Process (Robbins, 2005).
23. Based on the broad objective of the study and
comprehensive review of the literature, the following
hypotheses emerged.
H1: There is a significant relationship between
workplace conflict management and organizational
performance
H2: Collective bargaining strategy has significant
relationship with organizational performance. H3:
Compromise strategy has significant relationship with
organizational performance
H4: Accommodation strategy has significant
relationship with organizational performance H5:
Confrontation strategy has significant relationship
with organizational performance H6: Competition
strategy has significant relationship with
organizational performance
24. The study Going to investigate the impact of conflict
management on organizational performance in a
manufacturing organization 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.
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