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Conflict management & resolution
The document discusses conflict management and resolution strategies in two organizations: Meezan Bank and Schlumberger. Meezan Bank, an Islamic bank, focuses on preventing conflicts to maintain stability, whereas Schlumberger encourages conflicts as opportunities for innovation. A SWOT analysis is provided for both organizations, outlining their strengths, weaknesses, opportunities, and threats in relation to their conflict management approaches.
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Conflict management & resolution
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- 3. Introduction to MeezanBank Islamic bank based in Karachi, Pakistan. Publicly listed company with a paid-up capital of Rs. 9 billion. Offers a range of personal and corporate Islamic banking products and services. In-house Shariah Advisor and a Shariah Supervisory Board composed of Shariah scholars
- 5. Mission Statement: “To bea premier Islamic bank, offering a one-stop shop for innovative value added products and services to our customers within the bounds of Shariah, while optimizing the stakeholders value through an organizational culture based on learning, fairness, respect for individual enterprise and performance.” Vision Statement: “Islamic banking as banking of first choice to facilitate the implementation of an equitable economic system, providing a strong foundation for establishing a fair and just society for mankind.”
- 6. SWOT Analysis ofMeezan Bank: SWOT Strength • Pioneer in the industry of Islamic Banking. • Wide range of national network of branches. • Facility of online banking. • Value added features,like,ATMs,Visadebitcard. • Effective Customer services. • Cordial Working environment. Weakness • Limited Marketing and advertising area. • Low degree of satisfaction of the employees. • Difficult targets set for the employees. • Stressful job. • High turnover of staff due to dissatisfaction. • Lack of Training programs for the employees. • No involvement of lower level management in Decision making Opportunity • Diversion of people mind from conventional banking services to Islamic banking services. • Global acceptance of Islamic banking system. • Improving economic conditions. • Appreciating foreign exchange reserves. • Investment and Growth opportunities. • Industrial development Threats • Growing competition in the Islamic banking . • Establishment of Islamic banking branches by conventional banks. • Lack of awareness (missconception) amongst general public about Islamic banking. • Cumbersome procedures of credit facilities. • Aggressive marketing by conventional banks
- 7. Highly Centralizedorganization Prevent Conflicts Satisfaction as to conflict Management Implemented MBO Meezan Bank w.r.t Conflict Management
- 9. Introduction to Schlumberger World's largest oilfield services company. Employs approximately 120,000 people Representing more than 140 nationalities and working in more than 85 countries. Its principal offices are in Houston, Paris, and the Hague
- 10. Mission Statement: “One ofthe world’s largest leading oilfield service providers” “To be the world’s leading supplier of technology, integrated project management and information solutions to customers working in the oil and gas industry worldwide.” Vision Statement:
- 11. Schlumberger w.r.t Conflict Management Highly decentralized Organization Espouse Innovation Mutually searching for a solution Shared Interests
- 12. SWOT of Schlumberger Strength 1.Oneof the world’s largest leading oilfield service providers 2.Global operations 3.Employs nearly 100,000 and operates in over 80 countries 4.Excellent technology 5,Large scale mergers and acquisitions improving its brand value Weakness 1.Legal issues 2.Declining revenues 3.Severe cases of environmental issues 4.Oil spill controversies Opportunity 1.Acquisitions by buying out competition 2.Increasing demand for fuel Threats 1.Government regulations 2.High Competition 3.Environmental laws 4.Economic instability
- 13. Results of ourSurvey
- 14. How we Conductedour Research?
- 15. Our Primary Sources: 1.Face to face interview 2. Telephone interview 3. Computer assisting personal interviewing (CAPI) 4. Paper-pencil-Questionnaires
- 16. Our Secondary Sources: 1.Official Website of Marriot International. 2. Blogs 3. Published Articles 4. Wikipedia 5. Google 6. Various related Websites
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- 19. Article 1: LineManagers and the management of workplace conflict • Have the stronger tendency to resolve the rational disputes • Avoidance of HR Practices by Line Managers • To improve understanding of the role played by line managers in organizations. • The most detailed study of the area in Ireland • Productively focus on the views and assessments of line managers themselves.
- 20. Article 1: LineManagers and the management of workplace conflict
- 21. Article2:ManifestConflictandConflictAftermathin FranchiseSystems: A 10-YearExamination* •The Conflict in Meineke’s Case • Manifest Conflict • Latent Conflict • Conflict Aftermath • long-lasting injury to a franchise relationship. • residual effects of manifest conflict.
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- 23. • Resulting fromthe highly demanding pressures. • The central aim of this article • The Moderating role of Organizational Commitment Article3:Reducingtheeffectsofwork–familyconflict onjobsatisfaction:thekindofcommitmentmatters
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- 25. Article 4: RethinkingIntractability:ANew Frameworkfor Conflict • Challenging new book about intractable conflicts • Intractability" is a controversial concept • "Do not use a term that undermines everything we are trying to do," argued Mr. Adnan Latif • These conflicts are not hopeless, and they most certainly are worth dealing • . Intractable conflicts need a different, more multi-faceted, and more prolonged approach.
- 26. Article 4: RethinkingIntractability:ANew Frameworkfor Conflict
- 27. Article5:AngelInvestors’andEntrepreneurs’IntentionstoExit TheirVentures:AConflictPerspective • Exit representsone of the key events in the relationship • Goal Conflict and Task Conflict • Entrepreneurs have a strong sense of psychological ownership • Findings tell us that incompatibilities must be considered. • This study is not without limitations, which provide opportunities for future research.
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- 29. ComparisonbetweenSchlumbergerandMeezanBankwith respecttoConflictManagementandResolution: Schlumberger Meezan Bank Theyencourage conflicts so as to come up with new ideas to innovate the system They usually prevent conflicts in order to stabilize the system with peace. It is a decentralized organization, which implies constant feedback from customers w.r.t conflict management techniques It is a highly centralized organization, which doesn’t give much consideration to conflict aspects. They always try to reach the root cause of the conflict in order to make the most of the conflict. They usually make the attempt to avoid conflicts for the sustainability of regular operations. They use proactive strategy to confront the conflicts They usually rest on reactive strategy to get away from conflicts. They regard conflicts as an opportunity to forge ahead. They regard conflicts as an obstruction for a progressive future. They always put their finger on the pulse to analyze the future situations of conflicts. They remain indolent and unwilling to discover new aspects as to quality management. They are not highly satisfied with their conflict management and resolution techniques in order to retain the hunger to shake up the system down the road They are well satisfied with the level of their conflict management and resolutions.
- 30. Group Recommendations asto Conflict Management • Listen for what is felt as well as said • Make conflict resolution the priority rather than winning or "being right." • Focus on the present. • Pick your battles. • Be willing to forgive • Know when to let something go.
Editor's Notes
- #2 Peace is not absence of conflict, it is the ability to handle conflict by peaceful means. The harder the conflict, the more glorious the triumph. Thomas Paine Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99 Whenever you're in conflict with someone, there is one factor that can make the difference between damaging your relationship and deepening it. That factor is attitude. The hottest place in Hell is reserved for those who remain neutral in times of great moral conflict. Martin Luther King, Jr. Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99 The passions are the same in every conflict, large or small. Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99 Creativity comes from a conflict of ideas. Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#k1DLo5ti0pLedD2o.99 The harder the conflict, the more glorious the triumph. Read more at http://www.brainyquote.com/quotes/keywords/conflict.html#6jcXr6yXbWgHEk8J.99
- #3 First know as to organizaions to execute ur articles
- #6 Serve their customer with services within the bounds of shariah in order to execute islamic banking more comprehensive
- #10 There stock prices are increasing with an astonishing rate
- #12 Hell Attitude quote
- #13 1 Downward trajectory Acquisitions High competition
- #19 Meezan shows a lot of restraint in terms of conflict
- #20 The motivation behind this study is to improve understanding of the role played by line managers in organisations, particularly in relation to how they help solve workplace conflict. Should line managers involve themselves into workplace or not?
- #21 from our study. First, line managers were found to be formally involved in the routine management and resolution of workplace conflict in many organisations but commonly without formal training or recurrent assessment of their competence in this area. Second, the study found empirical support for the argument that emerges frequently in the literature that line and supervisory engagement in conflict management is associated with a range of positive organisational outcomes, which are particularly relevant to employers: . This third finding suggests that the strong argument made in the literature that line and supervisory engagement needs to be aligned with an integrated and modernised ADR-based conflictmanagement system may be overplayed (Bendersky, 2007). A fourth finding of the study is that line and supervisory managers’ engagement, defined in terms of routine, confident and independent involvement in conflict management, supported by training, monitored and incentivised by recurrent performance assessment, is most developed in firms that have adopted commitment-oriented HR practices.
- #22 he franchisor’s use and management of advertising funds that were collected from franchisees and then Manifest conflict can be concluded or resolved by a number of methods, including mutual agreement, arbitration, legal verdict, or even dissolution of the relationship. Despite the resolution of a manifest conflict episode, however, it is likely that some residual hostility will remain among the parties. Supporting these notions, prior research The franchise system during aftermath thus comprises two groups of franchisees: those that experienced the turmoil of manifest conflict and those that joined the system subsequent to its resolution.
- #24 Work–family conflict has been defined as a conflict that occurs between work roles and family roles, resulting from the highly demanding pressures associated with each role and reducing performance in both role The central aim of this article is to extend what is currently known about work–family conflict by examining the different effects of the three forms of work–family conflict on organizational outcomes among a sample of Italian nurses. Specifically, we aim to verify what effects time-, strain- and behavior-based conflict have on nurses’ job satisfaction at different levels of organizational commitment. THE MODERATING ROLE OF ORGANISATIONAL COMMITMENT
- #26 In this article, Mr.Coleman’s challenging new book about intractable conflicts offers such a framework. Intractable conflicts? very difficult or impossible to control, manage, or solve
- #28 For decades, scholars have argued that exit represents one of the key events in the relationship between external investors and entrepreneurs (Black & Gilson, 1998; Mason, 2006). In line with the broader literature on the investor–investee . Goal conflicts were taken as a starting point in Jehn’s definition of team task conflict. As far as angel investor exit is concerned, there exit is the part of their investment process and return maximization is an important objective to consider in the exit decision. Whereas Entrepreneurial Exit much likes investors, leave their ventures through wide variety mechanisms. They can leave voluntarily or involuntarily; they can disband the venture or sell it to third parties, employees or family members; or their ventures can fail. Moreover, the writer contributed to the entrepreneurship literature in two ways. First, this study extends the theoretical understanding of entrepreneurial and investor exit by incorporating the relationship in which they are embedded. Second, this study is the first to examine drivers of angel investor exit, an issue that is uniquely important, since the ventures in which they tend to invest are very early stage and thus sensitive to the consequences of investor exit. results support the view that both perceived and actual incompatibilities should be considered important because each has a unique, significant role to play in the conflict process.