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.
The discord that arises when interests, values & goals of different individuals or groups are incompatible and involved people blocks or thwart each other efforts to achieve their objectives.
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
The discord that arises when interests, values & goals of different individuals or groups are incompatible and involved people blocks or thwart each other efforts to achieve their objectives.
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
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
Conflict is a part of any company, sometimes it could affect the productivity , I applied internet research just to identified the causes and how to avoid it.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
ReadySetPresent (Conflict PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. We often frown upon conflict situations in the work place because we assume that their outcome is always negative. However, this is often not always true. Conflict can also be turned into a positive force that can increase personal and organizational effectiveness. 100+ PowerPoint presentation content slides. Conflict PowerPoint Presentation Content slides include topics such as: the definition of conflict, 10+ slides on symptoms and causes of conflict, 5 methods to handle conflict, 10 slides on group conflict and causes, 10 slides with ways to address conflict: ignoring - stifling, defusing, organizational conflict: positive and negative aspects, 4 stages of conflict management, 20+ slides on organizational conflict and conflict management strategies, 17 points on how to overcome deadlocks, 5 types of conflict deadlocks each with causes and techniques to handle: relationship - data - value - interests - structural, conflict models, strategies, 20+ tips, how to’s and more!
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Team Cohesion" and will show you how to build cohesive teams that have strong ties.
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 ...
In this presentation we will cover -
1. What is conflict?
2. Sources of Conflict
3.Symptoms of conflict
4. Levels of Conflict
5.Stages of conflict
6.Conflict Thoughts
7. Conflict Resolution Styles
8.How to achieve win-win out comes?
I hope this presentation is helpful to you! :)
Presentation on workplace conflict covering
- What is “problem” conflict?
- The inevitability of conflict within workplace teams
- The 5 Recognized approaches to dealing with conflict
- What are your usual Conflict Styles?
- Tips and strategies to reduce conflict
- When to bring in a Mediator
- Recap
Conflict is a part of any company, sometimes it could affect the productivity , I applied internet research just to identified the causes and how to avoid it.
Many leaders stay away from using the word conflict to describe tensions in their organizations. By failing to properly account for what is preventing the enterprise from producing, they contribute to the toxicity.
Understanding how to manage/resolve conflict is an essential skill required by managers/leaders today. Shying away from treating with its presence is likely to affect the organization in a negative way.
ReadySetPresent (Conflict PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. We often frown upon conflict situations in the work place because we assume that their outcome is always negative. However, this is often not always true. Conflict can also be turned into a positive force that can increase personal and organizational effectiveness. 100+ PowerPoint presentation content slides. Conflict PowerPoint Presentation Content slides include topics such as: the definition of conflict, 10+ slides on symptoms and causes of conflict, 5 methods to handle conflict, 10 slides on group conflict and causes, 10 slides with ways to address conflict: ignoring - stifling, defusing, organizational conflict: positive and negative aspects, 4 stages of conflict management, 20+ slides on organizational conflict and conflict management strategies, 17 points on how to overcome deadlocks, 5 types of conflict deadlocks each with causes and techniques to handle: relationship - data - value - interests - structural, conflict models, strategies, 20+ tips, how to’s and more!
What is collaboration? Here I present both a definition of collaboration and a model for how to think about collaboration. This gives us a framework for how to improve the way we collaborate.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Team Cohesion" and will show you how to build cohesive teams that have strong ties.
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 ...
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.
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
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.
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
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 .
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.
Managing team and organizational conflictMasum Hussain
In our culture, we reflexively tend to think of the term “conflict” in the negative. When we discuss conflict in the business world, we speak of it (often unwittingly) as a diminishing force on productivity, an ill that only compounds the difficulties of a job, and an element that needs expunging if companies are to achieve their goals. Normally seen as the byproduct of a “squeaky wheel” rather than a natural derivative of business itself, conflict is a force that causes short-term anxieties, and many view “fixing” ongoing conflict as synonymous with “eliminating” it.It is commonplace for organizations today to work in teams. Whether they be leader-driven teams or self-directed teams; the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and experiences, it is inevitable that conflict will occur.
Every organization encounters conflicts on a daily basis. The conflicts cannot be avoided, but it is possible to manage them in a way that we recognize them on time. It is necessary to continuously track the organizational signals which point to their existence. If we do not react duly, this can lead to the situation that the conflict itself manages the organization. One of the more important determinants of productivity, efficiency and performance, and finally job contentment is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on dependent variables, but first we have to understand and get a good insight into individual elements of organizational behavior. By this paper we want to brighten the meaning of conflict on the organization, the conflict process and possible conflict management styles. We will show the relationship between the level of conflict and the impact on the organizational performance.
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
Mathematical Model to Predict Leader Self-Awareness and Effective Conflict Ma...Triple A Research Journal
Self-awareness and effective conflict management were subjected into evaluation, this was to monitor the extend at which such managerial concept experienced impact from positive and negative condition, various dimension that were observed to express relationship were involved to evaluate different rate of effects on leader self – awareness in manufacturing companies, other influential parameters were conflict management. These variables were observed to relate through increase collaboration as a result generate improved communication between customers and staffs for better efficiency and productivity in manufacturing companies. The study expresses various output through simulated parameters at different period and conditions, the derived simulation values were subjected to model validations, and both parameters developed favorable fits, the study expressed its significance by monitoring leader self-awareness in manufacturing companies, these were evaluated through assessment of effective conflict management to generates improved communication between customers and staffs in manufacturing companies.
Keywords: Mathematical model, leader self-awareness, and manufacturing companies.
5
Conflict styles
Introduction
The reflection essay based on the discussion of conflict styles. The writing presents the overview of conflict styles and the positive and negative traits of the conflict styles. Several benefits of building an awareness of conflict styles in an organization are described. The discussion based on Lynda.com videos, a personal experience towards the conflict structure is discussed.
Overview of conflict styles
Conflict is considered as the part of life. The concepts are a point that everyone has their own interest and incompatible understandings. People have different goals, experience, principles, and feelings in this aspect of life. In some other way, the concept of conflict style describes the experience of two people having discomforting differences. Talking about the daily lifestyle conflicts, we think of helping others in every aspect of life but we go through some arguments. In volunteer activities or in relationships we must respond to any conflict if it moves in any harmful or beneficial condition. Conflict styles of daily lifestyle have some management style of avoiding, accommodation, collaborate, and completion of strategy (Prause and Mujtaba,2015).
Conflict styles are based on the following major categories
• Issues are involved in a conflict that is based on the principles, important priorities, and values.
• In any conflict, the importance of maintenance problems and resolving them reveals the relationship priority
• The relative power and time required to resolve such issue is based on the conflict style
Positive and negative traits of conflict styles
Talking about the positive traits of my conflict style discusses that when the team members feel fully confident and they are free to think about their ideas they provide relative information about their own thinking. No judgment is seen in this case. Hence, the process becomes creative entirely and in this way, I feel the benefits of conflict styles. I guess managers have to understand the outcomes of debating in a business environment. Managers facing a positive argumentive environment facilitates the discussion and makes positive ideas for a better understanding of the managers. The reviews and feedbacks of employees are provided (DuBrin,2015).
The negative traits of the conflict styles used in my area are based on pretty arguments. Hence, on any occasion, the two parties are found augmenting and everyone feels it. Hence, people must have understood the pressure and they must try to reduce the tension and fuss in any function. In any business environment, conflict styles force arguments and disagreements with the leadership which creates disrespect in the organization (Folger et al,2017).
Benefits of building an awareness of conflict styles
When multiple employees work together in any organization conflicts are normal. While building an awareness among the employees working in any organization about the conflict styles.
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.
“It is the process of planning and executing the conception, pricing and promotion, distribution of goods and services to satisfy customers and achieve organizational goals.”
It is a branch broad area of management which is concerned with the direction of purposeful activities towards the attainment of marketing goals.”
In today’s competitive world the word ‘Strategy’ is very crucial for all business organizations. Presently organizations started realizing that customer centric and aggressive marketing strategies plays vital role to become successful leader. Though
globalization has opened the doors of opportunities for all, the market is still crowded with some unknown risks and lot of competition. Because of this competition, a marketing
strategy must aim at being unique, differential-creating and advantage-creating. To obtain unique and differential advantage, an organization has to be innovative in its
marketing strategy. Today due to innovative marketing strategies Maruti Suzuki has become the leading & largest seller of automobiles in India. Company has adopted various Brand positioning, Advertising, Distribution strategies to cover the market. Maruti’s few unique promotional strategies include Teacher Plus Scheme, 2599 scheme, Change your life campaign. The objective of this paper is to focus on various marketing strategies of Maruti Suzuki India Ltd.
The Automobile industry in India is one of the most successful manufacturing space from past liberalization. The industry has potential to grow to become a major economic contributor. The
Government of India has also recognized the importance of Automobile industry holds in the Indian economy and hence is currently working on Automotive Mission Plan 2026 to set targets for the industry for the year 2026. The Government of India has planned to implement of GST to the manufacturing sector in India. The objective of this study is the impact of GST on Automobile sector in India.
The reason for this move was simple: India’s Ministry of Finance claimed that 500 and 1,000 rupee notes are being used to finance terrorism, fund illegal drug sales, fuel the black
market, drive counterfeiting, and pay bribes. This so-called “black money” had reputedly built up to such epic proportions that Prime Minister Modi declared that enough was enough,
that he would take it upon himself to wash his country’s currency supply in one fell swoop. Demonetization can be said as a „Surgical Strike‟ on Black Money, Terrorism, Fake
Currency, Unorganized trading, Real Estate, Share market etc. on the other hand if we talk about the Indian industry on a broader way it can be categories in three parts Manufacturing
sector, Service sector and Agriculture sector. After demonetization only Agriculture sector shows some positive improvement while if we talk about the manufacturing and service sector both were crashed down and these will affect the whole Indian market in 2017 also. As of December 28, official sources said that the Income Tax department detected over 4,172 crore of un-disclosed income and seized new notes worth 105 crore as part of its country-wide operations. The department carried out a total of 983 search, survey and enquiry operations
under the provisions of the Income Tax Act and has issued 5,027 notices to various entities on charges of tax evasion and hawala-like dealings. The department also seized cash and
jewellery worth over 549 crore out of which the new currency seized (majority of them 2000 notes) is valued at about 105 crore. The department also referred a total of 477 cases to
other agencies like the CBI and the Enforcement Directorate (ED) to probe other financial crimes like money laundering, disproportionate assets and corruption.
The corporate world is changing the perspective from a business oriented financial perspective to a competency based economy and green economy. As the world is moving towards green economy, the responsibility of business has expanded to go green. The term Green human resources refer to the promotion of sustainable employee practices with the help of interface of every employee. It’s aim is to increase the awareness among the employees on the issue of sustainability. Green HR deals with the HR activities which are environment friendly and promote the sustainable use of resources in the organizations. This in turn, help business organizations to trim down employee carbon footsteps by the likes of teleconferencing, sharing of car, telecommuting, filing electronically, virtual interviews, recycling, online training, etc. This study focuses on various green HRM practices followed in the organization. The paper largely focuses on the various green HRM practices
Global climate change is a change in the long-term weather patterns that characterize the regions of the world. The term "weather" refers to the short-term (daily) changes in temperature, wind, and/or precipitation of a region. In the long
run, the climatic change could affect agriculture in several ways such as quantity and quality of crops in terms of productivity, growth rates, photosynthesis and transpiration rates, moisture availability etc. Climate change is likely to directly impact food production across the globe. Increase in the mean seasonal
temperature can reduce the duration of many crops and hence reduce the yield. In areas where temperatures are already close to the physiological maxima for crops, warming will impact yields more immediately (IPCC, 2007). Drivers of climate
change through alterations in atmospheric composition can also influence food production directly by its impacts on plant physiology. The consequences of agriculture’s contribution to climate change, and of climate change’s negative impact on agriculture, are severe which is projected to have a great impact on food production and may threaten the food security and hence, require special agricultural measures to combat with.
Presently India’s economy continues to grow at a rapid pace, the automobile industry is be
a key beneficiary. This is true in whole automotive markets—from those serving customers
with two-wheelers and four-wheelers to those offering commercial vehicles. The major
determinants behind such growth are the increasing affluence of the average consumer,
overall growth in GDP, the arrival of ultra-low-cost cars, and the increasing maturity of
Indian original equipment manufacturers (OEMs).Automotive Industry in India is
presently working in terms of the dynamics of an open market. In India, automobile sector
is one of the largest growing industries. Many joint ventures have been set up in India with
foreign collaboration. India also has one of the fastest growing economies, and many U.S.
companies view India as a potentially lucrative market. This paper gives an overview of
Indian Automobile Industry.
A brief discussion about the India's first highly reputed company who makes a revolution in the world of buscuits and cookeys.
In 1929 a small company by the name of Parle products emerged in British dominated India. The goal was to spread joy and cheer to children and adults alike, all over the country with its sweets and candies. A small factory was set up in the suburbs of Mumbai to manufacture confectionery products
Liberalization is a very broad term that usually refers to fewer government regulations and restrictions in the economy.
Privatization means transfer of ownership and/or management of an enterprise from the public sector to the private sector .It also means the withdrawal of the state from an industry or sector partially or fully.
Globalization implies integration of the economy of the country with the rest of the world economy and opening up of the economy for foreign direct investment by liberalizing the rules and regulations and by creating favorable socio-economic and political climate for global business.
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Effect of conflict management in organisation
1. Conflict Management: A Part of an Organization
Abstract
In organizations, conflict is regarded as the presence of discord that occurs when the
goals, interests or values of different individuals or groups are incompatible and
frustrate each other’s attempting to achieve objectives. There are different views
surrounding the origin of conflict in organizations and institutions. From the draw of
creation mankind has been presented with conflict. Conflict appears to be inevitable;
once there is human interaction conflict seem to fester. This paper seeks to describe the
concepts of conflict management, conflict in organizations and conflict management and
its effect.
Keywords: Corporate Culture, Conflict Management, Effects of conflict, Conflicts
Resolution Skill
Introduction
Conflicts are inevitable. Conflicts are an everyday phenomenon in each organisation.
There is growing recognition of the importance of conflict in an organisation. A recent
survey indicated that managers spend a considerable portion of their time dealing with
conflict and that conflict management becomes increasingly important to their
effectiveness. Conflict could be viewed as a situation of competition in which the parties
are aware of the incomparability of potential future position in which each party wishes
to occupy a position that is incompatible with the wishes of the other. The structurally
differentiated character of contemporary work–organizations, whether in the
manufacturing or service industry inevitably generates conflicts of interest. These
conflicts of interests arise in groups because of the scarcity of freedom, position and
resources. Workplace conflict is thus endemic despite the best of management practices
in organizations and manifests in various forms as an intrinsic and unavoidable feature of
employment relationship. It is by nature an ever present process and more likely to occur
in hierarchical organizations where people with divergent view, opinion and background
interact. However, conflict in work-relations is not an aberration, since it creates or
provides an opportunity for correction and reconciliation for the betterment of both the
organization and the workers.
Literature Review
Concept of Workplace Conflict
Obi (2012)1, defined workplace conflict as an act of discontentment and contention
which either the workers or employers of labour utilize to put excessive pressure against
each other so as to get their demands.
1
Obi, R. (2012). Stress and Conflict in Organisation. In Ogunbameru O.A. (Ed.), Industrial Sociology.
Ibadan, Spectrum Books Ltd
2. Ikeda, Veludo, Campomar (2005)2, described the workplace conflict as a dispute that
occurs when interests, goals or values of different individuals or groups are incompatible
with each other in organizations. On this premise, workplace conflict within the context
of employment relationship can be regarded as an inevitable clash of interests and
resulting disputes of varying intensity between and within any or all of the active actors
in organizations. Thus, in the absence of common values in organizations, conflict is
bound to occur.
Causative Factors of Work-place Conflict
Hotepo, Asokere, Abdul – Azeez and Ajemunigbohun (2010)3, found lack of
resources, different expectation, competition, lack of cooperation, interdependence and
communication problems as factors that have caused conflicts in the Nigerian
service industry.
Obasan (2011)4, identified unacceptable terms of employment, poor human relations
between management and workers , non – consultation with employees before making
key decisions affecting them, anti-union posture of management and lack of effective
mechanism for prevention of conflict as multiple causal factors of workplace conflict.
Tsevendorj (2008)5, rated communication failure, perception, values and culture
problems as moderately serious sources of conflict. Thus, most organizational conflicts
have economic and goal incompatibility orientations in the workplace.
Classification of Workplace Conflict
Ogunbameru (2006)6, classified workplace conflict into two broad types: informal and
formal workplace conflicts.According to him, conflict in work-relations is informal when
it is not based on any systematic organizational problem but results directly from a source
of grievance and supposedly is wholly expressive in nature. In this connection, the
underlying sources cannot be openly seen, but can be inferred from unconscious form of
protest, sabotage, unruly behaviour and poor work-attitudes by employees in
organizations. If the situation is sufficiently widespread, it can significantly affect
employee job description focus, turnover and impact on the prosperity of an
Organization. This type of conflict is highly visible, since it is often a conscious strategy
or calculated attempt to obtain alteration in employment relationship.
Albert (2001)7, averred that there are two sides to workplace conflict, whether
2
Ikeda, A., Veludo, O., & Campomar, M. (2005). Organisational Conflicts Perceived by Marketing
Executives. Electronic Journal of Business and Organisational Studies, 10(1), 22-28
3
Hotepo, O., Asokere, A. Abdul-Azeez, I., & Ajemuigbolohun, S. (2010). Empirical Study of the Effect of
Conflict on Organisational Performance in Nigeria. Business and Economic Journal, 15, 1
4
Obasan, K. (2011, August). Impact of Conflict Management on Corporate Productivity: An Evaluative
Study. Australian Journal of Business and Management Research, 1(5), 44-49
5
Tsevendorj, O. (2008). Conflict Resolution: A basis for Effective Conflict Management of Banks in
Baquio City.
6
Ogunbameru, O. (2006). Organizational Dynamics, Ibadan. Spectrum Book Publishers
7
Albert, I. (2001). Introduction to Thirty Party Intervention in Community Conflict. Ibadan: John Arches
Publisher
3. formal of informal, one is destructive and unhealthy and the other is productive and
healthy, having a problem solving base. However, the two conflict situations are neither
bad nor good, since disagreement and dissatisfaction must occur in work-relations for
adjustment to be made to improve total workplace performance.
Management of Workplace Conflict
Rahim (2002), stated that conflict management involves designing effective strategies to
minimize the dysfunctions of conflict and enhance the constructive functions in order to
optimize learning and effectiveness of an organization. This implies that managing
conflict does not necessarily connote avoidance or termination but the decrease of the
odds of non-productive escalation. As such, conflict management is the method by which
organizations and people handle grievances or disputes so as to find a middle way
alternative to increase resolution, work towards consensus and offer genuine commitment
to decision-making.
Uchendu, Anijaobi and Odigwe (2013)8, observed that since conflict is inevitable in
organizations, its management determines whether it will generate positive or negative
effect on the organizational performance. The timely recognition and immediate
explication of the underlying tension before the conflict issues go out of hand are
germane to effectual management of conflict in the workplace.
Kazimoto (2013)9
, workplace conflict is described as the presence of discord that occurs when
goals, interests or values of different individuals or groups are incompatible and frustrate each
others’ attempt to achieve objectives in an organization. It is a communication process and an
inevitable consequence of transactional relationship manifesting in disagreement and dissonance
with and between individuals and groups in the work-environment. In this context, workplace
conflict is a fact of life in any organization as long as people will compete for jobs, power,
recognition and security (Adomie and Anie, 2005). Therefore, the task of management is not to
suppress or resolve all conflicts, but to manage them in order to enhance and not to detract from
organizational performance.
Akanji (2005)10
opined that constructively managed conflict induces a positive performance,
while destructively managed conflict heats up the work environment to bring about dislocation
and polarization of the entire group with reduction in productivity and job performance. This is
suggestive that a well-managed conflict aims at the improvement of organizations for the purpose
of stimulating performance in the work-situation. Through good conflict management strategies,
weaknesses in the organizational decision-making are exposed which may prompt the
establishment to effect changes and search for positive solutions. Hence, management are duty
bound to resolve conflict properly for the sake of increasing organizational performance, because
8
Uchendu, C., Anijaobi, F., & Odigwe, F. (2013). Conflict Management and Organisational Performance
in Secondary Schools in Cross Rivers State. Nigeria Research Journal in Organisational Psychology and
Educational Studies, 2(2), 67-71
9
Kazimoto, P. (2013). Analysis of Conflict Management and Leadership for Organizational Change.
International Journal of Research in Social Sciences, 3(1), 16-25
10
Akanji, I. (2005). Perspectives in Workplace Conflict Management and New Approaches for the Twenty
first Century. In Albert I.O (Ed.), Perspective on Peace and Conflict in Africa: Essays in Honour of Gen.
Abdusalam Abubakar, Ibadan: John Arches Publishers
4. the outcome of such action will result in good communication, time management, good
cooperation and increase corporate productivity.
Thomas (1976)11
also put forward some approaches for managing conflicts. These are avoidance,
accommodation, competition, compromise and collaboration. The avoidance strategy is called
conflict avoidance. Any organization using this method is sitting on a keg of gun-powder. The
accommodation strategy believes that no amount of sacrifice is too much to allow peace to reign.
It is a palliative technique which involves capitulation and appeasement. The competition strategy
involves the survival of the fittest and win-lose method, without taking other party into
consideration. In the compromise strategy, parties to the conflict are willing to give up something
in order to settle the conflictual problem. The last approach is collaboration which is a win-win
approach whereby parties to a conflict are prepared, willing and ready to satisfy each other
demands fully. Except for the collaboration strategy which is reflected in behaviours that are both
cooperative and assertive, all other approaches depend majorly on the structure
of the organization, because they provide a short term solution to conflict situations.
Rahim (2002)12
conflict management involves designing effective strategies to minimize the
dysfunctions of conflict and enhance the constructive functions in order to optimize learning and
effectiveness of an organization. This implies that managing conflict does not necessarily connote
avoidance or termination but the decrease of the odds of non-productive escalation. As such,
conflict management is the method by which organizations and people handle grievances or
disputes so as to find a middle way alternative to increase resolution, work towards consensus and
offer genuine commitment to decision-making. As observed by Uchendu, Anijaobi and Odigwe
(2013), since conflict is inevitable in organizations, its management determines whether it will
generate positive or negative effect on the organizational performance. The timely recognition
and immediate explication of the underlying tension before the conflict issues go out of hand are
germane to effectual management of conflict in the workplace.
Conflict Management in Organisations
Conflict is a form of social interaction and social situation, where interest and activities
of individuals or groups within an organization usually confront each other and prevent
attainment of one party’s objectives. According to Nutt (1998), conflict is expressed in
terms of disagreements among stakeholders about levels of risk, future conditions, core
problems, alternative ways of dealing with problems and criteria for assessing these
alternatives. Choudrie, (2005) is of the view that when people from diverse backgrounds
and experiences work together, conflicts are bound to arise. He found that conflicts are
not productive for organizations and therefore conflict resolution is sought to ensure
peace and understanding. Studies in intra group conflict show that two major types of
conflict impact on organization effectiveness (Ayoko, 2007). Chourdrie (2005) states
that, there are two forms of conflict that exist within work psychology literature and these
11
Thomas, K. (1976). Conflict and Conflict Management. A Handbook of Industrial and Organizational
Psychology.New York, USA: John Wiley and Son. Inc
12
Rahim, M. (2002). Towards a Theory of Managing Organizational Conflict. The International Journal of
Conflict Management, 13(3)
5. are affective and substantive conflict (Guetzkow and Gyr, 1954). According to DeChurch
and Marks (2001) Substantive conflict involves differences of opinion among group
members about the content of the tasks being performed. Thus, this type of conflict
occurs when group members disagree on the recognition and solution to a task problem,
including differences in viewpoints, ideas, and opinions (Jehn, 1995; Rahim, 2002). This
type of conflict has been found to have positive effect on outcomes especially because it
permits members to bring a variety of perspectives on a task (Ayoko, 2007). This, in turn,
provides the opportunity to ask questions, challenge assumptions and to encourage
innovative thinking and creativity (Amason & Schweiger, 1994). Affective conflict on
the other hand deals with interpersonal relationships or incompatibilities not directly
related to achieving group's function (Priem & Price, 1991). Thus relationship between
individuals and is of personal in nature.
Types of Conflict13
So far, it is quite evident that to say that conflict is all good or bad is inappropriate and
naïve. Whether a conflict is good or bad depends on the type of conflict. Specifically, it’s
necessary to differentiate between functional and dysfunctional conflicts.
1. Functional or Constructive Conflict: The interactionist view does not propose that
all conflicts are good. Rather, some conflicts support the goals of the group and
improve its performance; these are functional, constructive forms of conflict. Robbin
(2001) defines functional conflict as the conflict that supports the goals of the group
and improves its (group’s) performance. The argument is that if conflict leads to
normal competition among groups and the groups work harder and produce more, it
is advantageous to the group and the institution. It is viewed as a confrontation
between two ideas, goals and parties that improves employees and organizational
performance. One of the main benefits of constructive conflict is that it gives its
members a chance to identify the problems and see the opportunities.
2. Dysfunctional/Destructive Conflict: There are conflicts that hinder group performance;
these are dysfunctional or destructive forms of conflict. Conflict is inevitable and
desirable in organizations, but when not effectively handled, conflict can tear
relationships apart and, thus, interfere with the exchange of ideas, information and
resources in groups and between departments. Dysfunctional conflict hinders and
prevents organizational goals from being achieved. Dysfunctional conflict usually
hinders organizational performance and leads to decreased productivity. This conflict
orientation is characterized by competing individual interests overriding the overall
interest of the business. Managers withhold information from one another. Employees
sabotage others’ work, either intentionally or through subtle, conflict-motivated
disinterest in team work
13
Kinicki, A. & Kreithner, R. (2008). Organizational Behaviour: Key Concepts, Skills and Best Practice.
New York: The McGraw-Hill Companies
6. The Conflict Process14
Conflict is a process in which one party suggests that its interest are being opposed by
another party. As a role, people see only the observable part of conflict – angry words
and actions of opposition. But this is only a small part of the conflict process (Mcshane
and Glinow, 2008).
The conflict process consists of five stages:
• potential opposition or incompatibility;
• cognition and personalization;
• Intentions;
• Behavior;
• Outcome.
Sources of Conflict15
• Internal Sources: This is so called because they refer to factors which are inherent
within the framework of an organization. Fajana (2000) states that the major prime
factor of internal sources of conflict is the “Opposing interests” of industrial actors.
These “divergent interests” will bring about conflict in attempts by the two parties
in organizations to try to share what Ajibade (2004) calls “industrial cake”. Apart
from the above, it is another statement of fact that there is usually “power
relationship” between the two actors in an industry which no doubt produce
conflict and make such inevitable.
• The External Sources: These are so called because they are outside the four walls
of an organization. It may occur when the third party intervention to industrial
dispute becomes one sided or biased. A good example is where government as the
third and regulatory party tries to formulate policy or enact laws that favour one
party at the detriment of the other. Such may generate conflict
Causes of Conflict16
Specialization: Employees tend to become specialists in a particular job or get a
general knowledge of many tasks. If most employees in an organization are specialists,
it can lead to conflicts because they have little knowledge of each other’s job
responsibilities. For instance, a receptionist at a camera repair store can say that a
camera can be repaired in an hour, even though the repair will take a week. Since the
receptionist does not know much about the technician’s job she should not give an
14
Mcshane, S.L & Glinow, M.A. (2008). Organizational Behaviour. New York: McGraw – Hill Companies
15
Organisational Conflicts:Causes, Effects & Remedies, International Journal of Academic Research In
Economics and Management science, Vol.3(6), 2014, ISSN:2226-3624
16
McShane, S.L. & Von Glinow, M.A. (2003). Organizational Behaviour: Emerging Realities for
Workplace Revolution, Boston: McGraw-Hill
7. unrealistic deadline when the camera will be ready. This situation can lead to conflict
between the receptionist and the technician (skiemman.is/en/ category/view).
Common Resources: In many work situations, we have to share resources. The
scarcer the resource in the organization, the greater the chance for a conflict situation.
Resource scarcity leads to a conflict because each person that needs the same
resources necessarily undermines others who pursue their own goals. Limited
resources may include money, supplies, people or information. For example, The
Redmond Washington based Software Company may dominate several markets, but
its staff members still disagree over limited resources (Mcshare & Glinow, 2008).
Sartorial support computer time can contribute to conflict. Considering the company
that installs a new computer for administrative and research purpose, at first, there is
plenty of computer time and space for both uses. However, as both factions make
more and more use of the computer, access becomes a problem, and conflict may erupt
at this point.
Goal Differences: Very often, the possibility of conflict increases substantially when
departments in the organization have different or incompatible goals. For instance, the
goal of a computer salesperson is to sell many computers as fast as possible. The
manufacturing facility may, however, be unable to meet the sales person’s promises.
In this case, conflict may occur as two persons have different goals.
Interdependence: The possibility of conflict usually has a tendency to increase with
the level of task interdependence. When a person has to depend on someone else to
complete his/her task, it becomes easier to blame a co-worker when something goes
wrong. As a rule, interdependence exists when team members must interest in the
process of work and receive outcomes which depend on the performance of others .
Authority Relationships: In many companies, there is an underlying tension between
managers and employees because most people do not like being told what they have to
do. In many organizations, managers have priviledges (flexible hours, free personal
long-distance calls, and longer breaks). It is observed that very strict managers often
have conflicts with their employees. Sometimes people try to engage in conflict to
increase their power or status in an organization.
Roles and Expectations: A role is a behaviour that is expected from an employee.
Every employee has one or more roles in the organization. These roles include such
elements as job title, description of duties, and agreement between the employee and
the organization. Manager– subordinate conflict can result when the subordinates role
is not clearly determined and each party has a different understanding of that role
(Whitlam & Cameron, 2012).
Jurisdictional Ambiguities: When the lines of responsibility in an organization are
uncertain, then jurisdictional ambiguities appear. Employees have a tendency to pass
unwanted responsibilities to another person when responsibilities are not clearly
stated. Ambiguous goals, jurisdictions, or performance criteria can lead to conflict.
Under such ambiguity, the formal and informal rules that govern interaction break
down. Ambiguous jurisdictions are often revealed when new programmes are
8. introduced. This is a common occurrence in universities. Ambiguous performance
criteria are a frequent cause of conflict between superiors and subordinates.
Effects of Conflict
Conflict may occur between two individuals, as in the case of superior versus
subordinate, between heads of department, etc. Groups may be drawn into conflict with
each other on the basis of performance, importance to particular groups and, in general,
union – management rivalries. Conflict can also occur within an individual as in
situations of dilemma of choice, vividly characterized by phrases such as “between the
devil and the deep blue sea” or caught on the horns of dilemma. For example, a personel
manager may be quite undecided about how to deal with a conflict (with workers, union)
that is likely to result in work stoppage and loss of productivity.
1. Psychological Responses
- Inattentiveness to other things.
- Lack of interest in work
- Job dissatisfaction
- Work anxiety
- Estrangement or alienation from others
- Frustration
2. Behavioural Responses
- Excessive smoking.
- Alcoholism
- Under eating or over eating
- Aggression towards others or work sabotage
- Decreased communication
- Resisting influence attempts.
3. Physiological Responses
- Peptic ulcers
- Respiratory problems such as asthma
- Hypertension
- Headaches
- Coronary problems.
Benefits of Conflict17
• Motivates individuals to do better and work harder. One’s talents and abilities come
to the forefront in a conflict situation.
17
Organisational Conflicts:Causes, Effects & Remedies, International Journal of Academic Research In
Economics and Management science, Vol.3(6), 2014, ISSN:2226-3624
9. • Satisfies certain psychological needs like dominance, aggression, esteem and ego,
and thereby provides an opportunity for constructive use and release of aggressive
urges.
• Provides creative and innovative ideas. For example, employee benefits of the
present day are an outcome of the union-management conflict over the past decades.
• Adds variety to one’s organizational life, otherwise work life would be dull and
boring.
• Facilitates an understanding of the problems, people have with one another and leads
to better coordination among individuals and departments, in addition to
strengthening intra-group relationship.
• Inspire creativity:- fortunately, some organizations view conflict as an opportunity
for finding creative solutions to problems. Conflict can inspire members to
brainstorm, while examining problems from various perspectives.
• Share and Respect Opinions:- As organization members work together to solve
conflict, they are more willing to share their opinions with other members of the
group. Conflict can also cause members to actively listen to each other as they work
to accomplish the organizational goals.
• Improve future communication:- Conflict can bring group members together and
help them learn more about each other. From learning each other’s opinion on topics
relevant to the organization’s growth to understanding each member’s preferred
communication styles, conflict within an organization can give members the tools
necessary to easily solve conflicts in the future.
Conflict Resolution Skills18
1) Quick Stress Relief: Stress is an individual’s adaptive response to a situation which
is challenging or threatening. The researcher, Han Segal, found out that people have a
fairly consistent psychological response to stressful situations. This response was
called “general adaptation syndrome”. It provides an autonomic defense system
which helps to cope with environmental demands.
2) Emotional Awareness: Emotional awareness is very useful for understanding
yourself and others. If a person doesn’t know how he feels in a certain way, he/she
will not have effective and productive communication.
3) Non-Verbal Communication: Non-Verbal communication plays a big role in
conflict resolution as during the conflict process the most important information is
exchanged in a non-verbal way. The elements of non-verbal communication are
emotionally-driven facial expressions, posture, gesture, pace tone and intensity of
voice. The most important communication is wordless because sometimes words
cannot reflect all the issues. In the middle of a conflict it is useful to pay attention to
the other person’s non-verbal signals. It may help to figure out what the other party is
18
Kazan, M.K. & Ergin, C. (1999). The Influence of Intra-cultural Value Difference on Conflict
Management Practices, International Journal of Conflict Management. Vol. 10, (3): 249-267.
10. really saying and to respond in the right way to build trust, and get to the root of the
problem (Segel and Smith, 2011).
4) Non-Violence: Conflict resolution promotes the use of non-violence techniques
wherever possible. Based on the argument that violence is generally unethical and
ineffective, conflict resolution techniques seek to highlight and create non-violent
options for dealing with conflict. While acknowledging that the use of force cannot
always be avoided, it is argued from a conflict resolution perspective that by
increasing the acceptance of non-violent methods for dealing with conflict and
training people in these skills, a great proportion of conflict can be more effectively
addressed without violence (Galturg, 1996).
5) Respect for Diversity in Views and Perspective: One of the fundamental tenets of
conflict resolution is that the parties in the conflict need to respect and understand
each other’s needs and perspectives. This is not only understanding and respecting
people that you agree with, but also attempting to understand and respect people that
you disagree with, and respecting their right to disagree (Kazan & Ergin, 1999;
Bodtker & Jameson, 2001).
6) Respect for All: From a conflict resolution perspective, conflicts can and must be
resolved by taking into account the needs of the people affected by the conflict. In
other words, for a solution to be lasting, it must meet the needs of all those involved
in the conflict. A solution in which one party’s needs are met at the expense of the
needs of the other party, is neither just nor likely to last for a long time (Bodtker &
Jameson, 2001; Kazan & Ergin, 1999).
7) Participation and Empowerment: Conflict resolution is based on the view that
people have a right and an obligation to participate in decisions that affect their lives.
As such conflict resolution stresses that people are most likely to achieve their own
goals and have rewarding relationships when they co-operate. In the same vein,
society will be more productive. This means that when in conflict, people should
consider each other as allies in helping to create a solution to a common problem
rather than enemies who are to be defeated (Hughes, 1993).
Conclusion
The study investigated the impact of conflict management on organizational performance in a
reforming and developing economy. Review of literature provided strong evidence of integrative
conflict management strategies and their relationship with organizational performance. The
present study empirically reinforced the results of previous studies with regard to the link
between workplace conflict management and business performance. The study also highlighted
the importance of integrative conflict management as a technique of changing from the
destructive status of conflict situation to constructive handling of conflicts in the enhancement of
organizational performance in the workplace. However, the present study is not without some
limitations as the scope of the research centered mainly on the manufacturing industry. The
restrictive nature of the study to a single manufacturing firm and the small size of the sample
used, pose a threat to the generalizability of the findings and may make them not applicable to
11. other sectoral industries. Despite these limitations, the study has made an important contribution
to the understanding of the relationship between workplace conflict management and
organizational performance.
Recommendations
Arising from the findings and conclusion of this study, the following are herewith
recommended for organizations:
(i) organizations should make adequate room for decision making;
(ii) for proper running and optimum productivity, staff welfare should be taken into
consideration;
(iii) to avoid rumour mongering organizations should evolve a proper system of
information dissemination to all and sundry;
(iv) managers should learn to practice delegation of authority to members of staff in the
lower cadre;
(v) participatory, rather than autocratic style of management, should be encouraged by
organizations;
(vi) there should be adequate interaction and dialogue in conflict resolution;
(vii) competition for supremacy should not be the priority of the staff of organizations but
rather working together in peace and unity to achieve a common goal for the good of the
organizations
(viii) Training workshops should be organized for staff of organizations on conflict
resolution procedure
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