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
Brennan, Niamh M., Merkl-Davies, Doris M., and Beelitz, Annika [2013] Dialogi...Prof Niamh M. Brennan
We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a two-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction action characterising a turn i.e., denial, apology, excuse), and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other.
We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in the press releases by the six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict.
Merkl-Davies, Doris M., Brennan, Niamh M. and McLeay, Stuart J. [2011] Impres...Prof Niamh M. Brennan
Purpose – Prior accounting research views impression management predominantly though the lens of economics. Drawing on social psychology research, we provide a complementary perspective on corporate annual narrative reporting as characterised by conditions of ‘ex post accountability’ (Aerts, 2005, p. 497). These give rise to (i) impression management resulting from the managerial anticipation of the feedback effects of information and/or to (ii) managerial sense-making by means of the retrospective framing of organisational outcomes.
Design/methodology/approach – We use a content analysis approach pioneered by psychology research (Newman et al., 2003) which is based on the psychological dimension of word use to investigate the chairmen’s statements of 93 UK listed companies.
Findings – Results suggest that firms do not use chairmen’s statements to create an impression at variance with an overall reading of the annual report. We find that negative organisational outcomes prompt managers to engage in retrospective sense-making, rather than to present a public image of organisational performance inconsistent with the view internally held by management (self-presentational dissimulation). Further, managers of large firms use chairmen’s statements to portray an accurate (i.e., consistent with an overall reading of the annual report), albeit favourable, image of the firm and of organisational outcomes (i.e., impression management by means of enhancement).
Research limitations – The content analysis approach adopted in the study analyses words out of context.
Practical implications – Corporate annual reporting may not only be understood from a behavioural perspective involving managers responding to objectively determined stimuli inherent in the accountability framework, but also from a symbolic interaction perspective which involves managers retrospectively making sense of organisational outcomes and events.
Originality/value – Our approach allows us to investigate three complementary scenarios of managerial corporate annual reporting behaviour: (i) self-presentational dissimulation, (ii) impression management by means of enhancement, and (iii) retrospective sense-making.
A Study of Perceived Organizational Justice, Trust, and Organisational Citize...IOSR Journals
The present organizations in which cut throat competition is there among employees, organizational justice and trust become more important to develop organizational citizenship behavior. organisation citizenship behavior is voluntary behavior on the part of employee which does not bring any reward to them. An employee who feels like citizen of organization does something extra for organization and coworkers which is not described in job description. Many previous researches proved impact of trust on organizational citizenship behavior and impact of organizational justice on organizational citizenship behavior. This study attempts to find out impact of trust and justice on OCB separately as well as combined impact of both the variables on OCB in service industry of Gwalior (MP, India).various statistical tools like reliability analysis and regression analysis was applied to the gathered data to fulfill the objective of the study.
Brennan, Niamh M., Merkl-Davies, Doris M., and Beelitz, Annika [2013] Dialogi...Prof Niamh M. Brennan
We conceptualise CSR communication as a process of reciprocal influence between organisations and their audiences. We use an illustrative case study in the form of a conflict between firms and a powerful stakeholder which is played out in a series of 20 press releases over a two-month period to develop a framework of analysis based on insights from linguistics. It focuses on three aspects of dialogism, namely (i) turn-taking (co-operating in a conversation by responding to the other party), (ii) inter-party moves (the nature and type of interaction action characterising a turn i.e., denial, apology, excuse), and (iii) intertextuality (the intensity and quality of verbal interaction between the parties). We address the question: What is the nature and type of verbal interactions between the parties? First we examine (a) whether the parties verbally interact and then (b) whether the parties listen to each other.
We find evidence of dialogism suggesting that CSR communication is an interactive process which has to be understood as a function of the power relations between a firm and a specific stakeholder. Also, we find evidence of intertextuality in the press releases by the six firms which engage in verbal interaction with the stakeholder. We interpret this as linguistic evidence of isomorphic processes relating to CSR practices resulting from the pressure exerted by a powerful stakeholder. The lack of response by ten firms that fail to issue press releases suggests a strategy of ‘watch-and-wait’ with respect to the outcome of the conflict.
Merkl-Davies, Doris M., Brennan, Niamh M. and McLeay, Stuart J. [2011] Impres...Prof Niamh M. Brennan
Purpose – Prior accounting research views impression management predominantly though the lens of economics. Drawing on social psychology research, we provide a complementary perspective on corporate annual narrative reporting as characterised by conditions of ‘ex post accountability’ (Aerts, 2005, p. 497). These give rise to (i) impression management resulting from the managerial anticipation of the feedback effects of information and/or to (ii) managerial sense-making by means of the retrospective framing of organisational outcomes.
Design/methodology/approach – We use a content analysis approach pioneered by psychology research (Newman et al., 2003) which is based on the psychological dimension of word use to investigate the chairmen’s statements of 93 UK listed companies.
Findings – Results suggest that firms do not use chairmen’s statements to create an impression at variance with an overall reading of the annual report. We find that negative organisational outcomes prompt managers to engage in retrospective sense-making, rather than to present a public image of organisational performance inconsistent with the view internally held by management (self-presentational dissimulation). Further, managers of large firms use chairmen’s statements to portray an accurate (i.e., consistent with an overall reading of the annual report), albeit favourable, image of the firm and of organisational outcomes (i.e., impression management by means of enhancement).
Research limitations – The content analysis approach adopted in the study analyses words out of context.
Practical implications – Corporate annual reporting may not only be understood from a behavioural perspective involving managers responding to objectively determined stimuli inherent in the accountability framework, but also from a symbolic interaction perspective which involves managers retrospectively making sense of organisational outcomes and events.
Originality/value – Our approach allows us to investigate three complementary scenarios of managerial corporate annual reporting behaviour: (i) self-presentational dissimulation, (ii) impression management by means of enhancement, and (iii) retrospective sense-making.
A Study of Perceived Organizational Justice, Trust, and Organisational Citize...IOSR Journals
The present organizations in which cut throat competition is there among employees, organizational justice and trust become more important to develop organizational citizenship behavior. organisation citizenship behavior is voluntary behavior on the part of employee which does not bring any reward to them. An employee who feels like citizen of organization does something extra for organization and coworkers which is not described in job description. Many previous researches proved impact of trust on organizational citizenship behavior and impact of organizational justice on organizational citizenship behavior. This study attempts to find out impact of trust and justice on OCB separately as well as combined impact of both the variables on OCB in service industry of Gwalior (MP, India).various statistical tools like reliability analysis and regression analysis was applied to the gathered data to fulfill the objective of the study.
Typology of board strategic involvement EGOS 2021Sadegh Hashemi
Thanks to my amazing co-authors, Amin Moeinian, Prof. Taieb Hafsi, and Dr. Mahdi Ebrahimi, I’m delighted to have the chance to present our recent paper on “Board’s strategic involvement climate” at the European Group for Organizational Studies’ annual meeting. Despite the current Covid situation that has forced all conferences to be held virtually, EGOS 2021 was phenomenal in gathering scholars with “really” similar research interests and giving them a “meaningful” stage for discussing and sensemaking their recent works. Among 80 well-defined sub-themes, we targeted our research at sub-theme 17: “Boards Interaction and Decision-making: Inside the Black Box of Board Performance.” We proudly presented our findings besides 22 other impressive studies. If you are interested, please take a look at our presentation file.
CEO or Board Dominance? Uncovering the strategy-making ProcessSadegh Hashemi
Who should have the upper hand in strategic decision-making? CEO or board of directors? This is an important question both in practice and academia. It drove us to talk with 49 board members, CEOs, and top executives in 6 banks with different power structures to understand how CEO-Board power relations influence the strategy-making processes? Instead of linear explanations and prescriptions, we ended up with a multilevel contingency model to shed light on CEO-Board power relations. On August 2, 2021, together with prof. Taieb Hafsi, Dr. Mahdi Ebrahimi, and Amin Moeinian, we presented our research paper at the 81st Annual Meeting of the Academy of Management (AoM) 2021, the most prestigious management conference in the world.
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 ...
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.
ORGANIZATIONAL COMMUNICATION AND CONFLICTMANAGEMENTKen.docxgerardkortney
ORGANIZATIONAL COMMUNICATION AND CONFLICT
MANAGEMENT
Kenan Spaho
Received: 22. 2. 2013. Professional paper
Accepted: 7.3.2013. . UDC: 65.01:316.65
No mistakes will be made by saying that without good internal communication
there is no good external communication, which will then result in inadequate
performance. In addition, it is not possible to imagine organizational
communication without conflict. Conflicts are something normal in any
organization because people have different opinions and among them, there are
people who cannot accept other people's different opinions. It was first believed
that conflicts were something that might destroy manager's authority but studies in
the 1970s showed that conflicts could have a positive, as well as a negative side.
There is a common agreement that it is very dangerous for an organization to have
both too many conflicts, as well as not to have any conflicts. For the purpose of
this paper, conflict management is analyzed as a contemporary fleld of
management, while managers are analyzed in terms of their role in conflict
management.
1. INTRODUCTION
In business world, communication is necessary for conducting business in
an efficient manner. Any business involves two types of communication:
external communication that is directed to the actors in the business
environment, and internal communication or organizational communication that
is directed to employees.
In addition, it is not possible to imagine organizational communication
without conflicts. Conflicts are normal in any organization, because people have
different opinions, while some individuals cannot accept other people's
' Kenan Spaho, MSc, Energoinvest d.d. Sarajevo, Hamdije Cemerlica 2, 71000, Sarajevo, Bosnia
and Herzegovina, E-mail: [email protected], [email protected]
103
Management, Vol. 18, 2013,1, pp. 103-118
K. Spaho: Organizational communication and conflict management
different opinions. It is dangerous for an organization to have too many
conflicts, as well as not to have any confiicts at all. For the purpose of this
paper, we will focus on conñict management as a field, as well on managers
and their role in the conflict management.
1.1. Organizational communication and conflict management-
literature review
It is not possible to have good human relations without communication. An
effective communication is required, not only for maintaining human relations,
but also for achieving good business performance. In addition, practical
experience shows that there is no communication without confiicts. Sometimes,
conflicts can be useful, as they help to make correct decision, although they
might represent a huge obstacle to an organization and its business. Firstly,
some theoretical aspects of organizational communication will be presented,
which is followed by discussion of selected theoretical aspects of conflicts and
conflict management.
1.2. Organizational communication
Communication is transfer of information fi"om .
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.
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 ...
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.
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.
Typology of board strategic involvement EGOS 2021Sadegh Hashemi
Thanks to my amazing co-authors, Amin Moeinian, Prof. Taieb Hafsi, and Dr. Mahdi Ebrahimi, I’m delighted to have the chance to present our recent paper on “Board’s strategic involvement climate” at the European Group for Organizational Studies’ annual meeting. Despite the current Covid situation that has forced all conferences to be held virtually, EGOS 2021 was phenomenal in gathering scholars with “really” similar research interests and giving them a “meaningful” stage for discussing and sensemaking their recent works. Among 80 well-defined sub-themes, we targeted our research at sub-theme 17: “Boards Interaction and Decision-making: Inside the Black Box of Board Performance.” We proudly presented our findings besides 22 other impressive studies. If you are interested, please take a look at our presentation file.
CEO or Board Dominance? Uncovering the strategy-making ProcessSadegh Hashemi
Who should have the upper hand in strategic decision-making? CEO or board of directors? This is an important question both in practice and academia. It drove us to talk with 49 board members, CEOs, and top executives in 6 banks with different power structures to understand how CEO-Board power relations influence the strategy-making processes? Instead of linear explanations and prescriptions, we ended up with a multilevel contingency model to shed light on CEO-Board power relations. On August 2, 2021, together with prof. Taieb Hafsi, Dr. Mahdi Ebrahimi, and Amin Moeinian, we presented our research paper at the 81st Annual Meeting of the Academy of Management (AoM) 2021, the most prestigious management conference in the world.
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 ...
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.
ORGANIZATIONAL COMMUNICATION AND CONFLICTMANAGEMENTKen.docxgerardkortney
ORGANIZATIONAL COMMUNICATION AND CONFLICT
MANAGEMENT
Kenan Spaho
Received: 22. 2. 2013. Professional paper
Accepted: 7.3.2013. . UDC: 65.01:316.65
No mistakes will be made by saying that without good internal communication
there is no good external communication, which will then result in inadequate
performance. In addition, it is not possible to imagine organizational
communication without conflict. Conflicts are something normal in any
organization because people have different opinions and among them, there are
people who cannot accept other people's different opinions. It was first believed
that conflicts were something that might destroy manager's authority but studies in
the 1970s showed that conflicts could have a positive, as well as a negative side.
There is a common agreement that it is very dangerous for an organization to have
both too many conflicts, as well as not to have any conflicts. For the purpose of
this paper, conflict management is analyzed as a contemporary fleld of
management, while managers are analyzed in terms of their role in conflict
management.
1. INTRODUCTION
In business world, communication is necessary for conducting business in
an efficient manner. Any business involves two types of communication:
external communication that is directed to the actors in the business
environment, and internal communication or organizational communication that
is directed to employees.
In addition, it is not possible to imagine organizational communication
without conflicts. Conflicts are normal in any organization, because people have
different opinions, while some individuals cannot accept other people's
' Kenan Spaho, MSc, Energoinvest d.d. Sarajevo, Hamdije Cemerlica 2, 71000, Sarajevo, Bosnia
and Herzegovina, E-mail: [email protected], [email protected]
103
Management, Vol. 18, 2013,1, pp. 103-118
K. Spaho: Organizational communication and conflict management
different opinions. It is dangerous for an organization to have too many
conflicts, as well as not to have any confiicts at all. For the purpose of this
paper, we will focus on conñict management as a field, as well on managers
and their role in the conflict management.
1.1. Organizational communication and conflict management-
literature review
It is not possible to have good human relations without communication. An
effective communication is required, not only for maintaining human relations,
but also for achieving good business performance. In addition, practical
experience shows that there is no communication without confiicts. Sometimes,
conflicts can be useful, as they help to make correct decision, although they
might represent a huge obstacle to an organization and its business. Firstly,
some theoretical aspects of organizational communication will be presented,
which is followed by discussion of selected theoretical aspects of conflicts and
conflict management.
1.2. Organizational communication
Communication is transfer of information fi"om .
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.
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 ...
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.
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.
Although supportive psychotherapy and interpersonal psMadonnaJacobsenfp
Although supportive psychotherapy and interpersonal psychotherapy share some similarities, these therapeutic approaches have many differences. When assessing clients and selecting therapies, it is important to recognize these differences and how they may impact your clients. For this Assignment, as you compare supportive and interpersonal psychotherapy, consider which therapeutic approach you might use with your clients.
Interpersonal Psychotherapy: A Case of Postpartum Depression with Scott Stuart MD.
Counseling and Psychotherapy Theories in Context and Practice. Psychotherapy.net
· Briefly describe how supportive and interpersonal psychotherapies are similar.
· Explain at least three differences between these therapies. Include how these differences might impact your practice as a mental health counselor.
· Explain which therapeutic approach you might use with clients and why. Support your approach with evidence-based literature.
Wheeler, K. (Ed.). (2014). Psychotherapy for the advanced practice psychiatric nurse: A how-to guide for evidence-based practice (2nd ed.). New York, NY: Springer Publishing Company.
· Chapter 5, “Supportive and Psychodynamic Psychotherapy” (pp. 238–242)
· Chapter 9, “Interpersonal Psychotherapy” (pp. 347–368)
Negotiation and Confrontation
Negotiation
The skills of negotiation are imperative in the business world. Negotiations are a necessary part of many enterprise relations. People are unsettled through the negotiation process because they think that it is a personal matter; however, negotiation is about eradicating problems as well as arriving at the win solutions for all the parties. The Harvard project developed an inventive method for the negotiations. This so-called principled negotiation that outlines the strategies, as well as techniques, anticipate shifting the method to exchange permanent positions to the more flexible method that are relied on the interest of every party. Cognitive biases, as well as culture valued scopes, influence the choice making that limits the variation of this kind of innovative approach within the administrations. These biases define the unreasonable choices that individuals make, which affect the adaptation of the principled negotiations as well as the evidence-based management within the organizations (Sanders & Hak, 2018).
Confrontation
Confrontation is the procedure of describing another individual behavior so that the person can see the results of the behavior and possibly change. It is normal as well as the natural feature of the organization; moreover, it occurs in every organization. The few studies inspected the goal coping has established that targets use a variety of plans to covenant with the mistreatment of the organization's. Both confrontations, as well as avoidance, will be unproductive strategies for stopping the recurrence of the rudeness. It arises the objectives to be more probable to forgive as well as the psychology of the mistreatment. In a ...
Factors such as; Past rivalry, personality,
ego, attitude and approach affect the relationship
between emotional intelligence and conflict and
clash formation. Conflict arises due to a person’
related problems like he thinks he is everything, his
style of dealing and behaviour, his thinking and
opinions etc. The fundamental factors of the link
between emotional intelligence and policy of
conflict management are identified as;
communication and mutual relationships, interest
for self, interest for others and shifting and reperception
of the clash situation. As conflicts can
have both positive and negative impacts on
organizations, so it's the duty of management to
control the role of conflicts by bringing effective
leadership for the better and success of the
organization. The role should be made and strategy
should be applied in such a way that it can
minimize the conflict and positive steps in term of
leadership among the staff. This review will
highlight the present consideration of emotional
intelligence (EI) and management styles toward the
leadership for the exploration of key areas and
lighter for the future direction.
The Challenges of Implementing Freedom of Information Act by the Civil Societ...Triple A Research Journal
The study was carried out to determine the challenges and difficulties
encountered by the Civil Society Organisations (CSOs) in Lagos State,
while utilising the FoIA to access information. The study was
predicated on two theories - Public Sphere, and Social Responsibility
theories. The objectives, among other things, were to investigate and
evaluate the duration odd time expended in accessing information
under the FoIA and the challenges and difficulties encountered, while
utilizing the FoIA. Interview schedule was used to elicit information
from the three CSOs – SERAP, CLO, MRA purposively selected.
Analysis revealed that the CSOs in Lagos state encountered
challenges and difficulties in the areas of procedure, release of
information, and the effect of the Official Secret Act 1962, amongst
others. The study also found out, that majority of the information
accessed under the FoIA by the CSOs in Lagos state were accessed
outside the seven (7) days’ timeframe stipulated by the FoIA in
Section 4. Based on the forgoing, it was recommended, amongst
others, that the difficulties and challenges identified by this study
should be, urgently, presented or tabled before the appropriate
quarters – Attorney general, who the law imbued with the supervisory
function over the implementation of the FoIA; and to the National
Assembly for amendment.
Keywords: Civil Society Organisations, Challenges, Freedom of
Information Act, Implementation
There was an increasing trend from 2010 to 2011 motor traffic
accidents in Kuwait City, passengers and pedestrians are
always at highest risk of being injured or killed on the road.
Quantitative and qualitative results indicated that the technical
element of the highway construction, irresponsibility, poor
management, cell phones, alcohol and drugs, age of the
victims and poor condition of services were the causes of
traffic accidents in Kuwait. The study recommended that the
government should review legislation regarding employment
of drivers, and working conditions of police force should be
improved, public road safety campaigns should be conducted,
and new driving license system should be imposed. The use of
cell phones while driving should be restricted. The hospital
and police records should be updated with the number of road
victims, the hospital staff, traffic police and ambulance
personnel should be considered for intensive training on
emergency and preparedness, and regular vehicle inspection
should be introduced in Kuwait City.
Keyword: Traffic- accidents-Risk Theory-System Theory, Triangulation-method
There was an increasing trend from 2010 to 2011 motor traffic accidents in Kuwait City, passengers and pedestrians are always at highest risk of being injured or killed on the road. Quantitative and qualitative results indicated that the technical element of the highway construction, irresponsibility, poor management, cell phones, alcohol and drugs, age of the victims and poor condition of services were the causes of traffic accidents in Kuwait. The study recommended that the government should review legislation regarding employment of drivers, and working conditions of police force should be improved, public road safety campaigns should be conducted, and new driving license system should be imposed. The use of cell phones while driving should be restricted. The hospital and police records should be updated with the number of road victims, the hospital staff, traffic police and ambulance personnel should be considered for intensive training on emergency and preparedness, and regular vehicle inspection should be introduced in Kuwait City.
Keyword: Traffic- accidents-Risk Theory-System Theory-Triangulation- method
The Challenges of Implementing Freedom of Information Act by the Civil Societ...Triple A Research Journal
The study was carried out to determine the challenges and difficulties encountered by the Civil Society Organisations (CSOs) in Lagos State, while utilising the FoIA to access information. The study was predicated on two theories – Public Sphere, and Social Responsibility theories. The objectives, among other things, were to investigate and evaluate the duration odd time expended in accessing information under the FoIA and the challenges and difficulties encountered, while utilizing the FoIA. Interview schedule was used to elicit information from the three CSOs – SERAP, CLO, MRA purposively selected. Analysis revealed that the CSOs in Lagos state encountered challenges and difficulties in the areas of procedure, release of information, and the effect of the Official Secret Act 1962, amongst others. The study also found out, that majority of the information accessed under the FoIA by the CSOs in Lagos state were accessed outside the seven (7) days’ timeframe stipulated by the FoIA in Section 4. Based on the forgoing, it was recommended, amongst others, that the difficulties and challenges identified by this study should be, urgently, presented or tabled before the appropriate quarters – Attorney general, who the law imbued with the supervisory function over the implementation of the FoIA; and to the National Assembly for amendment.
Keywords: Civil Society Organisations, Challenges, Freedom of Information Act, Implementation
Sustainable Development of Bioenergy from Agriculture Residues and EnvironmentTriple A Research Journal
This communication discusses a comprehensive review of biomass energy
sources, environment and sustainable development. This includes all the
biomass energy technologies, energy efficiency systems, energy
conservation scenarios, energy savings and other mitigation measures
necessary to reduce emissions globally. The current literature is reviewed
regarding the ecological, social, cultural and economic impacts of biomass
technology. This study gives an overview of present and future use of
biomass as an industrial feedstock for production of fuels, chemicals and
other materials. However, to be truly competitive in an open market
situation, higher value products are required. Results suggest that
biomass technology must be encouraged, promoted, invested,
implemented, and demonstrated, but especially in remote rural areas.
Keywords: Biomass resources, wastes, woodfuel, biofuels, energy,
environment, sustainability related with bioenergy development, disperse
systems formulation science, surfactant sciences
Mathematical modeling to monitor workplace humor style and subordinate worked...Triple A Research Journal
ABSTRACT
The study monitors the effect on workplace humour style and
subordinate work attitude in telecommunication companies. The
output of staff in these organization were observed to reflect on their
subordinate work attitudes, job satisfaction and job involvement in
these companies, the study experience the positivity from these
dimensions as a function of workplace humour style in various
period at different conditions, linear trend were observed from the
predictive values, but there were variations despites the linear trend
displayed from these parameters through graphical representations.
These conditions implies that the input of subordinate work attitudes
determine the output of job satisfaction and staff efficiency
involvement, these dimensions determine the output of efficiency or
growth rate of these companies productivity, these parameters
generated the system that produced the predictive model, and
subjecting these parameters to model validation developed a
favorable fits, the study expressed the rate which these
organizational behaviour determined the efficiency of staff thus
generate positive or negative productivity, the study is however
imperative because the evaluation of these dimensions as a function
of workplace humour style has been monitored, these conceptual
framework has express their various function of influence in
different dimensions.
Keywords: Mathematical modeling, humour style, subordinate
Local Level Financial Systems: A Study on Three Union at Sylhet Sadar Upazill...Triple A Research Journal
BSTRACT
In this research paper has tried to show, first look at the context of financial systems of local level finance particularly three union at Sylhet Sadar Upazilla. This study conducted following mixed (both qualitative and quotative research) approach based on primary and secondary source to give out purpose of this study. Some case studies have considered reveal the study findings. This study intended to represent picture of local finance system at grassroots level. Findings also suggest that, effective local government procurement policies and practices contribute to sound financial management.
Keywords: Finance, Local Level, System, Local Government
ABSTRACT
This paper considers commuters’ satisfaction with public mass transit (PMT) services in Kogi State, Nigeria. The work is propelled by the practical absence of previous research efforts in the area, particularly as it affects the commuters in the grassroots. Taking in a multi-stage sampling technique, the study used a sample of 601 commuters and 70 of both employees and management staff drawn from six different public mass transit outfits operating in Kogi State, Nigeria, by both the state government and the local government areas of the province. Data was collected from commuters, contact personnel and management staff. The survey disclosed that there is a substantial deviation between the case of mass transit outfit commuter patronize and their level of gratification with the avails of the PMT. The survey concludes that commuters, generally, are not satisfied with the avails of the public mass transit in Nigeria. Established on the findings, the study recommended among others improved funding of these PMTs and the desegregation of other modalities of transportation for effective service delivery.
Keywords: Consumer-Satisfaction, Service-Quality, Dimensionality of Service Quality.
Does Effective Communication Improve Performance of Public Sector? Perspectiv...Triple A Research Journal
ABSTRACT
Uganda adopted decentralization in 1997 with the aim of bringing services nearer to communities. Central government continues to provide resources to local governments; however, some communities still experience inadequate service delivery and poor-quality services in construction works, health, education and roads. This article examines the relationship between effective communication (information sharing, cohesion and succession) and the performance of selected Local Governments in Eastern Uganda. Three local governments (Jinja, Tororo and Soroti) were purposively sampled. Using a cross-sectional design, a sample of 313 respondents comprising both political and technical personnel was selected from sub-county and district levels, yielding a response rate of 85.6%. Both quantitative and qualitative data was collected using a self-administered questionnaire and key informant interview guide respectively. Data analysis involved descriptive statistics, correlation, regression and content analysis. Findings revealed that effective communication is essential in building cohesive and effective teams as well as minimizing misunderstandings in local governments. The study concludes that effective communication plays a role in local governments by enabling management to motivate subordinates and improve performance. It recommends local governments to ensure cohesion exists within teams and among the relevant departments, to be open in succession process. This makes employees perform their jobs better, which leads to improved service delivery and provision of quality services.
Keywords: Effective Communication, Local Governments, Performance, Service Delivery, Quality Services, Eastern Uganda
ABSTRACT
This paper examined the impact of human and financial capital on the performance of women entrepreneurs in Small and Medium Enterprises (SMEs). The study used quantitative method. The analyse data results indicated that on the negative value, human capital has an impact on the business performance while financial capital on the positive value makes a major impact on business performance. The overall contribution is that women entrepreneurs have a vital role in a country’s economic growth and development.
Keywords: Women Entrepreneurs, Human Capital, Financial Capital, SMEs
An Evaluation of the Impact of Fluctuating Oil Revenue and the Performance of...Triple A Research Journal
ABSTRACT
The up and down movement in the price of crude oil in recent years has led to increasing concern about its macroeconomic implications for the Nigerian economy as economic planning has become very uncertain given the fact that the economy is highly vulnerable to oil price fluctuations. It is with this view in mind that this paper empirically analyses the impact of fluctuating oil revenue and the performance of the Nigerian economy between 1999 to 2016 (a seventeen years period of democratic governance), using secondary data sourced from Central Bank of Nigeria Statistical Bulletin and World Bank Development Indicators with VAR econometric tools of analysis. After appropriate stationary and robustness checks, the study finds out that oil price shocks (proxy for oil revenue) retards economic growth as it has a negative relationship with economic growth. An interesting outcome from the VAR Block Exogeneity Test is the unidirectional causality running from Oil Revenue to Real Gross Domestic Product (economic growth) which reveals the fact that during the years under reference, proceeds from oil export were mainly responsible for the level of astronomical growth recorded in the economy. The study concludes that oil price fluctuation paints an unstable future for the Nigerian economy because macroeconomic variables like employment, interest rate and price stability become victims. Both fiscal and monetary tools are frequently revised to keep the system afloat during price shocks. Nigeria remains a victim of these policy shocks because of overdependence on oil export earnings. A major policy recommendation is the need for policy makers to concentrate on policies that will strengthen and stabilize the macroeconomic structure of the Nigerian economy with specific focus on alternative sources of government revenue (reduction of dependence on oil proceeds) and reduction in monetization of crude oil receipts (fiscal discipline).
Keywords: Oil shocks, Economic Growth, VAR, ECM, Granger Causality
Dimensions of Accountability and Transparency at Local Level Finance Manageme...Triple A Research Journal
ABSTRACT
In existing local level finance system have lack of accountability and transparency. Local government institutions in Bangladesh are very weak in providing basic services to the citizens and in promoting good governance in their constituencies due to low level of human capital in the local government bodies and absence of participatory decision–making governance. The overall local finance is not satisfactory. The existing problems in transparency and accountability at local level finance are lack of people’s participation in budgeting process, monitoring mechanism, using information technologies and skilled manpower. For ensuring accountability and transparency there should have appropriate well designed written laws and regulations, proper auditing and inspection, people’s participation in budgeting. The study has been conducted by analyzing both primary and secondary sources of data. The aim of this article is to raise discussion on ensuring accountability and transparency at local level finance in TukerBazar Union, Khandigaon Union and Khadimnagor Union under SylhetSadarUpazilla. Finally, the study has been evaluated how to ensure accountability and transparency at local level finance in TukerBazar Union, Khandigaon Union and KhadimNagor Union under SyhetSadearUpazilla.
Keywords: Accountability, Transparency, Local Finance, Ensure.
Cattle Rearing and its Contribution to the Nigerian Economy: An Econometric A...Triple A Research Journal
ABSTRACT
Scholars in their quest to study the fortunes or otherwise of the agricultural sector has dwell so much on crop farming to the neglect of livestock production. By the early 1970s, as the general standard of living improved, the demand for meat in Nigeria exceeded the domestic supply. Thus, 30 to 40 percent of the beef consumed in Nigeria was imported from Niger, Chad, and other neighboring countries. In the mid-1970s, Nigeria began importing frozen beef in response to export restrictions initiated by its neighbors. This study therefore is targeted at empirically examining the impact of cattle rearing and its contribution to the Nigerian economy. Using various econometric tools of analysis, the variables for study were tested for stationarity and all variables became stationary at first difference. In the same vein, evidence reveals that series in the model (GDP, Cattle-Prod and Agric-Exp) exhibit long-run equilibrium relationship judging from the Johansen cointegration result. Major findings from the OLS regression output reveals that cattle rearing have no significant contribution to the Nigerian economy during the period under reference. The study therefore recommends that in view of the importance of cattle rearing to the Nigerian economy, the government should first and foremost bring the age-long clashes between herdsmen and farmers to a peaceful end for improve output in the livestock sub-sector. Ranching – a method of raising livestock under range conditions – has been suggested as the best solution to the incessant Fulani herdsmen / farmers crises. Secondly, the Federal Government must as a matter of urgent importance do all that is within its reach to contain the menace of cattle rustling prevalent in the country. Finally, government should create well-equipped special reserves across the country with irrigation, dams, educational, health and recreational facilities where these herdsmen can be stationed with their cows to avoid the incessant farmers-herdsmen clashes. We must come to terms with the reality that these herdsmen also need decent living and care from government.
Keywords: Nigerian Economy, Cattle rearing, Ranching, OLS
Relationship Between Fiscal Decentralization and Health Care Financing in Uas...Triple A Research Journal
ABSTRACT
This study examined the relationship between fiscal decentralization and health care financing in Uasin Gishu County Kenya, the researcher sought to answer the following research questions; To what extend does the adequacy of decentralized funds influence health care financing in Uasin Gishu County Kenya? How effective was health management team in influencing health care financing in Uasin Gishu County Kenya? How does budgeting and allocation of decentralized funds affect health care financing in Uasin Gishu County Kenya? Lastly, what were the effects of decentralized fund expenditure on health care financing in Uasin Gishu County Kenya? The researcher used ex-post facto research design. Both stratified sampling and random sampling technique was used to select the respondents. The target population for the study was 98 employees working in health department with a sample size of 79 respondents whom comprised of permanent health workers working in the major hospitals in the county. Questionnaires were employed as the major data collection tools. Data were analysed through descriptive statistics and hypothesis is tested by use of chi square. The analysis of the data was done with Statistical package for social science (SPSS) version 20 and the data was presented though use of graphs and tables for clear understanding of the results. The findings from the study therefore rejected the null hypotheses and concluded that there exists statistically significant relationship between adequacy of decentralized funds, management effectiveness and budgetary mechanism and the level of health care financing. This means that whenever the health management team are effective in managing the decentralized funds well, there is an increase in the level of health care financing.
Keywords: Fiscal Decentralization and Healthcare financing
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2. Triple A Research Journal of Multidisciplinary (JMD) | Vol.2 Issue1 | August 2018
Solo and Johnson 002
consciousness as regards emotional intelligence and
effective conflict management. Several theories have come
up with multiple theories on emotional intelligence,
however most theories appear to include and focus on the
same four main components of emotional intelligence:
perception of once and others emotion, understanding and
utilization of that knowledge (Ciarrochi et al., (2000).
Goleman & Boyatzis, (2002) have proposed an inductively
based theory of emotional intelligence which has been
tested with emotional intelligence competence which has
been tested with intelligence competent inventory (ECI).
Both theories are similar in that they each propose
awareness and regulation of emotion at the individual
social level.
Increased collaboration
Collaboration works by integrating ideas set out by multiple
people. The object is to find a creative solution acceptable
to everyone. Collaboration, though useful, calls for a
significant time commitment not appropriate to all conflicts.
For example, a business owner should work collaboratively
with the manager to establish policies, but collaborative
decision-making regarding office supplies wastes time
better spent on other activities. Jehn and Mannix, (2001).
Contends that “conflict is a multi-dimensional construct”
Rahim (2002) further stressed that management of conflict
involves diagnosis and intervention. Proper diagnosis
should measure the amount of conflict, style of handling
interpersonal conflicts, sources of conflicts, organizational
learning and effectiveness. Conflict management involves
implementing strategies to limit the negative aspects of
conflict and to increase the positive aspects of conflict at a
level equal to or higher than where the conflict is taking
place (David, 2013). It is not concerned with eliminating all
conflict, conflict management as a concept, has been
conventionally linked with conflict containment and
settlement. In social life, conflicts do occur, but family
members, friends and relatives manage them. Same form
of conflict management should apply to organizations and
to the top management. Conflict is prevalent to all social
life; it is an inevitable part of living because it is related to
situations of scares resources, division of functions, power
relations and role-differentiation Gilbert (2005). Conflict
management avoids conflicts to a great extent and thus
also reduces the stress and tension of leader. No one likes
to carry his tensions back home and if you fight with your
staffs and other people, you are bound to feel
uncomfortable and restless even at home.
Increased collaboration: Increased collaboration
involves participants working together on the same tasks,
rather than in parallel on separates portions of task.
However, Dillenbourg et al. (1996) note that some
spontaneous division of labor may occur during
collaboration. Thus, the distinction between the two is not
necessarily clear-cut. According to Dillenbourg et al.
(1996), in cooperation is only required for assembling
partial results. Increased Collaboration is the best effective
conflict management strategy according to Rabin (2002).
This is because it delivers a win-win outcome. It is called a
win-win approach. It does not require either side to give up
a valued position. Rather, both sides honestly seek new
and common higher grounds. This kind of problem-solving
requires an atmosphere of trust and mutual respect, the
surfacing of hidden agendas, and a genuine willingness on
both sides for effective conflict management. Thomas &
Kilmann (1974) collaborators are high in accommodation.
They view integrative behavior as it requires the parties to
think of the best interests of both sides rather than just their
own. Nevertheless, Cahn and Abigail (2002) prefer not to
describe a process, instead of focusing on the principles
that the parties need to apply for a collaborative solution to
occur. They define these as separating people from the
problem, focusing on interests, brainstorming options and
finding objective criteria on which to base decisions Cahn
and Abigail (2007). They posit that parties need to
demonstrate collaborative behaviors to achieve win-win
outcomes.
Leader Self-Awareness
According to Goleman (1998) self-awareness refers to
one’s capacity to know his internal states intuitive voice,
preference and resources. A leader with self-awareness
will have emotional awareness which is a state of
recognizing his emotions and their effects. The leader with
self-awareness knows his strength and weaknesses, and
such has self-confidence which is a person’s sense of self-
respect and capability. Self-awareness is the ability of an
individual to sense the internal emotional emotions and
feelings. Self-aware individuals are able to read their
feelings and link them with what they think and act. It is
also known as “emotional literacy: McGarvey, (1997). Self-
awareness is used to regulate the rational and emotional
mental processes in balanced ways to provide an
emotional support for the rational mind to make logically
correct and socially acceptable decisions and judgments
(Tischler et al., 2002).
Improved communication
Improved communication has a big role to play in effective
conflict management. It has been observed that poor
communication most often results in misunderstandings
and eventually conflicts. Communication has to be clear
and precise for the avoidance of conflict. Improved
communications, and the need for comprehensive
supportive care, are recognized to lead to effective conflict
management. The dissimilarity in the ideas and opinion of
individuals results in a conflict. There is need for individual
adjustment within the organization in other to avoid
conflicts. Most conflict in the organization occurs as a
result of lack of effective communication among the work
force. And lack of information is also a major course of
conflict in the organization. The types of communication
also play a major role in the organization. Clear, concise,
3. Triple A Research Journal of Multidisciplinary (JMD) | Vol.2 Issue1 | August 2018
003 Triple A Res. J. Multidisci.
accurate and time communication of information from
leaders will help to ease both the number and severity of
conflicts and lead to improved communication in the
organization. Conflict may be between managers and their
staff, between team members, departments, or managers.
Conflict may be expressed openly, but it may also be
hidden, in the form of irritation, resentment, loss of morale
and lack of commitment. Hidden conflict is easy to miss
and therefore can be particularly damaging. If nothing is
done to address the underlying issues, conflict may
escalate - from gossip, backbiting and criticism to shouting
matches, threats and possible violence. Such
consequences can often be prevented by taking early
action to address the issues. The following is focuses on
steps for handling interpersonal conflict within the
workforce, as opposed to conflict with customers, which
requires a different form of resolution. It is imperative
however to stressed that increased communication within
the organization helps in enhancing the strength of the
organization and to a greater extend increase the
production of the organization.
It is the job of an employee to meet the expectations of
his manager, but if those expectations are misunderstood,
conflict can arise. Managers need to spend time clearly
communicating their goals to employees and then
confirming those goals in writing. A manager should also
encourage her employees to ask questions about their
goals and hold regular meetings to discuss the goals and
how best to reach them.
Breakdown in Communication: If a department requires
information from another department to do its job, and the
second department does not respond to the request for
information, a conflict can arise. Some interdepartmental
disagreements might trigger a nonresponsive attitude that
can quickly become an internal conflict. Another way of
creating this sort of conflict is by giving a circular response
such as an issue being perpetually "under review." When
people or departments are late in responding to information
requests, or they are withholding information on purpose, it
is best to address the situation immediately with a personal
meeting with both sides to resolve the situation.
Misunderstanding the Information According to Robert
(2008), internal conflict can sometimes arise as the result
of a simple misunderstanding. One person may
misunderstand information, and that can trigger a series of
conflicts. To deal with this kind of situation, it is best to
have the person admit her misunderstanding and work with
the affected parties to remedy the situation. For example, if
the production manager misunderstands the product
manufacturing goals, then the sales manager may not
have enough products to sell. Taking responsibility for a
mistake can quickly defuse a potential organizational
conflict.
Leader Self-awareness and effective conflict
management involves having a realistic assessment of
one’s abilities. People who have this strength are aware of
their strength and weaknesses, open to candid feedback
from others, and are willing to learn from past experiences.
This courage comes from certainty, through self-
awareness about the individual capabilities, values and
goals Davidson (2009). The theory tends to buttress the
fact that self awareness has a lot to do with the effective
ways of conflict management amongst individuals in the
organization. Individual self-awareness also effectively
contributes to improved employee’s ability in achieving
organizational goals. Being self-aware also enables the
employees to constantly remain conscious both as an
individual and within groups in the organization. Dirette
(2010) stressed that self-awareness is broken down into
four levels of Arousal and attention, Sensory and motor,
Cognitive and lastly Psychosocial. To them at the arousal
and attention, to ideas developed or any arousal is either
very slow or poor due to our inability to pay attention or
respond with close concentration because of distracting
surrounding us. The sensory and motor stage is where we
can explain our sense of feeling such as movement,
fatigue, satisfaction and more advance skills of processing
our perceptions due to our developed competence to pay
attention, comprehend and memorize.
Leader-Member Exchange relationship is a leadership
construct which evolved from the Vertical dyad linkage
theory of Dansereau et al. (1975) that focused on the two-
fold (dyadic) relationship between leaders and
subordinates (Green, 2008). The theory explained that a
leader develops a different quality of relationship with each
of his subordinates and not a uniform relationship.
Truckenbrodt, (2000), explains that Leader-Member
Exchange relationship is a leadership construct which
focuses on a two-way (dyadic) relationship between the
leader (manager) and each of his subordinates (member).
The theory posits that a manager or leader forms a
different quality of relationship with each of his
subordinates or the Rank-and-File officers, which tends to
influence the Rank-and-File officers access to resources
and performance (Graen and Uhl-Bien, 1991). This
relationship extends beyond the terms of employment and
job description. Such Leader-Member Exchange
relationship may be high quality or low quality. The
subordinates who enjoy a high-quality Leader-Member
Exchange relationship are referred to as in-group
members while the subordinates in a low-quality Leader-
Member Exchange relationship are known as out-group
members.
THEORETICAL BACKGROUND
𝑑 𝑐 𝑑
𝑑𝑥
+ 𝑉(𝑦)𝑐 𝑑 = (𝑦)𝑐 𝑑
𝑛
(1.0)
Dividing equation (1.0) all through by 𝑐 𝑑
𝑛
we have
𝑐 𝑑
−𝑛 𝑑 𝑐 𝑑
𝑑𝑥
+ 𝑣(𝑥)𝑐 𝑑
1−𝑛
= (𝑦) (1.1)
Let
P=𝑐 𝑑
1−𝑛
(1.2)
4. Triple A Research Journal of Multidisciplinary (JMD) | Vol.2 Issue1 | August 2018
Solo and Johnson 004
𝑑𝑝
𝑑𝑦
= (1 − 𝑛)𝑐 𝑑
−𝑛 𝑑 𝑐 𝑑
𝑑𝑦
𝑐 𝑑
−𝑛 𝑑 𝑐 𝑑
𝑑𝑦
=
1
1−𝑛
𝑑𝑝
𝑑𝑦
(1.3)
Substituting equation (1.2) and (1.3) into equation (1.1) we
have that
1
1−𝑛
𝑑𝑝
𝑑𝑥
+ 𝑉(𝑦)𝑝 = (𝑦) (1.4)
Multiplied equation (1.4) all through by (1-n)
𝑑𝑝
𝑑𝑦
+ 𝑉(𝑦)(1 − 𝑛)𝑝 = (𝑦)(1 − 𝑛) (1.5)
Equation (1.5) is linear in p. we applied the integrating
factor method as follows:
𝐼. 𝐹 = 𝑒∫ 𝑝(𝑦)
𝑑𝑦 (1.6)
Where
𝑝(𝑦) = 𝑉(𝑦)(1 − 𝑛) (1.7)
Substituting equation (1.7) into (1.6) we have
𝐼. 𝐹 = 𝑒∫ 𝑢(𝑦)(1−𝑛)
𝑑𝑦
= 𝑒 𝑉(𝑦)(1−𝑛) ∫ 𝑑𝑦
= 𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝐼. 𝐹 = 𝑒 𝑉(𝑦)(1−𝑛)𝑦
(1.8)
Multiplied all through equation (1.5) by equation (1.8) we
have
𝑒 𝑉(𝑦)(1−𝑛)𝑦 𝑑𝑝
𝑑𝑦
+ 𝑉(𝑦)(1 − 𝑛)𝑒 𝑉(𝑦)(1−𝑛)𝑌
𝑝 = (𝑦)(1 −
𝑛)𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝑑
𝑑𝑥
(𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝑝) = (𝑦)(1 − 𝑛)𝑒 𝑉(𝑌)(1−𝑛)𝑦
𝑑(𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝑝) = (𝑦)(1 − 𝑛)𝑦𝑑𝑦
Integrating both sides we have
∫ 𝑑[𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝑝] = (𝑦)(1 − 𝑛) ∫ 𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝑑𝑦
𝑒 𝑉(𝑌)(1−𝑛)𝑌
𝑝 = (𝑦)(1 − 𝑛) ∫ 𝑒 𝑉(𝑦)(1−𝑛)𝑦
𝑑𝑦 (1.9)
But to integrate (𝑦)(1 − 𝑛) ∫ 𝑒 𝑉𝑢(𝑦)(1−𝑛)𝑥
𝑑𝑥 we let
𝐷 = 𝑉𝑢(𝑥)(1 − 𝑛)𝑥 (1.10)
𝑑𝐷
𝑑𝑥
= 𝑉𝑢(𝑦)(1 − 𝑛)
So that
𝑑𝑥 =
𝑑𝐷
𝑉𝑢(𝑦)(1−𝑛)
(1.11)
Substituting (1.10) and (1.11) into (1.9) we have
𝑒 𝑉𝑢(𝑦)(1−𝑛)𝑦
𝑝 = (𝑦)(1 − 𝑛) ∫ 𝑒 𝐷 𝑑𝐷
𝑉𝑢(𝑦)(1−𝑛)
𝑒 𝑢(𝑥)(1−𝑛)𝑥
𝑝 =
(𝑦)(1−𝑛)
𝑉𝑢(𝑦)(1−𝑛)
𝑒 𝑉𝑢(𝑦)(1−𝑛)𝑦
+ 𝐴 (1.12)
Divide equation (1.12) all through by 𝑒 𝑉𝑢(𝑦)(1−𝑛)𝑦
we have
𝑝 =
(𝑦)
𝑉𝑢(𝑦)
+ 𝐴𝑒−𝑉𝑢(𝑦)(1−𝑛)𝑦
(1.13)
Substituting equation (1.2) into equation (1.13) we have
𝑐 𝑑
1−𝑛
=
(𝑦)
𝑉𝑢(𝑦)
+ 𝐴𝑒−𝑉𝑢(𝑦)(1−𝑛)𝑦
METHODOLOGY OF THE STUDY
Mathematical model techniques were applied for the study,
deterministic model techniques were applied, the
variables were subjected into mathematical tools, these
developed a system that generated governing equation,
these were derived to produced model for the study, these
predictive solution were also subjected to simulations were
parameters were varied at different conditions base on the
system, the derived simulation parameters will be
compared with measured values from the fields for model
validation.
RESULTS AND DISCUSSIONS
Tables 1 -6, Figure 1 -6 expresses the growth rise in self
awareness from effective conflict management, the figure
experienced linear exponential growth; this observation
implies that the system evaluated the effect from conflict
management as an influential dimension that determined
the effectiveness of self Awareness in manufacturing
companies. Moreso, the figures also express the pressure
or positivity from increase collaboration and improved
communication as a source for self awareness growth for
efficiency of manufacturing companies in Port Harcourt, the
dimensions were observed to establish higher percentage
of influence for efficient self awareness in such
manufacturing organization, such level of managerial
conceptual framework were evaluated through the
dimensions to express their various rate of efficiency in the
growth rate of leader self awareness. The expansions or
growth rate of self-awareness were observed at different
periods, the figures though in linear exponential rate
developed variations of values at different locations, the
lowest parameter at different locations were as a result of
linear declined of these dimensions in the system, even
though they appear to be in linear phase. These
expressions imply that these variables in the system will
always determined the output of leader self awareness in
manufacturing companies, the predictive parameters from
derived model were subject to simulation, and both
parameters developed faviourable fits for model validation.
5. Triple A Research Journal of Multidisciplinary (JMD) | Vol.2 Issue1 | August 2018
005 Triple A Res. J. Multidisci.
Table 1: Predictive and Measured Values of Leader Self Awareness at Different Period
Period Leader Self Awareness Measured field Values
2 1.26E-02 1.10E-02
4 2.69E-02 2.30E-02
6 3.78E-02 3.50E-02
8 5.05E-02 4.71E-02
10 6.31E-02 5.91E-02
12 8.07E-02 7.11E-02
14 9.40E-02 8.32E-02
16 1.07E-01 9.53E-02
18 1.21E-01 1.07E-01
20 1.34E-01 1.19E-01
22 1.48E-01 1.31E-01
24 1.61E-01 1.44E-01
26 1.74E-01 1.56E-01
28 1.88E-01 1.68E-01
30 2.02E-01 1.80E-01
Table 2: Predictive and Measured Values of Leader Self Awareness at Different Period
Period Leader Self Awareness Measured field Values
1 1.02E-02 0.0089607
2 2.04E-02 0.0188456
3 3.06E-02 0.0286589
4 4.04E-02 0.0384048
5 5.10E-02 0.0480875
6 6.12E-02 0.0577112
7 7.14E-02 0.0672801
8 8.16E-02 0.0767984
9 9.18E-02 0.0862703
10 1.02E-01 0.0957
11 1.22E-01 0.1050917
12 1.22E-01 0.1144496
13 1.36E-01 0.1237779
14 1.43E-01 0.1330808
15 1.53E-01 0.1423625
16 1.63E-01 0.1516272
17 1.73E-01 0.1608791
18 1.84E-01 0.1701224
19 1.94E-01 0.1793613
20 2.04E-01 0.1886
21 2.14E-01 0.1978427
22 2.24E-01 0.2070936
23 2.35E-01 0.2163569
24 2.45E-01 0.2256368
25 2.55E-01 0.2349375
26 2.66E-01 0.2442632
27 2.75E-01 0.2536181
28 2.86E-01 0.2630064
29 2.95E-01 0.2724323
30 3.06E-01 0.2819
6. Triple A Research Journal of Multidisciplinary (JMD) | Vol.2 Issue1 | August 2018
Solo and Johnson 006
Table3: Predictive and Measured Values of Leader Self Awareness at Different Period
Period Leader Self Awareness Measured field Values
3 2.72E-02 0.0258308
6 5.75E-02 0.0523664
9 8.61E-02 0.0786716
12 1.15E-01 0.1048112
15 1.43E-01 0.13085
18 1.72E-01 0.1568528
21 2.01E-01 0.1828844
24 2.29E-01 0.2090096
27 2.51E-01 0.2352932
30 2.87E-01 0.2618
33 3.15E-01 0.2885948
36 3.44E-01 0.3157424
39 3.72E-01 0.3433076
42 4.02E-01 0.3713552
45 4.31E-01 0.39995
Table 4: Predictive and Measured Values of Leader Self Awareness at Different Period
Period Leader Self Awareness Measured Field Values
7 7.63E-02 0.07055
9 9.81E-02 0.09295
11 1.19E-01 0.11495
13 1.42E-01 0.13655
15 1.63E-01 0.15775
17 1.85E-01 0.17855
19 2.07E-01 0.19895
21 2.28E-01 0.21895
23 2.51E-01 0.23855
25 2.73E-01 0.25775
27 2.94E-01 0.27655
30 3.11E-01 0.304
Table 5: Predictive and Measured Values of Leader Self Awareness at Different Period
Period Leader Self Awareness Measured Values
10 0.102 0.10006
15 0.153 0.15006
20 0.204 0.20006
25 0.255 0.25006
30 0.306 0.30006
35 0.357 0.35006
40 0.408 0.40006
45 0.459 0.45006
50 0.511 0.50006
55 0.561 0.55006
60 0.612 0.60006
65 0.663 0.65006
70 0.714 0.70006
75 0.765 0.75006
80 0.816 0.80006
85 0.867 0.85006
90 0.918 0.90006
7. Triple A Research Journal of Multidisciplinary (JMD) | Vol.2 Issue1 | August 2018
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Table 6: Predictive and Measured Values of Leader Self Awareness at Different Period
Period Leader Self Awareness Measured Values
10 0.109 0.1019
15 0.1635 0.1491625
20 0.218 0.1972
25 0.275 0.2459375
30 0.327 0.2953
35 0.355 0.3452125
40 0.436 0.3956
45 0.4905 0.4463875
50 0.545 0.4975
55 0.5995 0.5488625
60 0.654 0.6004
65 0.7085 0.6520375
70 0.763 0.7037
75 0.8175 0.7553125
80 0.868 0.8068
85 0.9265 0.8580875
90 0.981 0.9091
Figure 1: Predictive and Measured Values of Leader Self Awareness at Different Period
0.00E+00
5.00E-02
1.00E-01
1.50E-01
2.00E-01
2.50E-01
0 5 10 15 20 25 30 35
PredictiveandMeasuredFieldValuesofLeader
SdelfAwarness
Period
Leader Self Awarness
Measurded Values
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Figure 2: Predictive and Measured Values of Leader Self Awareness at Different Period
Figure 3: Predictive and Measured Values of Leader Self Awareness at Different Period
0.00E+00
5.00E-02
1.00E-01
1.50E-01
2.00E-01
2.50E-01
3.00E-01
3.50E-01
0 5 10 15 20 25 30 35
PredictiveandMeasuredFieldValuesofLeaderSelf
Awarness
Period
Leader Self Awarness
Measurded Values
0.00E+00
5.00E-02
1.00E-01
1.50E-01
2.00E-01
2.50E-01
3.00E-01
3.50E-01
4.00E-01
4.50E-01
5.00E-01
0 10 20 30 40 50
PredictiveandMeasuredValuesofLeaderSelf
Awarness
Period
Leader Self Awarness
Measurded Values
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Figure 4: Predictive and Measured Values of Leader Self Awareness at Different Period
Figure 5: Predictive and Measured Values of Leader Self Awareness at Different Period
0.00E+00
5.00E-02
1.00E-01
1.50E-01
2.00E-01
2.50E-01
3.00E-01
3.50E-01
0 5 10 15 20 25 30 35
PredictiveandMeasuredValuesofLeaderSelf
Awarness
Period
Leader Self Awarness
Measurded Values
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
0.9
1
0 20 40 60 80 100
PredictiveValuesofLeaderSelfAwarness
Period
Leader Self Awarness
Measurded Values
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Figure 6: Predictive and Measured Values of Leader Self Awareness at Different Period
CONCLUSION
The study has monitor the growth rate of leader self
awareness in manufacturing companies, exponential rise
were experienced, these are base on the effectiveness
conflict management in such co-operate organization,
other were increase collaborations and improved
communication, these parameters detailed the rate of
growth in such manufacturing companies, variation of
derived values were evaluated in terms of relationships on
leader self awareness, these was to establish the efficiency
on the output experienced from the study, the leader self
awareness will always developed the proportion of various
qualities expressed as dimension, this developed concepts
on express effectiveness on conflict management in
telecommunications, the derived model monitor leader self
awareness base on these factors, these include increase
collaboration and improved communication, the derive
solution developed predictive model that were subjected to
model validation with measured field data, and both
parameters developed favorable fits.
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0
0.2
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PredictiveandMaeasuredValuesof
LeaderSelfAwarness
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