Conflict Management In Business Organisation
(A Case Study Of Federal Polytechnic Nekede)
Conflict management within business organizations is a dynamic process that involves addressing and resolving disagreements or disputes that arise among individuals or groups within the company. These conflicts can stem from various sources such as differences in goals, communication breakdowns, competition for resources, or contrasting personalities. Effectively managing these conflicts requires employing a range of strategies including open communication channels, active listening, negotiation, compromise, and sometimes third-party mediation. By fostering a culture of constructive dialogue and understanding, organizations can navigate conflicts to reach resolutions that promote collaboration, creativity, and productivity, thereby enhancing the overall functioning and cohesion of the team or organization.
The aim of this study is primarily to provide a basic text for the management of conflict in business organization. It dealt in managing of conflict between trade unions and managers or machines in any organization setup. The study has profoundly identified appropriate method of managing conflicts and preferred practicable recommendation that is advantage to industries in the strive for industrial peace and increase productivity. The study, conflict management in business organization with federal polytechnic Nekede, Owerri as a reference point has been sequentially arranged into five chapters to remove boredom while reading the work.
Chapter one dealt with introduction that expose what institutes a conflict, statement of the problem, significance of the study.
Chapter two is all about the review of related literature. It set out to discuss the opinions and the expression of scholars and writers on similar topics
Chapter three explains method used in obtaining, presentation and analysis data
Chapter four involves the actual presentation treated analysis of data collected and hypothesis testing
Chapter five trade on discussion of findings, conclusion and recommendation.
The page
Approval page
Dedication
Acknowledgement
Abstract
CHAPTER ONE
1.0 Introduction
1.1 Background of Study
1.2 History of Federal Polytechnic Nekede
1.3 Statement of problem
1.4 Purpose of Research
1.5 Research Question
1.6 Scope of Study
1.7 Limitation of the Study
1.8 Definition of Term
CHAPTER TWO
2.0 Literature Review
2.1 Introduction
2.2 Theoretical Framework
2.3 Traditional, human relation and integrationists
view about conflict.
2.3.1Traditional View
2.3.2Human Relation View
2.3.3The international View
2.4 The conflict Process
2.5 Conflict Management Techniques
2.5.1Conflict Resolution Techniques
2.6 Pondy’s Model of Organizational Conflicts
2.6.1Latent Conflict
2.6.2Perceived Conflict
2.6.3Felt Conflict
2.6.4Manifest Conflict
2.6.5Conflict Aftermath
2.7 Sources of Organizational Conflict
CHAPTER THREE
Research Methodology
3.1 Research Design
3.2 Description of sample method
3.3 Description of the population
3.4 Description of sample size
3.5 Method of data collection
3.6 Description of major instruction
3.7Preliminary of major instruction
3.8 Method of Analysis
CHAPTER FOUR
Presentation and analysis of data
4.0 Introduction
4.1 Criterion group research instruction
4.2 Hypothesis testing
CHAPTER FIVE
5.0 Summary , Conclusion and recommendation
5.1 Conclusion
5.2 Conclusion
5.3 Recommendation
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Industrial disharmony is paramount and traceable to human factor in search for growth and efficiency of economic and commercial ventures. This elicits the apparent need to involve appropriate policies that ensures industrial peace. Conflict therefore is the interactive process manifested in compatibility, disagreement or distance within or between social entities. It can also be seen as a process in which one party perceives that its interest are being opposed or negatively affected by another party. If two or more parties are not aware of a conflict, then no conflict exists. When a worker feels or imagine that there is misrepresentation, misappropriation, misapplication and non-application of terms and condition of employment, conflict ensues. The can manifest in several subsidiaries term-quarrel disputes over wages, over hours of work, impromopt’s payment of wages, over load duties, labour turnover , absent etc.
In some situations, an organization may stimulate conflict by placing individual employees or groups in competitive situation. People may compete with one another to protect popular members or onset unpopular member’s .Most people assume that conflict must be avoided because it connotes antagonism, hostility, unpleasantness and dissension.
Indeed, managers and management theorist have traditionally viewed conflict as a problem to be avoided. In recent years, however we have come to recognize that through conflict can be beneficial for example, when two members of a site selection committee disagree over the location of a new plant, each may be forced to over thoroughly study and defend his or her preferred alternative.
The long as conflict is handled cordially and constructively it is probably serving a useful purpose in the organization.
On the other hand, when working relationships are disrupted and the conflict has reached destructive levels it has likely become complacement and apathetic. As a result organizational performance and innovation may subsequently belong to suffer. A tolerate level of conflict among organizational members on the other hand can speak motivation, creativity and initiative and raise performance. Conflict though can produce undesirable results as hostility and lack of co-operation which lowered performance.
The management must find and maintain the optional amount of conflict that faster performance of course what constitutes optional conflict varies with the situation the people involved.
1.1 HISTORY OF THE FEDERAL POLYTECHNIC NEKEDE
The federal polytechnic Nekede Owerri started in 1978 as the college of technology Owerri. It was established by Imo State Government through edit No. 16 of April 1978. It took off at its temporary site at the premises of government technical college (G.T.C). Owerri along Egbu road in the same year.
In 1981, the institution moved to its present and permanent location in Nekede, Owerri.
By Imo state government Edit No.6 of 1987, the name of the institution was changed to the polytechnic Nekede Owerri. Six years after and precisely on 7th April, 1993, the federal government institution, consequently it was renamed. “The Federal Polytechnic Nekede, Owerri”.
FUNCTONS OF TH POLYTECHNIC
The Federal Polytechnic Nekede, Owerri is regulated by the federal polytechnic act (CAP 139) of 1979. The function of the polytechnic as provided for the in the section 2(1) of the act are as follows:-
A To provide full-time courses on instruction and training.
B To provide conferences, seminars and group relative to the field learning specified.
C. To perform such functions as in the opinion of the council may serve to promote the objective of the polytechnic.
Councils of the objectives for which the polytechnic was established. It adopted the motto “knowledge and skill for service” right from its inception in 1978, it has vigorously pursued Objectives.
1.2 STATMENT OF THE PROBLEM
From on set, one should state that conflict does not necessarily indicate management failure but rather it is an inevitable but essential part of organizational behavior. Organizational management is filled with lots of conflicts resolution problems because of scarce resource , ideas and attention.
Conflict occurs when two or more people want the same thing and they are not enough to go round. Because of the scarcity, conflict has an everyday occurrence in our personal and job lives.
The research therefore observed, there are probable causes of conflict in organization. If such causes are not tackled from the grassroots, they may continue to rear their ugly heads.
Today, many workers feel that conflict connotes be avoided. It is this feeling that regularly creates conflict in schools as federal polytechnic Nekede, Owerri. Staff of many organizations does not understand when to compete in such organization so as to make competition a healthy one and conflict free. This negative trend traces its roots to the notion that the end justifies the means.
Nowadays, the incessant conflict between the worker (trade union) and the management of organization. This is so because the organization are not putting their best to enable the organization make profit and reciprocating the workers effect by motivating them adequately.
1.3 PURPOSE OF THE STUDY
This purpose or objective of this study is to
1 . Identify the root courses of conflict in an organization
2 . Ascertain ways of resolving conflict in an organization
3 . Identify the variances of conflict in federal polytechnic Nekede.
4 . Suggest ways of avoiding conflict.
5 . Occurrence conflicting parties to compromise.
SIGNIFICANCE OF THE STUDY
Considering the importance of conflict management in an organization, it is without doubt that a lot of people and groups have much to gain from this study, especially ; this is significance to the following
1. Management and staff of federal polytechnic Nekede Owerri will develop adequate skills in tackling conflict in the school.
2. This study will be a good guide to many future researchers who would wish to impose on what the present researcher has written.
3. Student of business administration and management, public administration, labour leader and many other have a lot to gain from this work, being future managers. They will learn how to manage conflict.
4More significantly , this study will unveil to the government the need to improve conflict management in organization, especially as it affect N.U.T, A.S.U.U, A.S.U.P, N.U.L.G and others in order to ensure good labour relationship
1.4 RESEARCH QUESTION
1 . What are the main causes of conflict in an organization? and
2 . Why is it important for managers to try reducing manifest conflict creating good conflict after?
3 . What are the main conflict resolution strategies?
4 . Arbitration of conflicting parties to a compromise in an organization was no significant relationship with the workers union involvement in settlement of conflict
1.6 SCOPE OF STUDY
This study is concerned with the conflict management and resolution in an organization. A case study of Federal Polytechnic Nekede, Owerri. Within this scope various aspect of conflicts management are reviewed.
1.7 LIMITATION OF THE STUDY
In the process of carrying out the study, the researcher encountered a lot of problem, some of the difficulties encountered are:
1 TIME CONSTRAINTS: The time for the research work to be completed and submitted was limited. The research was also entrapped. In other related academic work the writing term parts, attending lectures and preparing for examinations. These made the time for the research very short. It was not an easy exercise.
2 FINANCIAL CONSTRAINT: The finance in hand during the time of this research was merge and inadequate to carryout exhaustive research.
3 LACK OF MATERIALS: Another problem encountered was the difficulty of obtaining relevant data. The school library have adequate material and relevant books for the study , so that researcher could not make much use of the library. As a result of the problem stated above, attempts to get relevant data and materials could be possible.
1.8 DEFINITION OF TERMS
1 CONFLICT: A process that begins when one party perceives that party have negatively affected or is about negatively affect something that the first party cares about.
2 CONFLICT MANAGEMENT: The practice of recognizing and dealing with disputes in a rational, balanced and affective ways.
3 CONFLICT RESOLUTION: Conflict resolution is the process of resolving a dispute or a conflict by meeting at least some of each side’s need and addressing the interest
4 TRADE UNION: Any combination of workers or employers whether temporary or permanent, the purpose of which is to regulate the terms and condition of employment.
5 STAFF: The collection of clerical, secretarial, technical and perhaps management personnel in an organization as district from the wage earning and manual workers.
6 EMPLOYER: This to person or organsation that employs others.
7 EMPLOYEES: One who earns money or income by working for some one else.
8 EMPLOYMENT: The use of labour by an organization as a means of providing service or as a factor of productivity.
Conflict Management In Business Organisation:
Conflict is an inevitable part of any business organization, as it arises due to differences in opinions, goals, values, and interests among employees, teams, and departments. However, conflict can be managed effectively to minimize its negative impact and even turn it into a positive force for change and innovation. Here are some key strategies for conflict management in a business organization:
- Open Communication: Encourage open and honest communication among team members. Create an environment where employees feel comfortable expressing their concerns and opinions. Effective communication can prevent misunderstandings and help address conflicts before they escalate.
- Define Clear Roles and Responsibilities: Clearly define roles, responsibilities, and expectations for each team member. Unclear job roles can lead to conflicts arising from overlapping tasks and accountability issues.
- Establish Common Goals: Align the organization’s goals with individual and team objectives. When everyone is working toward a common goal, it can reduce conflicts arising from conflicting interests.
- Mediation and Facilitation: Use trained mediators or facilitators to help resolve conflicts. These neutral third parties can guide discussions and negotiations to find mutually acceptable solutions.
- Active Listening: Encourage active listening during conflicts. Ensure that all parties involved feel heard and understood. This can lead to a better understanding of each other’s perspectives and help in finding common ground.
- Negotiation: Encourage negotiation and compromise. Often, conflicts can be resolved through finding middle ground where both parties are satisfied with the outcome.
- Conflict Resolution Training: Provide employees with training on conflict resolution skills. Equipping them with tools to manage conflicts can lead to better outcomes and improved working relationships.
- Set Clear Guidelines and Policies: Establish clear guidelines and policies for handling conflicts. Having a documented process for addressing conflicts can provide a structured approach to resolution.
- Focus on the Problem, Not the Person: Encourage discussions that focus on the issues at hand rather than personal attacks. This helps prevent conflicts from becoming personal and escalating further.
- Feedback and Performance Management: Regularly provide feedback on performance and behavior. Addressing concerns early can prevent conflicts from festering and becoming more difficult to resolve.
- Team Building Activities: Organize team-building activities that foster collaboration, trust, and understanding among team members. Stronger relationships can reduce the likelihood of conflicts arising.
- Leadership Example: Leaders should set a positive example for conflict management. When leaders demonstrate effective conflict resolution, it sets the tone for the entire organization.
- Recognize Different Conflict Styles: Understand that different individuals have different conflict resolution styles. Some may be more assertive, while others might avoid conflicts. Adapting your approach based on these styles can lead to better outcomes.
- Escalation Process: Establish a clear process for escalating conflicts when they cannot be resolved at a lower level. This can prevent conflicts from becoming prolonged and damaging.
Remember, not all conflicts are negative. Constructive conflicts can lead to improved decision-making, innovation, and growth. The key is to manage conflicts in a way that promotes positive outcomes while addressing the underlying issues.