Description
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting
1
INTRODUCTION
Conflicts occur when people perceive that, as a consequence of a disagreement, there is a threat to their needs, interests or concerns. Although conflict is a normal part of organization life, providing numerous opportunities for growth through improved understanding and insight, there is a tendency to view conflict as a negative experience caused by abnormally difficult circumstances. Disputants tend to perceive limited options and finite resources available in seeking solutions, rather than multiple possibilities that may exist 'outside the box' in which they are problem-solving.
•
A conflict is more than a mere disagreement - it is a situation in which people perceive a threat to their well-being.
•
Participants in conflicts tend to respond on the basis of their perceptions of the situation, rather than an objective review of it. People filter their perceptions through their values, culture, beliefs, information, experience, gender, and other variables. Conflict responses are both filled with ideas and feelings that can be very strong and powerful guides to our sense of possible solutions.
•
As in any problem, conflicts contain substantive, procedural, and psychological dimensions to be negotiated. In order to best understand the threat perceived by those engaged in a conflict, they need to consider all of these dimensions.
•
Conflicts are normal experiences within the work environment. They are also, to a large degree, predictable and expectable situations that naturally arise as they go about managing complex and stressful projects in which they are significantly
2
invested. Develop procedures for identifying conflicts likely to arise, as well as systems through which they can constructively manage conflicts, they may be able to discover new opportunities to transform conflict into a productive learning experience. Creative problem-solving strategies are essential to conflict management. To transform the situation from one in which it is 'my way or the highway' into one in which they entertain new possibilities that have been otherwise elusive.
1.1 MEANING AND DEFINITION
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Teams conflict is inevitable; the results of conflict are not predetermined. Conflict might escalate and lead to non-productive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is integral to a high-performance team. Although very few people go looking for conflict, more often than not, conflict results because of miscommunication between people with regard to their needs, ideas, beliefs, goals, or values.
Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of non-productive escalation. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in they environment.
3
FEATURES
Conflict may be understood as collision or disagreement. The conflict may be within an individual when there is incompatibility between his or her own goals or events, may be between two individuals, when one does not see eye to with another, and in the process tries to block or frustrate the attempts of another or between two groups in an organization.
Conflict is defined as “the struggle between incompatible or opposing needs, wishes, ideas, interests, or people. Conflict arises when individuals or groups encounter goals that both parties cannot obtain satisfactorily.” Though intra-personal conflict is not made explicate in the definition, the first sentence implies intra-individuals conflict as well.
Conflict may be cognitive or affective. Cognitive conflict refers to differences in perspectives or judgments about issues. Affective conflict is emotional and directed at other people. Affective conflict is likely to be destructive because it can lead to anger, bitterness, goal displacement and poor decisions. Cognitive conflict, on the other hand, can air legitimate differences of opinion and develop better ideas and solutions to problems. Conflict needs to be cognitive and affective.
4
1.2 TYPES OF CONFLICT (FUNCTIONAL AND DYSFUNCTIONAL)
FUNCTIONAL CONFLICT: It refers to confrontation between two ideas, goals and parties that improve employees and the organization’s performance. Well-managed conflict helps workers anticipate and solve problems, feel confident, strengthen their relationships, and be committed to the organization. Constructive conflict is crucial for effective functioning of organizations. Specifically, potential benefits of conflict are the following: • Conflict increases awareness of what problems exist, who is involved, and how to solve the problem. • • Conflict motivates organizational members to consider problems. Conflict promotes change. Persons are more aware of injustices, inefficiencies, and frustrations, and see the need to correct them. • • Conflict enhances morale and cohesion. High quality decision result when persons express their opposing views and perspectives. They share their information and check each other’s reasoning to develop new decisions. • Conflict stimulates interest and creativity. Being in conflict often sparks curiosity and stimulates viewing problem from several perspectives and combining the best of these positions to form a creative solution. Conflict exists as peoples to learn about what makes them and others angry, frustrated and willing to fight.
5
•
Conflict provides a forum for all members of the organization to be self-critical, and to be critical of the organization as a whole.
There is a close relationship between conflict and organizational performance. Organizational performance is low when conflict is extremely high or extremely low, while moderate or optimum level of conflict contributes to high organizational performance. When the level of conflict is low the performance suffers because of a lack of arousal and stimulation. Employees find the environment too comfortable and they become complacent. When they are not challenged and confronted, they fail to search for environmental changes. When the level of conflict is extremely high, performance suffers because of inadequate coordination and cooperation. The organization is in a state of chaos because of disruption and interference in critical activities. Individuals spend more time defending themselves or attacking others than accomplishing productive work.
Maximum organizational performance occurs some where between these two extremes, where there is an optimal level of conflict. There is sufficient conflict to stimulate new ideas and a creative search for solutions to problems.
Conflict inevitable in organizations and also desirable. But without and effective means for handing it, conflict can tear relationships apart and interfere with the exchange of ideas, information and resources in groups and between departments. Dysfunctional conflict hinders and prevents organizational goals from being achieved.
6
1.3 THE PROCESS OF CONFLICT
Stage 1 - Latent Conflict
When two or more parties need each other to achieve desired objectives, there is potential for conflict. Other antecedents of conflict are interdependence, different goals, and ambiguity of responsibility. They do no automatically create conflict, when they exist-they make it possible. Latent conflict often arises when a change occurs. Conflict is likely to be caused by a budget cutback, a change in organizational directions, a change in personal goals or the assignment of a new project to an already overloaded team.
Stage 2 - Perceived Conflict
This is the stage at which members become aware of a problem. Incompatibility of needs is perceived and tension begins as the parties begin to worry about what will happen. But no party feels that it is being overtly threatened.
Stage 3 – Felt Conflict
At this stage parties become emotionally involved and begin to focus on differences of opinion and opposing interests-sharpening perceived conflict. Internal tension and frustrations begin to crystallize around specific, defined issues, and people begin to build an emotional commitment to their position.
Stage 4 - Manifest Conflict
At this stage parties engage in actions that help achieve own objectives and thwart those of others. Conflict behaviors vary from the subtle, indirect and highly controlled forms of interference to direct, aggressive, violent and uncontrolled struggle. At the organizational level, strikes or lock-outs are the result.
7
Stage 5 - Conflict Outcome
The conflict finally results in an outcome, which may be functional or dysfunctional. If handled well, the result is functional conflict. If mishandled, the consequence is dysfunctional conflict. As conflict proceeds through the stages, resolution becomes more difficult. The parties become more locked into their positions and more convinced that conflict is win-lose situation. It is usually easier to achieve winwin outcomes when the conflict is recognized early before frustration and negative feelings set in.
1.4 LEVELS OF CONFLICT
There are four levels of conflict in the organization life: 1. Intra-Individual conflict 2. Inter-Individual conflict 3. Intra-Group conflict 4. Inter-Group conflict
INTRA –INDIVIDUAL CONFLICT
Intra – individual conflict with in an individual. Infra-individual conflict arises from frustration, numerous roles which demand equal attention but is not always possible to devote, goals having both negative an positive aspects, cognitive dissonances, and neurotic tendencies.
8
INTER PERSONAL CONFLICT
Inter-individual conflict occurs between two individuals in an organization. It arises mainly because of differences in perception, temperaments, personalities, values systems, socio-cultural factors, and role ambiguities. Transactional Analysis (TA), Johari Window, Stroking, and Life Positions.
INTRA-GROUP CONFLICT
Intra-group conflict refers to disputes among some or all of a group’s members, which often affect the group’s performance as happened in the opening case. Family run business can be especially prone to severe intra-group and other types of conflicts. These conflicts typically become more intense when an owner-founder approaches retirement, actually retires or dies.
INTER- GROUP CONFLICT
Inter-group conflict also called organizational conflict, refers to the conflict between groups, departments, or sections in an organization. Conflict between groups is frequent and highly visible. The reasons for inter-group conflict are many. The most important of them are explained below. • • • • • • • Task Inter-dependence Task Ambiguity Goal Incompatibility Competitive for Limited Resources: Competitive Reward Systems Line and Staff Intra-personal and Inter-personal Conflict
9
INTER-PERSONAL CONFLICT
Inter-individual conflict occurs between two individuals in an organization. It arises mainly because of differences in perception, temperaments, personalities, values systems, socio-cultural factors, and role ambiguities. Transactional Analysis (TA), Johari Window, Stroking, and Life Positions.
Transactional Analysis:
When two people interact with each other there results a social transaction Analysis of the social transactions is called Transactional Analysis (TA). “The study of moves people make in their dealings with each other and is based on the idea that people’s interactions resemble moves in games”. TA has found its acceptance everywhere because of several advantages associated with it. The advantages are: • • • • • • • The bases of TA are simple to learn. The validity of TA is demonstrable. It provides a means for reducing the amount of bad feelings experienced by an individual. It increases efficient use of time. Helps promote effective communication. It is applicable at home as it is at work. It reinforces and implements other management development activities, including communication, leadership, brainstorming, and management by objective, job enrichment, conflict resolution, and the like. TA has certain limitations which are not to be ignored they are: • • • • Few scientific studies of its outcome are available. Ego states, basic to understand and utilize Ta, are difficult to define (Although easy to teach and demonstrate operationally). If inappropriately applied, Ta tends to encourage “amateur psychologising”. TA jargon may lead to more “cuteness” than insight into human encounter.
10
•
It can be used as a put down, or a discount, in inter-personal relations.
Ego States:
Basic to TA is the assumption that a person has three ego states, parent, adult, and child. The parent ego state represents the part of a person’s personality that is authoritative, dogmatic, overprotective, controlling, nurturing, critical, and righteous. These characteristics are usually learnt from one’s parents or other adults who guided one’s early life experiences. The parent is therefore, the “taught” ego state. The adult ego state represents the mature, rational, and objective part of a person personality. These characteristics are acquired as one matures into adolescence and adulthood. The individual gathers relevant information, analyses it carefully, generates alternatives, and make logical choices. The adult is the “thinking” ego state. In the adult state people do no act impulsively or in a domineering way. In dealing with other people the adult state is characterized by fairness and objectivity. The child ego state represents the childish, dependent, and immature part of a person’s personality. Behaviors that are influenced by the ego state are laden with emotion, insubordination, joy or rebellion. Child is the “felt” ego state.
Social Transactions:
People interact with each other from the child, adult or parent ego Sbe either complimentary, crossed to ulterior.
Complimentary Transactions:
These occur when the message sent or the behavior exhibited by one person’s ego state receives the appropriate response from the other person’s ego state. Stimulus from the first person is under the influence of the parent ego state and the response from the other person is under the child ego state. There can be more complementary transaction. For example, parent-parent, adult-adult, parent-adult, and child-child transactions are complimentary in nature. Since these transactions meet the needs and
11
expectations of the initiators, communications flow freely, interactions will continue, as inter-personal relations will improve. There is no scope for conflict in complimentary transactions. Crossed transactions the stimulus and response lines are not parallel. Stimulus comes from the first person under the adult ego stage, but the response from the other person is under the child ego state. There are many more possible crossed transactions than there are complementary transactions. Since the receiver’s response is not what was expected by the sender and does not satisfy the sender’s needs, the second sooner or later withdraws from the interaction with the receiver. Crossed transactions are the sources of much inter-personal conflict in an organization. The result can be hurt feelings and frustrations on the pat of the parties involved and possible dysfunctional consequences for the organization. The most complex and subtle are the ulterior transactions. Crossed transactions, ulterior transactions cause much damage to inter-personal relations. The ulterior transactions involve at least two ego states on the part of the first parent. Although there are many other possible besides, where the boss says, “My door is always open, come in and they shall discuss the problem together and arrive at a solution” (adult state), when what he really means is, “ Don’t come to me with problems. You solve them yourself, that is what you are getting paid for.” (parent state). Obviously, these ulterior transactions are the most difficult to identify and deal with.
Johari Window:
This model is highly useful in analyzing the causes for inter-personal conflict. The model is based on two assumptions: 1. 2. Degree to which the person know about himself or herself. Degree to which the person is known to others.
The basic premise of the Johari Window is that our personal and Professional relationships can be greatly improved (conflict eliminated)through understanding ourselves in depth and choosing those aspects of self that can be shared with others.
12
Believe that more they share of ourselves with others; the more they can develop interpersonal relationships.
Open Area:
This area consists of details known to self and to others. The information relates to the person’s name, job, marital status, and region from where the person has come and the like. The open area will be quite narrow. Generally, no individual shares all the details about self with others. As relationship grows, more information is shared. There is openness and compatibility. Mutual understanding and friendship between people are the highest in this area. There is little or no scope for conflict.
Hidden self:
This area comprises the knowledge about self but is hidden from others. The person does not share details about self with others lest others would think less of the person or use the information to their advantage. Not sharing hidden information can save the person in the short-run. Overtime, this lack of sharing can lead to distrust and miscommunication. The person share more information with others, the hidden area shrinks. It remains large if the person is more reserved. This area has potential for interpersonal conflict.
Blind area:
This are encompasses certain things about the person that are known to others but not to self. This happens because no one has told the person or he or she has blocked others from telling. For example, the person might have an unknown nervous habit of holding the table fast or wiggling a foot during meetings when he or she is feeling stressed or bored. When others point out such behaviours to the person, the blind area shrinks. The more the person understands strengths and weaknesses of self, and is open to other’s views, the better manager he or she will become. Blind area persists; there is scope for inter-personal conflict.
13
Undisclosed self:
This is potentially the most explosive situation. This area contains information unknown to self-unknown to others. The person does not know himself or herself because he or she lacks experience and exposure or is unable to recollect past events in life and articulate them effectively. Others are unaware of the details because they have not seen the person behaving in different situations or the person has never shared any details. The unknown window can also contain information that is forgotten or deliberately suppressed. This window can become smaller overtime as people grow, develop and learn. Till then, unknown area carries high potential for conflict.
Stroking:
Stroking refers to recognition of one’s presence by others. When they interact with others, they expect others to say “ Good morning” or some such gesture to indicate that they are being recognized. Strokes may be positive negative. The stroke that makes one feel cheerful is a positive stroke. Words of recognition, affection, cuddling, pat on the back, and pleasant smile are some of the examples of positive strokes. Negative stroke on the other hand, makes one feel sad, Criticism, hatred and scold are examples of negative strokes. People need strokes, mainly positive ones, but not always. In the absence of positive strokes, people seek negative strokes, mainly because of guilt or lack of self-image. Needless is to stress, that negative strokes cause inter-personal conflict.
Life position:
People tend to exhibit one of four life positions. This life position influences our behaviour when they interact with others. What is interesting is that, these positions are acquired by us very early in our childhood and stay with they throughout, the term” life positions”. Although one life position tends to dominate a person’s behaviour, other positions may be exhibited from time to time in specific situations. In other words, there is one life position, but it is not the only one ever taken. Life position stems from a combination of two viewpoints, first, how people view themselves? Second, how do they view other people in general? Either a positive
14
response (OK) or a negative response (not UK) results in four possible life positions. They are:
I am not OK I am not OK I am OK I am OK -
You are OK You are not OK You are not OK You are OK
Of the four life positions, the ideal one is I am OK, you are OK. It shows healthy acceptance of self others. This life position surprisingly can be learnt. Here is good news and hope for society’s well being. The other life positions are less psychologically mature and less effective. What is more, they have potential for interpersonal conflict.
1.5 CONFLICT RESOLUTION
RESOLVING INTRA-PERSONAL CONFLICT: Intra-personal conflict arises from frustration, competing roles, or goals having positive or negative aspects. The extent that conflict from frustration results out of blocked goal realization, removal of barriers (cover of over) will help resolve this conflict. It is the manager’s responsibility to clear his employee’s path for advancement in his career. Frustration is not always bad. It may contribute to improved performance. The frustrated individual may divert his attention from barriers towards his job and try to show better results. This is particularly true with an individual who has a self-concept that includes confidence in being able to do a job well. But this is no consolation for a manger to ignore the frustration of an employee. If conflict from frustration is not resolved for long, the manager will be running the risk of losing the services of a competent and sincere employee.
15
Goal conflict, has three main dimensions • • • Approach-Approach conflict, Approach –Avoidance conflict, Avoidance-Avoidance conflict.
Of the three Approach-Approaches conflict has the least impact on OB. The manager’s involvement is not needed to resolve the conflict. It is best resolved by the employee himself or herself. The well-known theory of cognitive dissonance helps the individual discomfort or conflict created in people when they are faced with two or more goals or alternatives to a decision. Although these alternatives occur together, they do not belong or fit together. The person experiencing dissonance will be highly motivated to reduce or eliminate it and will actively avoid situations and information which would increase it. The best solution for intra-personal conflict is to look to Hindu Philosophy and learn a valuable lesson from it. According to the philosophy, an individual is composed of three gunas or psychogenic substances. They are: sattwa, rajas, and tamas. Roughly translated into English, these three gunas convey the following meanings: • • • Sattwa: Purity, serenity, poise, calmness, discrimination, compassion, clarity, goodness, altruism, dispassion, contentment, etc., or in sum illumination. Rajas: Love of fame, passion, lust, strife, impatience, jealousy, pride, display of power, etc., or in sum movement. Tamas: Anger, pride, ignorance, stolidity, offering resistance, inertia, forgetfulness, confusion, darkness, brutality, etc., or in sum obstruction. It is essential that one should develop satwic guna in oneself, be it the manager or the managed, one can develop satwic quality by reading holy scripts, regular prayers, moving with pious people, and leading a disciplined life. Unfortunately, modern organizations are filled with people who are imbedded with rajasic or tamasic qualities.
16
RESOLVING INTER-PERSONAL CONFLICT The strategies suggested for reducing intra-personal conflict will be useful to resolve inter-personal conflict also. The additional approaches to resolve inter-personal conflict are: the lose-lose, win-lose and win-win strategies. TA, which was discussed earlier, will also be useful in overcoming the inter-personal conflict. Finally, inter-personal conflict can be resolved by changing behavioral inputs. Lose-lose: In a lose-lose approach to conflict resolution, both parties stant to lose. This approach can take several forms. One of the approaches is to take a compromise or middle ground to a dispute. A second approach is to pay-off one of the parties to a dispute. The payment may take the form of bribe. A third approach is t involve a third party as an arbitrator. The final approach is for both parties to resort to existing regulations or bureaucratic rules to resolve the conflict. Lose-lose strategy is sometimes the only one available but is less effective than the win-lose or win-win approach. Win-Lose: One party to the conflict tries to marshal all the resources to win, and the other party loses. Examples of win-lose strategies can be fund in superior-subordinate relationships, line-staff confrontations, union management relations, and many other conflict situations found in contemporary organizations. Though win-lose strategy helps defuse conflict, it may not be a permanent solution since the loser will tend to be bitter and vindictive. A healthier strategy is to have both parties in a conflict situation win. The following points make win-lose strategy:. • • • The conflicting parties view the issue from their own points of view The emphasis is on solutions rather than on the attainment of goals, values or objectives. There is a clear distinction between the parties.
17
• • • •
The parties direct their energies towards each other in an atmosphere of victory and defeat. Conflicts are personalized and judgmental. The parties take a short-run view of the issues. There is no differentiation of conflict resolving activities from other group processes, nor is there a planned sequence of those activities.
Win-Win: A win-win strategy of conflict resolution is probably the most desirable from the human and organizational standpoint. Energies and creativity are aimed at solving the problems rather than beating the other party. The needs of both parties in the conflict situations are met, and both parties receive rewarding outcomes. Though it is often difficult to accomplish a win-win outcome in an inter-personal conflict, this should be a major goal of the management of conflict. Transactional Analysis: Inter-personal conflict can be resolved by encouraging as many complimentary transactions as possible between parties to the conflict. Of more significance for conflict management is the adult-to-adult transaction between the parties. Interaction between two adult ego states will improve communication. Improved communication is the sure way of resolving conflict. RESOLVING INTRA-GROUP CONFLICT Conflict within a family can be resolved if the members recognize and respect roles of family members. All the members need to realize that divided they stand, united they fall. Probably, a family friend may intervene to resolve the dispute if the members fail to resolve the conflict themselves. This was what happened to the Bajaj family. Sharad Pawar mediated to bring about a truce in the troubled family. RESOLVING INTER-GROUP CONFLICT The approaches available for resolving intra-personal and inter-personal conflicts can be used to solve inter-group disputes too. Certain unique approaches are available for
18
resolving inter-group conflict. They are problem solving, expansion of resources, avoidance, smoothen, compromise and recognizing organization structure. Problem Solving: Problem solving is considered to be the most effective approach available as it emphasis the attainment of the common interests of both conflicting parties. In the problem solving strategy, attempts are made to find a solution that reconciles or “integrates” the needs of both the parties. The two parties work together both to define the problem and to identify mutually satisfactory solutions. Moreover, there is open expression of feelings as well as exchange of task related information. Organization Redesign: Changing organizational structure is another approach for resolving conflict, particularly when the sources of conflict come from the coordination of work among different departments or divisions. One way of redesigning organizations is to reduce task inter dependence between groups and give each group clear responsibilities. Another way is to transfer or exchange members of conflicting groups. An appeal system may also be developed to eliminate the arbitrary use of power. Super ordinate Goals: Appealing to super ordinate goals is another way of resolving conflict. The super ordinate goal is a common goal of both conflicting parties and the combined efforts of both parties will be needed to realize the goal. It takes precedence over other goals which may separate the conflicting parties. Survival of the organization for example, can be a super ordinate goal. Creating awareness that the organization’s survival will be jeopardized if conflicting groups do not work in unison can have a salutary effect on disputing parties. Expansion of Resources: To the extent that scarce resources cause conflict, removing their scarcity will help resolve conflict. If up gradation of one’s position has caused ripples elsewhere, some more jobs might be similarly upgrades. If increased budged allocation to one department has caused heartburn. Avoidance: When the issue is trivial, avoidance strategy will be useful. In the avoidance strategy, the party or parties to the conflict may either withdraw from the conflict or
19
conceal the incompatibility. The conflicting parties or both will withdraw from the conflicting situation. Where avoidance is not possible, concealing the fact by either or both conflicting parties that there is conflict may help defuse the conflict. Smoothen: The process of playing down the differences between individuals or groups and highlighting their common interest is called smoothening. Finding and emphasizing similarities between conflicting parties, while playing down differences, can eventually lead the parties to realize that the two are not as far apart as was first believed. With shared viewpoints on some issues the ability to work towards a smoothen can help reduce the intensity of the conflict and avoid an escalation of open hostility. Smoothen is recommended as a stop gap measure to let people cool down and regain perspective. Resolving Line and Staff Conflicts: The following remedies have been suggested to resolve line and staff conflicts • • The roles, responsibilities, and functions of line and staff officers need to be clearly defined and made known to the people concerned. Staff people shall know that their role is advisory. They are to be content with tendering advice on important issues. Line managers need also respect the staff advice and use it for the benefits of the organization. • • • • Increase possibilities of interaction between the line and staff officers. The staff officers are to avoid playing the expert. The fear complex from which line managers suffer owing to proximity of staff specialists. Both parties are to have the right of appeal to the chief executive.
1.6 CONFLICT MANGEMENT STYLES
All people can benefit, both personally and professionally, from learning conflict management styles.
20
? Competing ? Avoiding ? Accommodating ? Compromising ? Collaborating Each of these styles can be characterized by two scales assertiveness and cooperation. None of these styles is wrong, but there are right and wrong times to use each. The following sections describe the five styles. The information may help each team member to characterize her/his model for conflict management. COMPROMISING The compromising mode is moderate assertiveness and moderate cooperation. Some people define compromise as “giving up more than you want,” while others see compromise as both parties winning. Times when the compromising mode is appropriate are when you are dealing with issues of moderate importance, the equal power status, or when you have a strong commitment for resolution. Compromising mode can also be used as a temporary solution when there are time constraints. Compromising Skills o Negotiating o Finding a middle ground o Assessing value o Making concessions ACCOMMODATING The accommodating mode is low assertiveness and high cooperation. Times when the accommodating mode is appropriate are to show reasonableness, develop performance, create good will, or keep peace. Some people use the accommodating mode when the issue or outcome is of low importance to them. The accommodating mode can be problematic when one uses the mode to “keep a tally” or to be a martyr. The number of times you have accommodated someone and then you expect that person
21
to realize, without your communicating to the person, that she/he should now accommodate. Accommodating Skills o Forgetting your desires o Selflessness o Ability to yield o Obeying orders
COMPETING: The competing conflict mode is high assertiveness and low cooperation. Times when the competing mode is appropriate are when quick action needs to be taken, when unpopular decisions need to be made, when vital issues must be handled, or when one is protecting self-interest. Competing Skills
22
o Arguing or debating o Using rank or influence o Asserting your opinions and feelings o Standing your ground o Stating your position clearly
AVOIDING: The avoiding mode is low assertiveness and low cooperation. Many times people will avoid conflicts out of fear of engaging in a conflict or because they do not have confidence in their conflict management skills. Times when the avoiding mode is appropriate are when you have issues of low importance, to reduce tensions, to buy some time, or when you are in a position of lower power. Avoiding Skills o Ability to withdraw o Ability to sidestep issues o Ability to leave things unresolved o Sense of timing COLLABORATING: The collaborating mode is high assertiveness and high cooperation. Collaboration has been described as “putting an idea on top of an idea on top of an idea…in order to achieve the best solution to a conflict.” The best solution is defined as a creative solution to the conflict that would not have been generated by a single individual. With such a positive outcome for collaboration, some people will profess that the collaboration mode is always the best conflict mode to use. However, collaborating takes a great deal of time and energy.
23
Therefore, the collaborating mode should be used when the conflict warrants the time and energy. For example, if your team is establishing initial parameters for how to work effectively together, then using the collaborating mode could be quite useful. On the other hand, if your team is in conflict about where to go to lunch today, the time and energy necessary to collaboratively resolve the conflict is probably not beneficial. Times when the collaborative mode is appropriate are when the conflict is important to the people who are constructing an integrative solution, when the issues are too important to compromise, when merging perspectives, when gaining commitment, when improving relationships, or when learning. Collaboration Skills o Active listening o No threatening confrontation o Identifying concerns o Analyzing inputs
1.7 NEED AND IMPORTANCE
Conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people. This concept can help to explain many aspects of social life, such as social disagreement, conflicts of interests, and fight between individuals, groups or organizations.
Conflict occurs when "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability". In competitive situations, two or more individuals or parties each have mutually inconsistent goals, either party tries to reach their goal. It will undermine the attempts of the other to reach theirs. Therefore, competitive situations will, by their nature, cause
24
conflict. However, conflict can also occur in cooperative situations, in which two or more individuals or parties have consistent goals, because the manner in which one party tries to reach their goal can still undermine the other individual or party. Conflict Management refers to the long-term management of intractable conflicts. The variety of ways by which people handle grievances, standing up for what they consider to be right and against what they consider to be wrong. Those ways include such diverse phenomena as gossip, ridicule, terrorism, warfare, law, mediation, and avoidance. Which forms of conflict management will be used in any given situation can be somewhat predicted and explained by the organization. The cordial and harmonious relationship in the organization is very essential for the proper running of the organization. When differences of opinions arise between the management and employees the organization should be able to resolve the conflict before they lead to strikes, lockout, boycott, etc, and affects the company’s performance. Superiors and subordinate conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together in those positions. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor.
25
Pioneer Pharma is an Organization with a large work force spread across various departments and hierarchical levels. The study is undertaken in an attempt to understand the nature and causes of superior and subordinate conflict in the Pioneer Pharma that occur in the course of interaction among employees. The study also identifies conflict resolution techniques followed in the organization.
OBJECTIVES OF THE STUDY
? To know the type and level of superior- subordinate conflicts that occurs in the organization. ? To understand the causes of inter-personal conflict. ? To analyze the conflict resolution techniques followed in the organization. ? To identify the steps taken by the management to avoid conflicts.
1.8 RESEARCH METHODOLOGY
The research methodology is a systematic way of finding the pre-determined objectives. Moreover this provides the path to accomplish and achieve clear solution for the problem stated. The following are the stages through which the research has passed to obtain the conclusions:
i) Research Design
Research Design is conceptual structure with in which research would be conducted. The function of Research Design is to provide relevant evidence with minimal
26
expenditure of effort, time and money. In this study the research design is descriptive in nature.
ii) Sample Design
A sample design is a definite plan determined before any data is actually collected for obtaining a sample for a given population. The sample technique followed in this study is random sampling.
iii) Sample Size
The sample size selected for the research is 60.
iv) Sources of data
• Primary Data: It refers to the first hand information that is collected directly. The basic means of obtaining primary data are questionnaire, observation, survey, experiments, etc. Primary data for the study is collected through: • Questionnaire Questionnaire is prepared and circulated to the employees to know their opinion on conflict management and its impact on the organization. The questionnaire consists of both close ended and open ended questions. • Observation Observation was done during the visits to the organization. • Secondary Data:
27
Secondary data is the data that is already available; it refers to the data, documents, records or specimens that have already been collected. The secondary data for the study is obtained from o Books o Journals o Magazines o Websites
v) Data Analysis: Data obtained from questionnaire is analyzed using statistical tools like
percentage method and graphs. Statistical tools used: Percentage method: Percentage method is used in making comparison between two or more series of data. Percentage of respondents = No of respondents Total no of respondents X 100
1.9 SCOPE OF THE STUDY
The study was conducted at Pioneer Pharmaceuticals, Hyderabad. A sample of 60 employees was taken from various departments covering : • • • Manufacturing department Finance department Human Resource department
28
• •
Marketing department Warehouse department
29
2.1 SURVEYS
SURVEY-1 Tores Theorell and Gabrie Oxenstierna A study was conducted by Tores Theorell and Gabrie Oxenstierna. Objective: To handle the workplace conflict resolution and the health of employees in the Swedish and Finnish units of an industrial company. Sample size: Sample size of 9309 members. Abstract: Globalization of production and the introduction of information technologies are changing. Environment has eliminated some risks whilst introducing others. Management is an increasingly important aspect of companies’ policies. Our sample consists of non-supervisory employees (N=9309) working in the Swedish and Finnish plants of a multinational forestry company who were surveyed in 2000. Those who report that authority is used or that no attempts are made to resolve differences have quite similar rates across all measures. Binary logistic regression analyses were performed for all health outcomes controlling for age, sex, occupational group, job complexity, job autonomy and support from superiors. Results show significantly lower likelihood’s of reporting stress, poor general health, exhaustion or sickness absence amongst employees who report that differences of opinion are resolved through
30
discussion compared to those who report that no attempts are made. No significant differences were found between those who reported that differences were resolved through use of authority and subjects in the ‘no attempt’ category. These results suggest that the workplace conflict resolution is important in the health of employees in addition to traditional psychosocial work environment risk factors. SURVEY-2 Dafaezen and Hellena syna Desivilya A study conducted by Dafaezen and Hellena syna Desivilya Objectives To handle conflict management in work teams with the role of social selfefficacy and group identification. Sample size A Sample size of 67 members Abstract: The current study examined the relationships between conflict management patterns within work teams and individuals' group identification, and social and global selfefficacy. Four hypotheses were tested: 1. The individual's level of group identification is positively correlated with constructive behaviors in conflict situations. 2. The level of global and social self-efficacy is positively linked with active modes of conflict management. Hypotheses 3 and 4 proposed interaction effects of group identification and social self-efficacy 13 on patterns teams, of intra-group participated conflict in Management. the study. Sixty-seven members of scouts', pre-military communes, 48 females and 19 males, representing work Rahim's (1983) conflict inventory was used to assess the subjects' conflict management patterns. The social self-efficacy was measured by an adapted version of Muris' (2001) instrument, and global self-efficacy by Chen & Gully (1997) questionnaire. Groupidentification was assessed by Henry et al. (1999) questionnaire. The results indicated positive association of group identification with the integrative conflict management pattern and negative association with the dominance pattern. The findings lend support
31
to the hypothesis about positive association between self-efficacy and active conflict management modes. An interaction effect of group identification and social self efficacy was found on three out of five conflict management patterns: compromising, dominance and avoidance.
32
33
PIONEER PHARMACEUTICALS 3.1 VISION
"Our vision is to be a leading pharmaceutical company in India and to become a significant global player by providing high quality, affordable and innovative solutions in medicine and treatment. "
3.2 MISSION
"We will discover, develop and successfully market pharmaceutical products to prevent, diagnose, alleviate and cure diseases. We shall provide total customer satisfaction and achieve leadership in chosen markets, products and services across the globe, through excellence in technology, based on world-class research and development. We are responsible to the society. We shall be good corporate citizens and will be driven by high ethical standards in our practices."
DIRECTORS
Dr. Chaitanya the Founder of Pioneer Pharmaceuticals. Dr.Chaitanya completed his B.H.M.S Degree from Osmania University, Hyderabad. He worked as Duty Doctor in some allopathic hospitals, later he started his own clinics at Malakpet and Dilsukhnagar. The dedication and practices and his love the subject he mastered has made to do new innovations he urge to serve the man kind justices to his study. Knowledge and satisfaction come when he is able to serve as much as he can with a great interest toward homeopathy with least of financial background he stained himself setup a production unit for homeo medicines he has an innumerable experience of life realities, he is a logistic dynamite, the spirit of HR Manager in him has evoked and proceeded on and on.... Diversity of every level of actions, the root thorns the foundation of an industry to its credit.
34
Pioneer Pharmaceuticals is a premier homoeopathic medicine manufacturing company. Its one of the very few homeo pharmacies in Andhra Pradesh, which is not only manufacture supplier and serving the people of Andhra Pradesh, but also people of other states in India. With a wide range of its products it is reachable of to common man and effectiveness and patients accept quantity. Pioneer Pharmaceuticals has to their credit the trustiness of Government of Andhra Pradesh that they are the regular supplier of government tenders for almost all homeopathic medicines because of reliability, quality and supply on time, the government of Andhra Pradesh order pioneer to supply for the emergency requirements like, chicken guniya conjunvitis, brain fever dengue, etc. the most important factor to be noted that the pioneer pharma is not only and maintained by a doctor himself.
3.3 HISTORY:
A decade of commitment, professional integrity and vision helped pioneer achieve a leadership position in its field when it handled the largest number of clients and the largest number of product range ever held in the history of homeopathic in A.P in a year 1998.There after, Pioneer made inroads into a host of homeopathic services co-operate and retail and whole sale which proved to be a sound business synergy. Today pioneer has access two millions of Indian population besides doctors, distributors, dealers and regulatory agencies. Over the pass one and a half decades, pioneer has evolved as a veritable link between doctors and Indian population in January 1998 pioneer became the first bulk tender supplier in Andhra Pradesh in the field of homeopathic medicine. Pioneer pharmas commitment to quality and on time services as made it and integrated.
35
3.4 HOMEOPATHIC SERVICES COMPANY Quality policy
To achieve and retain leadership, Pioneer aimed for complete customer satisfaction, by combining its human and technological resources, to provide superior quality homeopathic services in the process Pioneer always try to exceed customer’s expectations. If one were to seek out a single word that embodies the spirit of the company, it is apparent right from the moment you step into the premises, in the numerous facets ingrained and internalized into the company’s ethos.
The slogan “Pioneer for Quality” that was deeply etched into every logo of the Company, and subsequently into the minds of millions, is adhered to with utmost dedication as it was years ago. A special Quality Management Division spearheads the concept of Total Quality Management, an integration of all functions with built-in quality.
Achievement
Largest supplier for government of Andhra Pradesh in the field of Homeopathic
medicine Founded by a homeopathic doctor who has experience more than 25yrs in the field of Chemistry of homeopathy, Dhanvantri awardee, Recognized as one of the best homeopath by the government of state of Andhra Pradesh. Pioneer Pharma offers social services like supply of free medicines during medical emergencies like dengue, Chicken gunia and Brain fever not only in the state of Andhra Pradesh but also neighboring states like Maharashtra, Orissa and Karnataka. Largest supplier of homeopathic medicines to many states of India including like remote states like Assam, Arunachal Pradesh, Andaman and Nicobar Island. It extends its regular services to states like Orissa, Maharashtra, Karnataka, Tamilnadu, Kerala, Gujarat, Madhya Pradesh, Uttar Pradesh, Haryana, Punjab, Bihar, West Bengal and
36
Andhra Pradesh. With a world-class infrastructure it offers good quality, consistency and on time delivery. It has reached millions of population in India and planning to launch export services within this New Year, Global services online are on its way.
Milestones
Major issues handled by pioneer Pharma: Best quality kindly delivery of very huge consignments satisfying lending its services to all parts of India and stepping a head towards global services handling. Today, Pioneer is proud of its achievements —
?
State-of-the-art formulations manufacturing facility, built to the exacting specifications of USFDA, TGA, MCA & MCC. One of the best R & D set-ups in the country, manned by a 150-strong scientists' pool.
?
? ? ? ? ?
Strong Formulations Development base. A host of 'Biotech' products launched, including many 'Firsts in India'. World's First manufacturer of Immuvac- a unique Immunomodulator. USFDA approvals for Fluoxetine & Ethambutol manufacturing facilities. ISO 9002 approved Bulk Actives (APIs) manufacturing facility, offering facilities for contract research.
? ? ?
Asia's only manufacturer of 'SULFOLANE' (Tetramethylene Sulfone). Significant global presence. Leadership in Domestic Marketing and Distribution Management.
37
Diversifications
? ? ? ? ? ? ? ?
Hospital Disposables including Fiberglass Casting Tape for the first time in India Diagnostics Laboratory Chemicals Pharmaceutical Machinery Manufacturing Animal Health Formulations & Feed Supplements Agro Business: Plant Tissue Culture and Bio-fertilizers. Travel Business Strategic Business Alliances with world-leaders
Today, Pioneer Pharmaceuticals is all set to create new records, scale greater heights. It has created new world-class production and R & D facilities, focusing on research, new process innovations leading to patents, and meeting global standards. The Company always places the common man at its core – who should be able to access and afford our medicines anywhere in the world. For us at, Pioneer Pharmaceuticals this is the only true benchmark of excellence, and the only thing that really matters.
Pioneer Pharma came into exists with five notable directors
Dr. Ramesh Krishna Chaitanya (President) Mr. Pranaadika (Director for technofy.com)
Dr. Radha Krishna (Vice president of national N I N) Dr. Veda Mitra (Advisor board of Homeopathic community A.P) Dr. Masi Siddiq (President of Frazer University)
38
Pioneer Pharmaceutical has 1160 permanent workers 150 employees as handled over 60,000 clients repeatedly doing business with pioneer pharma over the last 15 years. Pioneer pharmaceuticals all geared up to established a new paradigm in the service delivery driven by online services production operation management practices the highest quality standards and state-of-the art technology to services its clients and the investor the homeopathic community at large, The rapid developments in the Indian homeopathic laboratory, infrastructure, regulatory environment and inter- nationalization of the Indian homeopathic provides outstanding opportunities for us to leverage on each others capabilities to provide cross border transactions and a larger service portfolio to our foreign multinational as well as Indian multinational clients. The combination of local knowledge and global expertise with chemical, technical and medical innovations is going to mark the emergence of a fully integrated services provider with cross border capabilities. The chain of distribution of services of pioneer pharma Govt. supply 1. Distributors supply 2. Dealers supply 3. Direct supply 4. Doctors supply
5. Online services Manufacturing Excellence
Pursuant to its corporate philosophy of striving for continuous improvement and betterment, the Company has re-located its manufacturing operations at the state-of-theart plant at Vijayawada located 250 km from Hyderabad, the commercial capital of Andhra Pradesh. Spread over 4 acres of verdant, picturesque surroundings, amidst lush green lawns and thick foliage, the new locale is the most envied pharmaceutical installation in the Asian sub-continent.
39
Truly unique in every sense of the term, the Plant’s standards and facilities can match any other, worldwide. Seven ‘zones of cleanliness’ have been defined and adhered to, as per the 1997 GMP guidelines of the European Union. Some of the salient features of the design concepts:
? ?
No wood or asbestos component. Each zone has separate AHUs (Air Handling Units), dehumidification unit and dust extraction systems.
?
Segregation of every critical processing activity in each zone, to avoid crosscontamination.
RANGE OF PRODUCTS Bio-chemics, Bio-Komz (Bio-Combinations)* Homoeopathic Triturations, Dilutions, Mother Tinctures, External Tinctures, Ointments, External Oils, Specialties or patents or Tonics and sundry items like Globules, Diskets, Blank Tabs, Sugar of Milk. BIO-CHEMICS: All the 12 Bio-chemic remedies of Dr.Schusslers are available in 3X, 6X, 12X, 30X, 200X Potencies. Pack Size 25 Gms & 450 Gms & detailed therapeutic list is available in this catalogue. BIO-KOMZ: All the 28 Bio-Komz (Bio-Combinations) best suited for easy administration for all curable diseases and detailed therapeutic list is available in the catalogue. HOMOEO TRITURATIONS: Triturations are available in 25 gm & 450gms in 3X and 6X potencies only. The list & indications are available as shown in a separate list.
40
DILUTIONS: Dilutions are prepared with best quality of E.N.A (Extra Neutral Alcohol) as per H.P.I., available in 30, 200 & 1M potencies of 30ml, 100ml, 450ml pack MOTHER TINCTURES: Complete Range of External Tinctures are available in packing of 100ml & 450ml OINTMENTS: A separate list of External oils is shown in this Catalogue in pack size of 100ml & 450ml.
SPECIALITIES OR PATENTS: Detailed therapeutic Index of Specialties or Tonics available in this catalogue. SUNDRIES Globules, Diskets, Blank Tabs & Sugar I are main vehicle for dispensing of Homoeopathic Medicines prepared from best quality of pharma grade sugar and Lactose imported from Holland (H.M.S. Brand) BIO-CHEMIC MEDICINES CALC FLOUR: Bone Fistulas, periostitis, facilitates dentition, Hardened glands, Styles, Fissured rectum and piles, Neuralgia and lumbago, gumboils, osteomyelitis. CALC PHOS: Retarded dentition and Growth of Children, Leucorrhoea in young girls and Anemia, Scrofulous and Tuberculosis manifestations FERR PHOS: Feverishness, burning sensation, abscess with throbbing pain, Anemia, Mild gastroenteritis, Migraine, falling appetite.
41
KALI MUR: Chronic catarrhal conditions, croup, diphtheria, inflamed tonsils KALI PHOS: Diarrhea and constipation, bleeding piles. KALI SULPH: Catarrh with yellowish discharge, cough, Habitual constipation, Chronic Gastritis, Conjunctivitis. MAG PHOS: Spasmodic pains, pain and cramps in the muscles, flatulent colic, Dysmenorrhoea. NAT MUR: catarrh with thin and watery discharge, Headaches and Migraine, Eczema, Constipation with dry stools, sunstroke. NAT PHOS: Heart burn due to hyperacidity, cough with thick yellowish green discharge, Indigestion with acidity, bed-wetting. NAT SULPH: Influenza, Gastroduodenal disturbances leading to jaundice, Gaut, serious effects in damp whether. SILICEA: Fistulas, fastens suppuration, sweat of palms and toes, ulcers.
3.5 MARKETING:
The Company's marketing strength lies in a thorough market watch and study of health conditions the world over. By timely launch of new, technologically advanced molecules, Pioneer’s strategic perceptions have consistently given the organization a distinct edge over the competition. Today Pioneer’s products are available across the country, even in remote pockets, serviced by 25 C&S agents, 1900 wholesalers, 2, 37318 pharmacies and a field force of over 1,300 employees.
42
The Company's consistent efforts in brand building have resulted in Pioneer Pharmaceuticals' being one of the most reputable names with the medical fraternity and among patients.
3.6 BUSINESS
Human Branded Formulations Pioneer Pharmaceuticals, with its 400 multi-dimensional product formulations, spanning all major therapeutic groups in Human and 15 in Animal Health is a leader amongst the Indian Pharma Companies.
Continuous improvement of process efficiency is carried out, resulting in:
? ? ? ? ? ?
Being the first to market several new and difficult formulations Percentage of rework being close to zero Process innovation to reduce the number of steps, while increasing yield Ongoing effort to improve raw material utilization Standardization of base used in all creams & suspensions Tremendous cost benefit to customers
Pursuing the philosophy of making available quality products at affordable prices for the mass of people, is Pioneer Pharmaceuticals The product basket contains more than a hundred products from 15 therapeutic segments, including Analgesics, Antipyretics, Anthelmintics, Anti-hypertensive, Antiinflammatory preparations, Anti-bacterials, Cardiovascular drugs, Vitamins, Iron and
43
protein tonics, etc. A slew of high-value, branded generic products are being augmented to the product basket from time to time. With more products in the pipeline, this division is poised to further consolidate its position as a leading player in Generics in India. In line with our vision to be significant global player by 2010 A.D., Pioneer Pharmaceuticals is fast emerging as a true Indian multinational. As part of our strategy, we have wholly owned subsidiaries, joint ventures, strategic alliances, contract manufacturing, own marketing offices
MANAGING DIRECTOR
ADMINISTRATION BLOCK HR MANAGER
OFFICE CHARGE
(PRODUCTION BLOCK) PRODUCTION MANAGER
(MARKETING BLOCK) MARKETING MANAGER
ASST. MANAGER SECURITY
SECURITY ASST.MANAGER LEVEL 1 ASST.MANAG ER LEVEL 2
ASST. MARKETING MANAGER
SECURITY ACCOUNTS MANAGER
ASST.HR
HEAD CLERK CLERK HEAD
OFFICE INCHARGE MARKETING
CLERKS
JR. ACCOUNTS
CLERKS SECTION INCHARGES
DISPATCH
SPECIALIST WORKER
44
MARKETING EXECUTIVES
FIELD MARKETING
TECHNICAL CHEMIST LAB ASSISTANTS
MANAGER
DELIVERY STAFF
HELPERS
HELPERS
3.7 CONFLICT MANAGEMENT IN PIONEER PHARMA
Types of conflicts observed in Pioneer Pharma: Inter personal Conflict: Interpersonal Conflicts do occur in the company but some conflicts are functional in nature and some are often dysfunctional. Most of these conflicts occur between: ? Subordinate and a subordinate. ? Superior and subordinates ? Superior and a superior Causes for subordinate–subordinate conflict: The causes of these conflicts are ? Low self-esteem ? Ego hassels ? Unclear job boundaries
45
? Unmet expectations. ? Poor communication ? Lack of a standardized system Causes for superior-Subordinate conflict: ? Overloaded responsibility on the subordinate ? Unresolved anger on the subordinate ? Low self-esteem Causes for superior-superior conflict: The causes for these conflicts are ? Conflicting objectives ? Scarcity of resources
Approaches adopted by the company to resolve the conflicts. The management considers the conflict and analyses it from different perspectives and adopts the appropriate conflict resolution technique. Sometimes it uses the authoritative command if the conflicting parties do not come to a resolving conclusion. The approaches the management usually adopts are: ? Win-win Approach-sometimes ? Win-lose approach –Most of the times ? Lose-lose approach- Many times Other approaches adopted by the company to resolve the conflicts. ? Avoidance ? Collaboration ? Accommodation ? Compromise
46
? Competition It is observed in the company that most of the conflicts which occur in the company proved to be functional in nature than being dysfunctional. Many times these conflicts motivate employees to work harder to win over the other party which leads to positive outcomes.
47
1) Interpersonal conflicts are very common in the organization. TABLE -1 : OCCURRENCE OF INTERPERSONAL CONFLICTS
48
RESPONSES Strongly Agree Agree Neutral Disagree Strongly Disagree Total
NO OF RESPONDENTS 20 7 15 15 3 60
PERCENTAGE 33 12 25 25 5 100
FIGURE-1 : OCCURRENCE OF INTERPERSONAL CONFLICTS
35 30 25 20 PERCENTAGE 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 12 5 33 25 25
INTERPRETATION: ? 33% of employees strongly agree that interpersonal conflict are very common in Pioneer Pharma ? 12% of the employees agree ? 25% of them are neutral and disagree ? 5% of them are strongly disagreeing with the statement. 2) Interpersonal conflicts that occur in the organization TABLE-2 : NATURE OF INTERPERSONAL CONFLICTS
49
RESPONSES Functional Dysfunctional Total
NO OF RESPONDENTS 23 37 60
PERCENTAGE 39 61 100
FIGURE-2 : NATURE OF INTERPERSONAL CONFLICTS
70 60 50 40 PERCENTAGE 30 20 10 0 Functional RESPONSES Dysfunctional 39 61
INTERPRETATION: ? 39% of the respondents feel that the conflicts arising in the organization are functional in nature ? 61% of them feel that conflicts that occur in the organization are dysfunctional.
50
3) Most often interpersonal conflicts occur between Ì Superior – subordinate ÌSubordinate – subordinate ÌSuperior –superior TABLE-3 : LEVELS OF INTERPERSONAL CONFLICTS NO OF PERCENTAGE 35 44 21 100
RESPONSES
RESPONDENTS Superior-subordinate 21 Subordinate-subordinate 26 Superior-superior 13 Total 60
FIGURE-3 : LEVELS OF INTERPERSONAL CONFLICTS
50 45 40 PERCENTAGE 35 30 25 20 15 10 5 0 Superior-subordinate Subordinatesubordinate RESPONSES Superior-superior 21 35 44
INTERPRETATION: ? 35% of the respondents say that interpersonal conflicts arise among superiors-subordinates. ? 44% of the respondents say that conflicts arise between subordinatessubordinates.
51
? 21% of the respondents say that conflicts arise between superiors-superiors. 4) Main cause / causes of superior – subordinate conflict is/are TABLE-4 : CAUSES OF SUPERIOR-SUBORDINATE CONFLICTS
52
RESPONSES Overloaded responsibilities on the subordinate Unresolved anger on the subordinate Less self-esteem Wastages of resources Others Total
NO OF RESPONDENTS 19
PERCENTAGE 30
17 21 4 60
28 35 7 100
FIGURE-4 : CAUSES OF SUPERIOR-SUPERIOR CONFLICTS
53
40 PERCENTAGE 35 30 25 20 15 10 5 0 Unresolved anger on the subordinate Overloaded responsibilities on the subordinate 30 28
35
7 0 Wastages of resources Less selfesteem Others
RESPONSES
INTERPRETATION: ? 31% of the respondents feel that conflicts arise among superior-subordinate because of overloaded responsibilities on the subordinate. ? 28% of the respondents feel that the main cause of superior-subordinate conflict is unresolved anger on the subordinate. ? 35% of the respondents are of the opinion that the superior-subordinate conflict arises because of low self-esteem.
54
? 7% of the respondents say that conflicts arise because of the wastages of resources by the subordinates. 5) Important cause/causes of subordinate – subordinate conflicts TABLE-5 : CAUSES OF SUDORDINATE-SUBORDINATE CONFLICTS RESPONSES Ego problem Unclear job boundaries Unmet expectations Others Total NO OF RESPONDENTS 23 27 10 60 PERCENTAGE 39 45 16 100
FIGURE-5 : CAUSES OF SUBORDINATE-SUBORDINATE CONFLICT
50 45 40 35 30 25 20 15 10 5 0 45 39
PERCENTAGE
16
0 Ego problem Unclear job boundaries Unmet expectations Others
RESPONSES
INTERTRETATION: ? 39% of the employees feel that the main cause of subordinate-subordinate conflict is ego problem. ? 45% of the employees feel that it is due to unclear job boundaries. ? 16% of respondents feel that the important cause of subordinate-subordinate conflict is unmet expectations.
55
6) Primary causes of superior – superior conflicts TABLE-6 : CAUSES OF SUPERIOR-SUPERIOR CONFLICTS
RESPONSE Conflicting objectives Scarcity of resources Others Total
NO OF RESPONDENTS 28 42 60
PERCENTAGE 46 54 100
FIGURE-6 :
CAUSES OF SUPERIOR-SUPERIOR CONFLICTS
60 50 40 30 PERCENTAGE 20 10 0 46
54
0 Conflicting objectivesScarcity of resources RESPONSES Others
INTERPRETATION: ? 46% of employees feel that primary cause of superior-superior conflict is conflicting objectives. ? 54% of respondents feel that superior-superior conflicts arise because of scarcity of resources.
56
7) The general causes of interpersonal conflicts TABLE-7 : COMMON CAUSES OF INTERPERSONAL CONFLICTS
RESPONSE Poor Communication Lack of standardized system Others Total
NO OF RESPONDENTS 30 30 60
PERCENTAGE 50 50 100
FIGURE-7 : COMMON CAUSES OF INTERPERSONAL CONFLICTS
60 50 40 30 PERCENTAGE 20 10 0 Poor communication Lack of standardised system RESPONSES 0 Others 50 50
INTERPRETATION:
57
? 50% of the respondents feel that general cause of interpersonal conflicts are due to poor communication ? 50% o them feel that the general cause of the interpersonal conflict are due to lack of standardized system in organization . 8) Which of the following is the popular approach for resolving Interpersonal conflicts TABLE-8 : APPROACHES FOR RESOLVING INTERPERSONAL CONFLICTS
RESPONSE Lose- lose approach Win –lose approach Win-win approach Total
NO OF RESPONDENTS 24 27 9 60
PERCENTAGE 40 45 15 100
FIGURE-8 : APPROACHES FOR RESOLVING INTERPERSONAL CONFLICTS
50 45 40 35 30 25 PERCENTAGE 20 15 10 5 0 40
45
15
Lose- lose approach Win –lose approach RESPONSES
Win-win approach
INTERPRETATION
58
? 40% of the respondents feel that lose-lose approach is popular for resolving Always Sometimes Never
interpersonal conflicts. ? 45% of respondents opt for win-lose approach ? 15% of respondents say that win-win approach is followed for conflict resolution.
9) How often do you adopt the following conflict management styles. TABLE – 9 : CONFLICT MANGEMENT STYLES
59
RESPONSES AVOIDANCE Always Sometimes Never COLLABORATION Always Sometimes Never
NO OF RESPONDENTS 37 14 9 25 31 4
PERCENTAGE
61% 24% 15% 42% 52% 6% 57% 20% 23% 31% 52% 17% 52% 22% 26% 100
ACCOMMODATION Always 34 Sometimes 12 Never 14 COMPROMISE Always Sometimes Never COMPETITION Always Sometimes Never TOTAL 19 31 10 31 13 16
60
FIGURE-9 (A) : AVOIDANCE
AVOIDANCE
15% Alw ays 24% Sometimes 61% Never
FIGURE-9 (B) : COLLABORATION
61
COLLABORATION
6%
42%
Alw ays Sometimes Never
52%
. FIGURE-9 (C) : ACCOMMODATION
ACCOMMODATION
23% Alw ays 57% 20% Sometimes Never
62
FIGURE-9 (D) : COMPROMISE
COMPROMISE
17% 31% Alw ays Sometimes Never
52%
FIGURE-9 (E) : COMPETITION
COMPETITION
26% Alw ays 52% Sometimes Never 22%
INTERPRETATION
63
Depending on the individual circumstances employees adopts any one of the five conflict management styles. Most of them prefer to avoid conflicts altogether.
10) Interpersonal conflicts result in positive outcomes. TABLE-10 : POSITIVE OUTCOMES RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 7 14 21 14 4 60 PERCENTAGE 11 23 35 23 8 100
64
FIGURE-10 : POSITIVE OUTCOMES
40 35 30 25 20 15 10 5 PERCENT AGE 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 11 8 23 23 35
INTERPRETATION: ? 11% of the employees strongly agree the interpersonal conflicts result in positive outcomes ? 23% of them are agree and 23% of the disagree ? 35% of employees are neutral ? 8% of the respondents are strongly disagreeing that interpersonal conflicts result in positive outcomes 11) Authoritative command is used in the organization to avoid conflicts. TABLE-11 : USE OF AUTHORITATIVE COMMAND RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 12 22 14 10 2 60 PERCENTAGE 20 36 24 16 4 100
65
FIGURE-11 : USE OF AUTHORITATIVE COMMAND
40 35 30 25 PERCENTAGE 20 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 4 24 20 16 36
INTERPRETATION: ? 20%of the respondents strongly agree that authoritative command is used to avoid conflicts ? 36% of them agree ? 24% of them are neutral ? 16% of the respondents disagree ? 4% of them strongly disagree with the same. 12) Conflict motivates organizational members to consider problems from TABLE-12 : CONSIDERING PROBLEMS FROM DIFFERENT PERSPECTIVES RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO. OF RESPONDENTS 14 25 10 9 2 60 PERCENTAGE 23 41 17 15 4 100 different perspectives.
66
FIGURE-12 : CONSIDERING PROBLEMS FROM DIFFERENT PERSPECTIVES
45 40 35 30 25 20 PERCENTAGE 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 23 17 15 41
4
INTERPRETATION: ? 25% of respondents strongly agree that conflict motivates organization members to consider problems from different perspectives ? 45% of respondents agree ? 17% of respondents are neutral ? 15% of them disagree, 4% of them are strongly disagreeing. 13) The conflicting parties bring personal issues to the fore during the process of conflict. TABLE-13 : PERSONAL ISSUES
67
RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total
NO OF RESPONDENTS 14 20 14 12 60
PERCENTAGE 23 34 23 20 100
FIGURE-13 : PERSONAL ISSUES
40 35 30 25 20 15 10 PERCENT AGE 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 0 23 23 20 34
INTERPRETATION: ? 23% of the respondents strongly agree and the same number of percent remain neutral regarding the issue of bring they personal issues to fore ? 34% of them said that they are agree ? 20%of them disagree with statement
68
14) Conflicting parties view the issue of conflict from their own as well as other parties point of view. TABLE-14 :_CONFLICTS FROM OTHERS’ VIEW POINT RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 9 19 10 7 15 60 PERCENTAGE 15 31 17 11 25 100
FIGURE-14 : CONFLICTS FROM OTHERS VIEW POINT
35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree P E R C E N T A G E 15 17 11 31 25
69
INTERPRETATION: ? 15% of the respondents strongly agree that conflicting parties view the issue from others’ point of view ? 31% of the respondents agree ? 17% of them are neutral ? 11% of them are disagreeing ? 25% of them strongly disagree with issue 15) Post resolution, the parties to the conflict behave cordially . TABLE-15 : POST RESOLUTION BEHAVIOUR RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 7 16 12 19 6 60 PERCENTAGE 11 26 21 31 10 100
FIGURE-15 : POST RESOLUTION BEHAVIOUR
70
35 30 25 20 15 10 5 PERCENT AGE 0 Strongly Agree Agree Neutral RESPONSES 11 26 21
31
10
Disagree
Strongly Disagree
INTERPRETATION: ? 11% of them strongly agree that the parties to the conflict behave cordially after resolution ? 26% of them agree ? 21% of the respondents are neutral regarding this issue ? 31% of them disagree ? 10% 0f them strongly disagree with the statement.
71
FINDINGS
o Less than half of employees agree that interpersonal conflicts are common in o Pioneer Pharma and remaining employees either remain neutral or disagree with this.
72
o Majority of the respondents are of the opinion that interpersonal conflicts that occur in the organization are dysfunctional in nature. o At Pioneer Pharma interpersonal conflict are often manifested in the form of subordinate-subordinate conflicts followed by superior-subordinate and superior-superior conflicts. o Most of the respondents feel that the main causes of the superiorsubordinate conflict are low self-esteem, overloaded responsibilities and unresolved anger also contribute towards superior-subordinate conflict. o Unclear job boundaries, ego problem and unmet expectations, in that order happen to be the causes of subordinate –subordinate conflict at Pioneer Pharma. o Majority of the respondents feel that the primary causes of superiorsuperior conflicts are scarcity of resource, and conflicting objectives.
o Equal No. of employees agree that poor communication and lack of standardized system are general causes of interpersonal conflicts in the organization. o At Pioneer Pharma win-win approaches to resolving interpersonal conflict seems to be more popular than other approach like lose-lose or win-win. o Majority of the employees agrees that authoritative command is used in the organization to avoid conflicts and considerable number remain neutral and few of them disagree.
73
o Less than half of the employees agree that interpersonal conflicts result in positive outcomes. Majority of them are either neutral or disagree with the statement o Majority of the employees agree that conflict motivates organizational members to consider problems from different perspectives o Employees seem to have divided opinion regarding personal issues being brought to the fore during the process of conflict, only half of them agree and of the remaining ones some neutral and some are disagree with this. o Less than half of the employees agree that conflicting parties view the issues of conflict from others’ point view and considerable numbers of employees are disagreeing. o Only less than half of employees agree that the parties to conflict behave cordially after resolving conflict. Half of them are either neutral or disagree with the same.
CONCLUSION
•
Interpersonal conflicts are common in Pioneer Pharma which are dysfunctional in nature interpersonal conflicts are often manifested in the form of subordinatesubordinate conflict followed by superior-subordinate and superior- superior conflict.
74
•
The main causes of superior-subordinate conflict are low self esteem, overloaded responsibilities and unresolved anger, causes of subordinate-subordinate conflict are unclear job boundaries, ego problem and unmet expectations, the primary cause of superior-superior conflict are scarcity of resources and conflicting objectives.
•
Poor communication and lack of standardized systems are general causes of interpersonal conflicts which seem to be resolved by using win-lose approach, Depending on the individual circumstance employees adopts any one of the conflicts management styles namely avoidance, collaboration, accommodation, compromise and competition, Conflict motivates organizational members to consider problems from different perspectives.
•
In order to avoid conflict in organization authoritative command is mostly used. Conflicting parties view the issue of the conflict from their own as well as others’ point of view; they even bring personal issues to the fore during the process of conflict.
SUGGESTIONS
• Inter Personal Conflicts that are dysfunctional in nature commonly occur at Pioneer Pharma, thus adversely affecting the employee performance, conflicts to an extent will contribute towards healthy functioning of the organization. These will result in negative consequences if they cross the optimum level. Hence, the organization should take steps to maintain conflicts at the optimum level so as to improve employee is performance.
75
•
Main cause of subordinate-subordinate conflicts happens to be unclear job boundaries followed by ego problems of the subordinates, while the former can be tackled by the organization; the latter is a personal factor. Efforts should be directed towards setting clear-cut job responsibilities & role expectations so that the employees can work in their own ambit without intruding into others’ work areas.
•
Conflicting objectives and scarcity of resources are the primary causes of superior- superior conflict. The Organization should ensure that functional objectives do not overlap, Equitable distribution of organizational resources will help in minimizing superior-superior conflicts to a great extent. Facilitating communication and standardizing systems and procedures will go a long way in avoiding interpersonal conflicts.
•
Employees perceive that win-win approach is the popular method for resolving interpersonal conflicts in the organization. Lose-lose approach is applied to an extent and win-win approach is the least followed one. While win-win approach gives the best results, certain situations may demand the use of other approaches. Employees should be taught to collaborate, accommodate and compromise when they encounter conflicts. Use of authoritative command will only yield shortterm results.
•
The management should take active steps in encouraging the conflicting parties to understand each others’ point of view and to see the problems from different perspectives. They should be discouraged to bring personal issues to the fore during the process of conflict. Employee should be motivated to develop and maintain cordial relationship once the conflict is resolved. All these will result in enhancing the positive effects of conflicts while reducing their negative impact.
76
77
CONFLICT MANAGEMENT QUESTIONNAIRE
Please note that this questionnaire is part of the exercise conducted for academic purpose. Kindly take some time to fill it with frank option. The information provided by you will be kept strictly confidential Name :____________________ Designation :_____________________ Region : ___________________ Experience :_____________________ 1) Interpersonal conflicts are very common in the organization.
Ì Strongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
78
2) Interpersonal conflicts that occurs in the organizations are
ÌFunctional in nature – result in improving performance ÌDysfunctional in nature – result in decreasing performance
3) Most often interpersonal conflicts occur between
ÌSuperior – subordinate ÌSubordinate – subordinate ÌSuperior –superior
4) Main cause / causes of superior – subordinate conflict is/are
ÌOverloaded responsibilities on the subordinate ÌUnresolved anger on the subordinate ÌLess self –esteem ÌWastage of resources ÌOthers (specify) _________________________
5) Important cause/causes of subordinate – subordinate conflict is /are
Ì Ego problem ÌUnclear job boundaries Ìunmet expectations ÌOthers (specify) __________________
6) Primary causes of superior – superior conflict
ÌConflicting objectives Ì Scarcity of resources Ì
7) Others (specify) ___________________ The common cause of interpersonal conflicts are
Ì Poor communication
79
ÌLack of standardized system in the organization ÌOther (specify) __________________
8) Which of the following is the popular approach for resolving Interpersonal conflicts
Ì Lose- lose approach Ì Win –lose approach ÌWin-win approach
9) How often do you adopt the following conflict management Styles. 1. Avoidance 2. Collaboration 3. Accommodation 4. Compromise 5. Competition 10) Interpersonal conflicts result in positive outcomes.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
11] Authoritative command is used in the organization to avoid Always Sometime s Never
conflicts.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
12) Conflict motivates organizational members to consider problems from different perspectives.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
80
13] The conflicting parties bring personal issues to the core during the process of conflict.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
14] Conflicting parties view the issue of conflict from their own as well as other parties point of view.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
15) Post resolution, the parties to the conflict behave cordially.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
LIMITATIONS
•
Due to the time constraint the study was carried on by selecting sample of 60 respondents only.
•
The respondents are identified on a selective basis as the organization consists of many employees.
81
•
Some of the facts are not disclosed in the reports due to restrictions and formalities of the organization.
•
The analysis and interpretation is based only on the questionnaires answered by the employees.
82
BIBLIOGRAPHY
AUTHOR
TITLE
PUBLISHER
83
Ashwathaappa Publishing Stephen.P.Robbins
of India
Organizational behavior Organizational behavior Research Methodology
Himalaya
Prentice-Hall
C.R.Kothari prakashan
Vishwa
Websites: www.wikipedia.com www.google.com www.tric.ed.gov www.pioneerpharma.com/pharma www.drchaitanyaclinics.com
84
doc_751446598.doc
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in organizational setting
1
INTRODUCTION
Conflicts occur when people perceive that, as a consequence of a disagreement, there is a threat to their needs, interests or concerns. Although conflict is a normal part of organization life, providing numerous opportunities for growth through improved understanding and insight, there is a tendency to view conflict as a negative experience caused by abnormally difficult circumstances. Disputants tend to perceive limited options and finite resources available in seeking solutions, rather than multiple possibilities that may exist 'outside the box' in which they are problem-solving.
•
A conflict is more than a mere disagreement - it is a situation in which people perceive a threat to their well-being.
•
Participants in conflicts tend to respond on the basis of their perceptions of the situation, rather than an objective review of it. People filter their perceptions through their values, culture, beliefs, information, experience, gender, and other variables. Conflict responses are both filled with ideas and feelings that can be very strong and powerful guides to our sense of possible solutions.
•
As in any problem, conflicts contain substantive, procedural, and psychological dimensions to be negotiated. In order to best understand the threat perceived by those engaged in a conflict, they need to consider all of these dimensions.
•
Conflicts are normal experiences within the work environment. They are also, to a large degree, predictable and expectable situations that naturally arise as they go about managing complex and stressful projects in which they are significantly
2
invested. Develop procedures for identifying conflicts likely to arise, as well as systems through which they can constructively manage conflicts, they may be able to discover new opportunities to transform conflict into a productive learning experience. Creative problem-solving strategies are essential to conflict management. To transform the situation from one in which it is 'my way or the highway' into one in which they entertain new possibilities that have been otherwise elusive.
1.1 MEANING AND DEFINITION
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Teams conflict is inevitable; the results of conflict are not predetermined. Conflict might escalate and lead to non-productive results, or conflict can be beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is integral to a high-performance team. Although very few people go looking for conflict, more often than not, conflict results because of miscommunication between people with regard to their needs, ideas, beliefs, goals, or values.
Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of non-productive escalation. Conflict management involves acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in they environment.
3
FEATURES
Conflict may be understood as collision or disagreement. The conflict may be within an individual when there is incompatibility between his or her own goals or events, may be between two individuals, when one does not see eye to with another, and in the process tries to block or frustrate the attempts of another or between two groups in an organization.
Conflict is defined as “the struggle between incompatible or opposing needs, wishes, ideas, interests, or people. Conflict arises when individuals or groups encounter goals that both parties cannot obtain satisfactorily.” Though intra-personal conflict is not made explicate in the definition, the first sentence implies intra-individuals conflict as well.
Conflict may be cognitive or affective. Cognitive conflict refers to differences in perspectives or judgments about issues. Affective conflict is emotional and directed at other people. Affective conflict is likely to be destructive because it can lead to anger, bitterness, goal displacement and poor decisions. Cognitive conflict, on the other hand, can air legitimate differences of opinion and develop better ideas and solutions to problems. Conflict needs to be cognitive and affective.
4
1.2 TYPES OF CONFLICT (FUNCTIONAL AND DYSFUNCTIONAL)
FUNCTIONAL CONFLICT: It refers to confrontation between two ideas, goals and parties that improve employees and the organization’s performance. Well-managed conflict helps workers anticipate and solve problems, feel confident, strengthen their relationships, and be committed to the organization. Constructive conflict is crucial for effective functioning of organizations. Specifically, potential benefits of conflict are the following: • Conflict increases awareness of what problems exist, who is involved, and how to solve the problem. • • Conflict motivates organizational members to consider problems. Conflict promotes change. Persons are more aware of injustices, inefficiencies, and frustrations, and see the need to correct them. • • Conflict enhances morale and cohesion. High quality decision result when persons express their opposing views and perspectives. They share their information and check each other’s reasoning to develop new decisions. • Conflict stimulates interest and creativity. Being in conflict often sparks curiosity and stimulates viewing problem from several perspectives and combining the best of these positions to form a creative solution. Conflict exists as peoples to learn about what makes them and others angry, frustrated and willing to fight.
5
•
Conflict provides a forum for all members of the organization to be self-critical, and to be critical of the organization as a whole.
There is a close relationship between conflict and organizational performance. Organizational performance is low when conflict is extremely high or extremely low, while moderate or optimum level of conflict contributes to high organizational performance. When the level of conflict is low the performance suffers because of a lack of arousal and stimulation. Employees find the environment too comfortable and they become complacent. When they are not challenged and confronted, they fail to search for environmental changes. When the level of conflict is extremely high, performance suffers because of inadequate coordination and cooperation. The organization is in a state of chaos because of disruption and interference in critical activities. Individuals spend more time defending themselves or attacking others than accomplishing productive work.
Maximum organizational performance occurs some where between these two extremes, where there is an optimal level of conflict. There is sufficient conflict to stimulate new ideas and a creative search for solutions to problems.
Conflict inevitable in organizations and also desirable. But without and effective means for handing it, conflict can tear relationships apart and interfere with the exchange of ideas, information and resources in groups and between departments. Dysfunctional conflict hinders and prevents organizational goals from being achieved.
6
1.3 THE PROCESS OF CONFLICT
Stage 1 - Latent Conflict
When two or more parties need each other to achieve desired objectives, there is potential for conflict. Other antecedents of conflict are interdependence, different goals, and ambiguity of responsibility. They do no automatically create conflict, when they exist-they make it possible. Latent conflict often arises when a change occurs. Conflict is likely to be caused by a budget cutback, a change in organizational directions, a change in personal goals or the assignment of a new project to an already overloaded team.
Stage 2 - Perceived Conflict
This is the stage at which members become aware of a problem. Incompatibility of needs is perceived and tension begins as the parties begin to worry about what will happen. But no party feels that it is being overtly threatened.
Stage 3 – Felt Conflict
At this stage parties become emotionally involved and begin to focus on differences of opinion and opposing interests-sharpening perceived conflict. Internal tension and frustrations begin to crystallize around specific, defined issues, and people begin to build an emotional commitment to their position.
Stage 4 - Manifest Conflict
At this stage parties engage in actions that help achieve own objectives and thwart those of others. Conflict behaviors vary from the subtle, indirect and highly controlled forms of interference to direct, aggressive, violent and uncontrolled struggle. At the organizational level, strikes or lock-outs are the result.
7
Stage 5 - Conflict Outcome
The conflict finally results in an outcome, which may be functional or dysfunctional. If handled well, the result is functional conflict. If mishandled, the consequence is dysfunctional conflict. As conflict proceeds through the stages, resolution becomes more difficult. The parties become more locked into their positions and more convinced that conflict is win-lose situation. It is usually easier to achieve winwin outcomes when the conflict is recognized early before frustration and negative feelings set in.
1.4 LEVELS OF CONFLICT
There are four levels of conflict in the organization life: 1. Intra-Individual conflict 2. Inter-Individual conflict 3. Intra-Group conflict 4. Inter-Group conflict
INTRA –INDIVIDUAL CONFLICT
Intra – individual conflict with in an individual. Infra-individual conflict arises from frustration, numerous roles which demand equal attention but is not always possible to devote, goals having both negative an positive aspects, cognitive dissonances, and neurotic tendencies.
8
INTER PERSONAL CONFLICT
Inter-individual conflict occurs between two individuals in an organization. It arises mainly because of differences in perception, temperaments, personalities, values systems, socio-cultural factors, and role ambiguities. Transactional Analysis (TA), Johari Window, Stroking, and Life Positions.
INTRA-GROUP CONFLICT
Intra-group conflict refers to disputes among some or all of a group’s members, which often affect the group’s performance as happened in the opening case. Family run business can be especially prone to severe intra-group and other types of conflicts. These conflicts typically become more intense when an owner-founder approaches retirement, actually retires or dies.
INTER- GROUP CONFLICT
Inter-group conflict also called organizational conflict, refers to the conflict between groups, departments, or sections in an organization. Conflict between groups is frequent and highly visible. The reasons for inter-group conflict are many. The most important of them are explained below. • • • • • • • Task Inter-dependence Task Ambiguity Goal Incompatibility Competitive for Limited Resources: Competitive Reward Systems Line and Staff Intra-personal and Inter-personal Conflict
9
INTER-PERSONAL CONFLICT
Inter-individual conflict occurs between two individuals in an organization. It arises mainly because of differences in perception, temperaments, personalities, values systems, socio-cultural factors, and role ambiguities. Transactional Analysis (TA), Johari Window, Stroking, and Life Positions.
Transactional Analysis:
When two people interact with each other there results a social transaction Analysis of the social transactions is called Transactional Analysis (TA). “The study of moves people make in their dealings with each other and is based on the idea that people’s interactions resemble moves in games”. TA has found its acceptance everywhere because of several advantages associated with it. The advantages are: • • • • • • • The bases of TA are simple to learn. The validity of TA is demonstrable. It provides a means for reducing the amount of bad feelings experienced by an individual. It increases efficient use of time. Helps promote effective communication. It is applicable at home as it is at work. It reinforces and implements other management development activities, including communication, leadership, brainstorming, and management by objective, job enrichment, conflict resolution, and the like. TA has certain limitations which are not to be ignored they are: • • • • Few scientific studies of its outcome are available. Ego states, basic to understand and utilize Ta, are difficult to define (Although easy to teach and demonstrate operationally). If inappropriately applied, Ta tends to encourage “amateur psychologising”. TA jargon may lead to more “cuteness” than insight into human encounter.
10
•
It can be used as a put down, or a discount, in inter-personal relations.
Ego States:
Basic to TA is the assumption that a person has three ego states, parent, adult, and child. The parent ego state represents the part of a person’s personality that is authoritative, dogmatic, overprotective, controlling, nurturing, critical, and righteous. These characteristics are usually learnt from one’s parents or other adults who guided one’s early life experiences. The parent is therefore, the “taught” ego state. The adult ego state represents the mature, rational, and objective part of a person personality. These characteristics are acquired as one matures into adolescence and adulthood. The individual gathers relevant information, analyses it carefully, generates alternatives, and make logical choices. The adult is the “thinking” ego state. In the adult state people do no act impulsively or in a domineering way. In dealing with other people the adult state is characterized by fairness and objectivity. The child ego state represents the childish, dependent, and immature part of a person’s personality. Behaviors that are influenced by the ego state are laden with emotion, insubordination, joy or rebellion. Child is the “felt” ego state.
Social Transactions:
People interact with each other from the child, adult or parent ego Sbe either complimentary, crossed to ulterior.
Complimentary Transactions:
These occur when the message sent or the behavior exhibited by one person’s ego state receives the appropriate response from the other person’s ego state. Stimulus from the first person is under the influence of the parent ego state and the response from the other person is under the child ego state. There can be more complementary transaction. For example, parent-parent, adult-adult, parent-adult, and child-child transactions are complimentary in nature. Since these transactions meet the needs and
11
expectations of the initiators, communications flow freely, interactions will continue, as inter-personal relations will improve. There is no scope for conflict in complimentary transactions. Crossed transactions the stimulus and response lines are not parallel. Stimulus comes from the first person under the adult ego stage, but the response from the other person is under the child ego state. There are many more possible crossed transactions than there are complementary transactions. Since the receiver’s response is not what was expected by the sender and does not satisfy the sender’s needs, the second sooner or later withdraws from the interaction with the receiver. Crossed transactions are the sources of much inter-personal conflict in an organization. The result can be hurt feelings and frustrations on the pat of the parties involved and possible dysfunctional consequences for the organization. The most complex and subtle are the ulterior transactions. Crossed transactions, ulterior transactions cause much damage to inter-personal relations. The ulterior transactions involve at least two ego states on the part of the first parent. Although there are many other possible besides, where the boss says, “My door is always open, come in and they shall discuss the problem together and arrive at a solution” (adult state), when what he really means is, “ Don’t come to me with problems. You solve them yourself, that is what you are getting paid for.” (parent state). Obviously, these ulterior transactions are the most difficult to identify and deal with.
Johari Window:
This model is highly useful in analyzing the causes for inter-personal conflict. The model is based on two assumptions: 1. 2. Degree to which the person know about himself or herself. Degree to which the person is known to others.
The basic premise of the Johari Window is that our personal and Professional relationships can be greatly improved (conflict eliminated)through understanding ourselves in depth and choosing those aspects of self that can be shared with others.
12
Believe that more they share of ourselves with others; the more they can develop interpersonal relationships.
Open Area:
This area consists of details known to self and to others. The information relates to the person’s name, job, marital status, and region from where the person has come and the like. The open area will be quite narrow. Generally, no individual shares all the details about self with others. As relationship grows, more information is shared. There is openness and compatibility. Mutual understanding and friendship between people are the highest in this area. There is little or no scope for conflict.
Hidden self:
This area comprises the knowledge about self but is hidden from others. The person does not share details about self with others lest others would think less of the person or use the information to their advantage. Not sharing hidden information can save the person in the short-run. Overtime, this lack of sharing can lead to distrust and miscommunication. The person share more information with others, the hidden area shrinks. It remains large if the person is more reserved. This area has potential for interpersonal conflict.
Blind area:
This are encompasses certain things about the person that are known to others but not to self. This happens because no one has told the person or he or she has blocked others from telling. For example, the person might have an unknown nervous habit of holding the table fast or wiggling a foot during meetings when he or she is feeling stressed or bored. When others point out such behaviours to the person, the blind area shrinks. The more the person understands strengths and weaknesses of self, and is open to other’s views, the better manager he or she will become. Blind area persists; there is scope for inter-personal conflict.
13
Undisclosed self:
This is potentially the most explosive situation. This area contains information unknown to self-unknown to others. The person does not know himself or herself because he or she lacks experience and exposure or is unable to recollect past events in life and articulate them effectively. Others are unaware of the details because they have not seen the person behaving in different situations or the person has never shared any details. The unknown window can also contain information that is forgotten or deliberately suppressed. This window can become smaller overtime as people grow, develop and learn. Till then, unknown area carries high potential for conflict.
Stroking:
Stroking refers to recognition of one’s presence by others. When they interact with others, they expect others to say “ Good morning” or some such gesture to indicate that they are being recognized. Strokes may be positive negative. The stroke that makes one feel cheerful is a positive stroke. Words of recognition, affection, cuddling, pat on the back, and pleasant smile are some of the examples of positive strokes. Negative stroke on the other hand, makes one feel sad, Criticism, hatred and scold are examples of negative strokes. People need strokes, mainly positive ones, but not always. In the absence of positive strokes, people seek negative strokes, mainly because of guilt or lack of self-image. Needless is to stress, that negative strokes cause inter-personal conflict.
Life position:
People tend to exhibit one of four life positions. This life position influences our behaviour when they interact with others. What is interesting is that, these positions are acquired by us very early in our childhood and stay with they throughout, the term” life positions”. Although one life position tends to dominate a person’s behaviour, other positions may be exhibited from time to time in specific situations. In other words, there is one life position, but it is not the only one ever taken. Life position stems from a combination of two viewpoints, first, how people view themselves? Second, how do they view other people in general? Either a positive
14
response (OK) or a negative response (not UK) results in four possible life positions. They are:
I am not OK I am not OK I am OK I am OK -
You are OK You are not OK You are not OK You are OK
Of the four life positions, the ideal one is I am OK, you are OK. It shows healthy acceptance of self others. This life position surprisingly can be learnt. Here is good news and hope for society’s well being. The other life positions are less psychologically mature and less effective. What is more, they have potential for interpersonal conflict.
1.5 CONFLICT RESOLUTION
RESOLVING INTRA-PERSONAL CONFLICT: Intra-personal conflict arises from frustration, competing roles, or goals having positive or negative aspects. The extent that conflict from frustration results out of blocked goal realization, removal of barriers (cover of over) will help resolve this conflict. It is the manager’s responsibility to clear his employee’s path for advancement in his career. Frustration is not always bad. It may contribute to improved performance. The frustrated individual may divert his attention from barriers towards his job and try to show better results. This is particularly true with an individual who has a self-concept that includes confidence in being able to do a job well. But this is no consolation for a manger to ignore the frustration of an employee. If conflict from frustration is not resolved for long, the manager will be running the risk of losing the services of a competent and sincere employee.
15
Goal conflict, has three main dimensions • • • Approach-Approach conflict, Approach –Avoidance conflict, Avoidance-Avoidance conflict.
Of the three Approach-Approaches conflict has the least impact on OB. The manager’s involvement is not needed to resolve the conflict. It is best resolved by the employee himself or herself. The well-known theory of cognitive dissonance helps the individual discomfort or conflict created in people when they are faced with two or more goals or alternatives to a decision. Although these alternatives occur together, they do not belong or fit together. The person experiencing dissonance will be highly motivated to reduce or eliminate it and will actively avoid situations and information which would increase it. The best solution for intra-personal conflict is to look to Hindu Philosophy and learn a valuable lesson from it. According to the philosophy, an individual is composed of three gunas or psychogenic substances. They are: sattwa, rajas, and tamas. Roughly translated into English, these three gunas convey the following meanings: • • • Sattwa: Purity, serenity, poise, calmness, discrimination, compassion, clarity, goodness, altruism, dispassion, contentment, etc., or in sum illumination. Rajas: Love of fame, passion, lust, strife, impatience, jealousy, pride, display of power, etc., or in sum movement. Tamas: Anger, pride, ignorance, stolidity, offering resistance, inertia, forgetfulness, confusion, darkness, brutality, etc., or in sum obstruction. It is essential that one should develop satwic guna in oneself, be it the manager or the managed, one can develop satwic quality by reading holy scripts, regular prayers, moving with pious people, and leading a disciplined life. Unfortunately, modern organizations are filled with people who are imbedded with rajasic or tamasic qualities.
16
RESOLVING INTER-PERSONAL CONFLICT The strategies suggested for reducing intra-personal conflict will be useful to resolve inter-personal conflict also. The additional approaches to resolve inter-personal conflict are: the lose-lose, win-lose and win-win strategies. TA, which was discussed earlier, will also be useful in overcoming the inter-personal conflict. Finally, inter-personal conflict can be resolved by changing behavioral inputs. Lose-lose: In a lose-lose approach to conflict resolution, both parties stant to lose. This approach can take several forms. One of the approaches is to take a compromise or middle ground to a dispute. A second approach is to pay-off one of the parties to a dispute. The payment may take the form of bribe. A third approach is t involve a third party as an arbitrator. The final approach is for both parties to resort to existing regulations or bureaucratic rules to resolve the conflict. Lose-lose strategy is sometimes the only one available but is less effective than the win-lose or win-win approach. Win-Lose: One party to the conflict tries to marshal all the resources to win, and the other party loses. Examples of win-lose strategies can be fund in superior-subordinate relationships, line-staff confrontations, union management relations, and many other conflict situations found in contemporary organizations. Though win-lose strategy helps defuse conflict, it may not be a permanent solution since the loser will tend to be bitter and vindictive. A healthier strategy is to have both parties in a conflict situation win. The following points make win-lose strategy:. • • • The conflicting parties view the issue from their own points of view The emphasis is on solutions rather than on the attainment of goals, values or objectives. There is a clear distinction between the parties.
17
• • • •
The parties direct their energies towards each other in an atmosphere of victory and defeat. Conflicts are personalized and judgmental. The parties take a short-run view of the issues. There is no differentiation of conflict resolving activities from other group processes, nor is there a planned sequence of those activities.
Win-Win: A win-win strategy of conflict resolution is probably the most desirable from the human and organizational standpoint. Energies and creativity are aimed at solving the problems rather than beating the other party. The needs of both parties in the conflict situations are met, and both parties receive rewarding outcomes. Though it is often difficult to accomplish a win-win outcome in an inter-personal conflict, this should be a major goal of the management of conflict. Transactional Analysis: Inter-personal conflict can be resolved by encouraging as many complimentary transactions as possible between parties to the conflict. Of more significance for conflict management is the adult-to-adult transaction between the parties. Interaction between two adult ego states will improve communication. Improved communication is the sure way of resolving conflict. RESOLVING INTRA-GROUP CONFLICT Conflict within a family can be resolved if the members recognize and respect roles of family members. All the members need to realize that divided they stand, united they fall. Probably, a family friend may intervene to resolve the dispute if the members fail to resolve the conflict themselves. This was what happened to the Bajaj family. Sharad Pawar mediated to bring about a truce in the troubled family. RESOLVING INTER-GROUP CONFLICT The approaches available for resolving intra-personal and inter-personal conflicts can be used to solve inter-group disputes too. Certain unique approaches are available for
18
resolving inter-group conflict. They are problem solving, expansion of resources, avoidance, smoothen, compromise and recognizing organization structure. Problem Solving: Problem solving is considered to be the most effective approach available as it emphasis the attainment of the common interests of both conflicting parties. In the problem solving strategy, attempts are made to find a solution that reconciles or “integrates” the needs of both the parties. The two parties work together both to define the problem and to identify mutually satisfactory solutions. Moreover, there is open expression of feelings as well as exchange of task related information. Organization Redesign: Changing organizational structure is another approach for resolving conflict, particularly when the sources of conflict come from the coordination of work among different departments or divisions. One way of redesigning organizations is to reduce task inter dependence between groups and give each group clear responsibilities. Another way is to transfer or exchange members of conflicting groups. An appeal system may also be developed to eliminate the arbitrary use of power. Super ordinate Goals: Appealing to super ordinate goals is another way of resolving conflict. The super ordinate goal is a common goal of both conflicting parties and the combined efforts of both parties will be needed to realize the goal. It takes precedence over other goals which may separate the conflicting parties. Survival of the organization for example, can be a super ordinate goal. Creating awareness that the organization’s survival will be jeopardized if conflicting groups do not work in unison can have a salutary effect on disputing parties. Expansion of Resources: To the extent that scarce resources cause conflict, removing their scarcity will help resolve conflict. If up gradation of one’s position has caused ripples elsewhere, some more jobs might be similarly upgrades. If increased budged allocation to one department has caused heartburn. Avoidance: When the issue is trivial, avoidance strategy will be useful. In the avoidance strategy, the party or parties to the conflict may either withdraw from the conflict or
19
conceal the incompatibility. The conflicting parties or both will withdraw from the conflicting situation. Where avoidance is not possible, concealing the fact by either or both conflicting parties that there is conflict may help defuse the conflict. Smoothen: The process of playing down the differences between individuals or groups and highlighting their common interest is called smoothening. Finding and emphasizing similarities between conflicting parties, while playing down differences, can eventually lead the parties to realize that the two are not as far apart as was first believed. With shared viewpoints on some issues the ability to work towards a smoothen can help reduce the intensity of the conflict and avoid an escalation of open hostility. Smoothen is recommended as a stop gap measure to let people cool down and regain perspective. Resolving Line and Staff Conflicts: The following remedies have been suggested to resolve line and staff conflicts • • The roles, responsibilities, and functions of line and staff officers need to be clearly defined and made known to the people concerned. Staff people shall know that their role is advisory. They are to be content with tendering advice on important issues. Line managers need also respect the staff advice and use it for the benefits of the organization. • • • • Increase possibilities of interaction between the line and staff officers. The staff officers are to avoid playing the expert. The fear complex from which line managers suffer owing to proximity of staff specialists. Both parties are to have the right of appeal to the chief executive.
1.6 CONFLICT MANGEMENT STYLES
All people can benefit, both personally and professionally, from learning conflict management styles.
20
? Competing ? Avoiding ? Accommodating ? Compromising ? Collaborating Each of these styles can be characterized by two scales assertiveness and cooperation. None of these styles is wrong, but there are right and wrong times to use each. The following sections describe the five styles. The information may help each team member to characterize her/his model for conflict management. COMPROMISING The compromising mode is moderate assertiveness and moderate cooperation. Some people define compromise as “giving up more than you want,” while others see compromise as both parties winning. Times when the compromising mode is appropriate are when you are dealing with issues of moderate importance, the equal power status, or when you have a strong commitment for resolution. Compromising mode can also be used as a temporary solution when there are time constraints. Compromising Skills o Negotiating o Finding a middle ground o Assessing value o Making concessions ACCOMMODATING The accommodating mode is low assertiveness and high cooperation. Times when the accommodating mode is appropriate are to show reasonableness, develop performance, create good will, or keep peace. Some people use the accommodating mode when the issue or outcome is of low importance to them. The accommodating mode can be problematic when one uses the mode to “keep a tally” or to be a martyr. The number of times you have accommodated someone and then you expect that person
21
to realize, without your communicating to the person, that she/he should now accommodate. Accommodating Skills o Forgetting your desires o Selflessness o Ability to yield o Obeying orders
COMPETING: The competing conflict mode is high assertiveness and low cooperation. Times when the competing mode is appropriate are when quick action needs to be taken, when unpopular decisions need to be made, when vital issues must be handled, or when one is protecting self-interest. Competing Skills
22
o Arguing or debating o Using rank or influence o Asserting your opinions and feelings o Standing your ground o Stating your position clearly
AVOIDING: The avoiding mode is low assertiveness and low cooperation. Many times people will avoid conflicts out of fear of engaging in a conflict or because they do not have confidence in their conflict management skills. Times when the avoiding mode is appropriate are when you have issues of low importance, to reduce tensions, to buy some time, or when you are in a position of lower power. Avoiding Skills o Ability to withdraw o Ability to sidestep issues o Ability to leave things unresolved o Sense of timing COLLABORATING: The collaborating mode is high assertiveness and high cooperation. Collaboration has been described as “putting an idea on top of an idea on top of an idea…in order to achieve the best solution to a conflict.” The best solution is defined as a creative solution to the conflict that would not have been generated by a single individual. With such a positive outcome for collaboration, some people will profess that the collaboration mode is always the best conflict mode to use. However, collaborating takes a great deal of time and energy.
23
Therefore, the collaborating mode should be used when the conflict warrants the time and energy. For example, if your team is establishing initial parameters for how to work effectively together, then using the collaborating mode could be quite useful. On the other hand, if your team is in conflict about where to go to lunch today, the time and energy necessary to collaboratively resolve the conflict is probably not beneficial. Times when the collaborative mode is appropriate are when the conflict is important to the people who are constructing an integrative solution, when the issues are too important to compromise, when merging perspectives, when gaining commitment, when improving relationships, or when learning. Collaboration Skills o Active listening o No threatening confrontation o Identifying concerns o Analyzing inputs
1.7 NEED AND IMPORTANCE
Conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people. This concept can help to explain many aspects of social life, such as social disagreement, conflicts of interests, and fight between individuals, groups or organizations.
Conflict occurs when "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability". In competitive situations, two or more individuals or parties each have mutually inconsistent goals, either party tries to reach their goal. It will undermine the attempts of the other to reach theirs. Therefore, competitive situations will, by their nature, cause
24
conflict. However, conflict can also occur in cooperative situations, in which two or more individuals or parties have consistent goals, because the manner in which one party tries to reach their goal can still undermine the other individual or party. Conflict Management refers to the long-term management of intractable conflicts. The variety of ways by which people handle grievances, standing up for what they consider to be right and against what they consider to be wrong. Those ways include such diverse phenomena as gossip, ridicule, terrorism, warfare, law, mediation, and avoidance. Which forms of conflict management will be used in any given situation can be somewhat predicted and explained by the organization. The cordial and harmonious relationship in the organization is very essential for the proper running of the organization. When differences of opinions arise between the management and employees the organization should be able to resolve the conflict before they lead to strikes, lockout, boycott, etc, and affects the company’s performance. Superiors and subordinate conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together in those positions. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done, and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There are subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor.
25
Pioneer Pharma is an Organization with a large work force spread across various departments and hierarchical levels. The study is undertaken in an attempt to understand the nature and causes of superior and subordinate conflict in the Pioneer Pharma that occur in the course of interaction among employees. The study also identifies conflict resolution techniques followed in the organization.
OBJECTIVES OF THE STUDY
? To know the type and level of superior- subordinate conflicts that occurs in the organization. ? To understand the causes of inter-personal conflict. ? To analyze the conflict resolution techniques followed in the organization. ? To identify the steps taken by the management to avoid conflicts.
1.8 RESEARCH METHODOLOGY
The research methodology is a systematic way of finding the pre-determined objectives. Moreover this provides the path to accomplish and achieve clear solution for the problem stated. The following are the stages through which the research has passed to obtain the conclusions:
i) Research Design
Research Design is conceptual structure with in which research would be conducted. The function of Research Design is to provide relevant evidence with minimal
26
expenditure of effort, time and money. In this study the research design is descriptive in nature.
ii) Sample Design
A sample design is a definite plan determined before any data is actually collected for obtaining a sample for a given population. The sample technique followed in this study is random sampling.
iii) Sample Size
The sample size selected for the research is 60.
iv) Sources of data
• Primary Data: It refers to the first hand information that is collected directly. The basic means of obtaining primary data are questionnaire, observation, survey, experiments, etc. Primary data for the study is collected through: • Questionnaire Questionnaire is prepared and circulated to the employees to know their opinion on conflict management and its impact on the organization. The questionnaire consists of both close ended and open ended questions. • Observation Observation was done during the visits to the organization. • Secondary Data:
27
Secondary data is the data that is already available; it refers to the data, documents, records or specimens that have already been collected. The secondary data for the study is obtained from o Books o Journals o Magazines o Websites
v) Data Analysis: Data obtained from questionnaire is analyzed using statistical tools like
percentage method and graphs. Statistical tools used: Percentage method: Percentage method is used in making comparison between two or more series of data. Percentage of respondents = No of respondents Total no of respondents X 100
1.9 SCOPE OF THE STUDY
The study was conducted at Pioneer Pharmaceuticals, Hyderabad. A sample of 60 employees was taken from various departments covering : • • • Manufacturing department Finance department Human Resource department
28
• •
Marketing department Warehouse department
29
2.1 SURVEYS
SURVEY-1 Tores Theorell and Gabrie Oxenstierna A study was conducted by Tores Theorell and Gabrie Oxenstierna. Objective: To handle the workplace conflict resolution and the health of employees in the Swedish and Finnish units of an industrial company. Sample size: Sample size of 9309 members. Abstract: Globalization of production and the introduction of information technologies are changing. Environment has eliminated some risks whilst introducing others. Management is an increasingly important aspect of companies’ policies. Our sample consists of non-supervisory employees (N=9309) working in the Swedish and Finnish plants of a multinational forestry company who were surveyed in 2000. Those who report that authority is used or that no attempts are made to resolve differences have quite similar rates across all measures. Binary logistic regression analyses were performed for all health outcomes controlling for age, sex, occupational group, job complexity, job autonomy and support from superiors. Results show significantly lower likelihood’s of reporting stress, poor general health, exhaustion or sickness absence amongst employees who report that differences of opinion are resolved through
30
discussion compared to those who report that no attempts are made. No significant differences were found between those who reported that differences were resolved through use of authority and subjects in the ‘no attempt’ category. These results suggest that the workplace conflict resolution is important in the health of employees in addition to traditional psychosocial work environment risk factors. SURVEY-2 Dafaezen and Hellena syna Desivilya A study conducted by Dafaezen and Hellena syna Desivilya Objectives To handle conflict management in work teams with the role of social selfefficacy and group identification. Sample size A Sample size of 67 members Abstract: The current study examined the relationships between conflict management patterns within work teams and individuals' group identification, and social and global selfefficacy. Four hypotheses were tested: 1. The individual's level of group identification is positively correlated with constructive behaviors in conflict situations. 2. The level of global and social self-efficacy is positively linked with active modes of conflict management. Hypotheses 3 and 4 proposed interaction effects of group identification and social self-efficacy 13 on patterns teams, of intra-group participated conflict in Management. the study. Sixty-seven members of scouts', pre-military communes, 48 females and 19 males, representing work Rahim's (1983) conflict inventory was used to assess the subjects' conflict management patterns. The social self-efficacy was measured by an adapted version of Muris' (2001) instrument, and global self-efficacy by Chen & Gully (1997) questionnaire. Groupidentification was assessed by Henry et al. (1999) questionnaire. The results indicated positive association of group identification with the integrative conflict management pattern and negative association with the dominance pattern. The findings lend support
31
to the hypothesis about positive association between self-efficacy and active conflict management modes. An interaction effect of group identification and social self efficacy was found on three out of five conflict management patterns: compromising, dominance and avoidance.
32
33
PIONEER PHARMACEUTICALS 3.1 VISION
"Our vision is to be a leading pharmaceutical company in India and to become a significant global player by providing high quality, affordable and innovative solutions in medicine and treatment. "
3.2 MISSION
"We will discover, develop and successfully market pharmaceutical products to prevent, diagnose, alleviate and cure diseases. We shall provide total customer satisfaction and achieve leadership in chosen markets, products and services across the globe, through excellence in technology, based on world-class research and development. We are responsible to the society. We shall be good corporate citizens and will be driven by high ethical standards in our practices."
DIRECTORS
Dr. Chaitanya the Founder of Pioneer Pharmaceuticals. Dr.Chaitanya completed his B.H.M.S Degree from Osmania University, Hyderabad. He worked as Duty Doctor in some allopathic hospitals, later he started his own clinics at Malakpet and Dilsukhnagar. The dedication and practices and his love the subject he mastered has made to do new innovations he urge to serve the man kind justices to his study. Knowledge and satisfaction come when he is able to serve as much as he can with a great interest toward homeopathy with least of financial background he stained himself setup a production unit for homeo medicines he has an innumerable experience of life realities, he is a logistic dynamite, the spirit of HR Manager in him has evoked and proceeded on and on.... Diversity of every level of actions, the root thorns the foundation of an industry to its credit.
34
Pioneer Pharmaceuticals is a premier homoeopathic medicine manufacturing company. Its one of the very few homeo pharmacies in Andhra Pradesh, which is not only manufacture supplier and serving the people of Andhra Pradesh, but also people of other states in India. With a wide range of its products it is reachable of to common man and effectiveness and patients accept quantity. Pioneer Pharmaceuticals has to their credit the trustiness of Government of Andhra Pradesh that they are the regular supplier of government tenders for almost all homeopathic medicines because of reliability, quality and supply on time, the government of Andhra Pradesh order pioneer to supply for the emergency requirements like, chicken guniya conjunvitis, brain fever dengue, etc. the most important factor to be noted that the pioneer pharma is not only and maintained by a doctor himself.
3.3 HISTORY:
A decade of commitment, professional integrity and vision helped pioneer achieve a leadership position in its field when it handled the largest number of clients and the largest number of product range ever held in the history of homeopathic in A.P in a year 1998.There after, Pioneer made inroads into a host of homeopathic services co-operate and retail and whole sale which proved to be a sound business synergy. Today pioneer has access two millions of Indian population besides doctors, distributors, dealers and regulatory agencies. Over the pass one and a half decades, pioneer has evolved as a veritable link between doctors and Indian population in January 1998 pioneer became the first bulk tender supplier in Andhra Pradesh in the field of homeopathic medicine. Pioneer pharmas commitment to quality and on time services as made it and integrated.
35
3.4 HOMEOPATHIC SERVICES COMPANY Quality policy
To achieve and retain leadership, Pioneer aimed for complete customer satisfaction, by combining its human and technological resources, to provide superior quality homeopathic services in the process Pioneer always try to exceed customer’s expectations. If one were to seek out a single word that embodies the spirit of the company, it is apparent right from the moment you step into the premises, in the numerous facets ingrained and internalized into the company’s ethos.
The slogan “Pioneer for Quality” that was deeply etched into every logo of the Company, and subsequently into the minds of millions, is adhered to with utmost dedication as it was years ago. A special Quality Management Division spearheads the concept of Total Quality Management, an integration of all functions with built-in quality.
Achievement
Largest supplier for government of Andhra Pradesh in the field of Homeopathic
medicine Founded by a homeopathic doctor who has experience more than 25yrs in the field of Chemistry of homeopathy, Dhanvantri awardee, Recognized as one of the best homeopath by the government of state of Andhra Pradesh. Pioneer Pharma offers social services like supply of free medicines during medical emergencies like dengue, Chicken gunia and Brain fever not only in the state of Andhra Pradesh but also neighboring states like Maharashtra, Orissa and Karnataka. Largest supplier of homeopathic medicines to many states of India including like remote states like Assam, Arunachal Pradesh, Andaman and Nicobar Island. It extends its regular services to states like Orissa, Maharashtra, Karnataka, Tamilnadu, Kerala, Gujarat, Madhya Pradesh, Uttar Pradesh, Haryana, Punjab, Bihar, West Bengal and
36
Andhra Pradesh. With a world-class infrastructure it offers good quality, consistency and on time delivery. It has reached millions of population in India and planning to launch export services within this New Year, Global services online are on its way.
Milestones
Major issues handled by pioneer Pharma: Best quality kindly delivery of very huge consignments satisfying lending its services to all parts of India and stepping a head towards global services handling. Today, Pioneer is proud of its achievements —
?
State-of-the-art formulations manufacturing facility, built to the exacting specifications of USFDA, TGA, MCA & MCC. One of the best R & D set-ups in the country, manned by a 150-strong scientists' pool.
?
? ? ? ? ?
Strong Formulations Development base. A host of 'Biotech' products launched, including many 'Firsts in India'. World's First manufacturer of Immuvac- a unique Immunomodulator. USFDA approvals for Fluoxetine & Ethambutol manufacturing facilities. ISO 9002 approved Bulk Actives (APIs) manufacturing facility, offering facilities for contract research.
? ? ?
Asia's only manufacturer of 'SULFOLANE' (Tetramethylene Sulfone). Significant global presence. Leadership in Domestic Marketing and Distribution Management.
37
Diversifications
? ? ? ? ? ? ? ?
Hospital Disposables including Fiberglass Casting Tape for the first time in India Diagnostics Laboratory Chemicals Pharmaceutical Machinery Manufacturing Animal Health Formulations & Feed Supplements Agro Business: Plant Tissue Culture and Bio-fertilizers. Travel Business Strategic Business Alliances with world-leaders
Today, Pioneer Pharmaceuticals is all set to create new records, scale greater heights. It has created new world-class production and R & D facilities, focusing on research, new process innovations leading to patents, and meeting global standards. The Company always places the common man at its core – who should be able to access and afford our medicines anywhere in the world. For us at, Pioneer Pharmaceuticals this is the only true benchmark of excellence, and the only thing that really matters.
Pioneer Pharma came into exists with five notable directors
Dr. Ramesh Krishna Chaitanya (President) Mr. Pranaadika (Director for technofy.com)
Dr. Radha Krishna (Vice president of national N I N) Dr. Veda Mitra (Advisor board of Homeopathic community A.P) Dr. Masi Siddiq (President of Frazer University)
38
Pioneer Pharmaceutical has 1160 permanent workers 150 employees as handled over 60,000 clients repeatedly doing business with pioneer pharma over the last 15 years. Pioneer pharmaceuticals all geared up to established a new paradigm in the service delivery driven by online services production operation management practices the highest quality standards and state-of-the art technology to services its clients and the investor the homeopathic community at large, The rapid developments in the Indian homeopathic laboratory, infrastructure, regulatory environment and inter- nationalization of the Indian homeopathic provides outstanding opportunities for us to leverage on each others capabilities to provide cross border transactions and a larger service portfolio to our foreign multinational as well as Indian multinational clients. The combination of local knowledge and global expertise with chemical, technical and medical innovations is going to mark the emergence of a fully integrated services provider with cross border capabilities. The chain of distribution of services of pioneer pharma Govt. supply 1. Distributors supply 2. Dealers supply 3. Direct supply 4. Doctors supply
5. Online services Manufacturing Excellence
Pursuant to its corporate philosophy of striving for continuous improvement and betterment, the Company has re-located its manufacturing operations at the state-of-theart plant at Vijayawada located 250 km from Hyderabad, the commercial capital of Andhra Pradesh. Spread over 4 acres of verdant, picturesque surroundings, amidst lush green lawns and thick foliage, the new locale is the most envied pharmaceutical installation in the Asian sub-continent.
39
Truly unique in every sense of the term, the Plant’s standards and facilities can match any other, worldwide. Seven ‘zones of cleanliness’ have been defined and adhered to, as per the 1997 GMP guidelines of the European Union. Some of the salient features of the design concepts:
? ?
No wood or asbestos component. Each zone has separate AHUs (Air Handling Units), dehumidification unit and dust extraction systems.
?
Segregation of every critical processing activity in each zone, to avoid crosscontamination.
RANGE OF PRODUCTS Bio-chemics, Bio-Komz (Bio-Combinations)* Homoeopathic Triturations, Dilutions, Mother Tinctures, External Tinctures, Ointments, External Oils, Specialties or patents or Tonics and sundry items like Globules, Diskets, Blank Tabs, Sugar of Milk. BIO-CHEMICS: All the 12 Bio-chemic remedies of Dr.Schusslers are available in 3X, 6X, 12X, 30X, 200X Potencies. Pack Size 25 Gms & 450 Gms & detailed therapeutic list is available in this catalogue. BIO-KOMZ: All the 28 Bio-Komz (Bio-Combinations) best suited for easy administration for all curable diseases and detailed therapeutic list is available in the catalogue. HOMOEO TRITURATIONS: Triturations are available in 25 gm & 450gms in 3X and 6X potencies only. The list & indications are available as shown in a separate list.
40
DILUTIONS: Dilutions are prepared with best quality of E.N.A (Extra Neutral Alcohol) as per H.P.I., available in 30, 200 & 1M potencies of 30ml, 100ml, 450ml pack MOTHER TINCTURES: Complete Range of External Tinctures are available in packing of 100ml & 450ml OINTMENTS: A separate list of External oils is shown in this Catalogue in pack size of 100ml & 450ml.
SPECIALITIES OR PATENTS: Detailed therapeutic Index of Specialties or Tonics available in this catalogue. SUNDRIES Globules, Diskets, Blank Tabs & Sugar I are main vehicle for dispensing of Homoeopathic Medicines prepared from best quality of pharma grade sugar and Lactose imported from Holland (H.M.S. Brand) BIO-CHEMIC MEDICINES CALC FLOUR: Bone Fistulas, periostitis, facilitates dentition, Hardened glands, Styles, Fissured rectum and piles, Neuralgia and lumbago, gumboils, osteomyelitis. CALC PHOS: Retarded dentition and Growth of Children, Leucorrhoea in young girls and Anemia, Scrofulous and Tuberculosis manifestations FERR PHOS: Feverishness, burning sensation, abscess with throbbing pain, Anemia, Mild gastroenteritis, Migraine, falling appetite.
41
KALI MUR: Chronic catarrhal conditions, croup, diphtheria, inflamed tonsils KALI PHOS: Diarrhea and constipation, bleeding piles. KALI SULPH: Catarrh with yellowish discharge, cough, Habitual constipation, Chronic Gastritis, Conjunctivitis. MAG PHOS: Spasmodic pains, pain and cramps in the muscles, flatulent colic, Dysmenorrhoea. NAT MUR: catarrh with thin and watery discharge, Headaches and Migraine, Eczema, Constipation with dry stools, sunstroke. NAT PHOS: Heart burn due to hyperacidity, cough with thick yellowish green discharge, Indigestion with acidity, bed-wetting. NAT SULPH: Influenza, Gastroduodenal disturbances leading to jaundice, Gaut, serious effects in damp whether. SILICEA: Fistulas, fastens suppuration, sweat of palms and toes, ulcers.
3.5 MARKETING:
The Company's marketing strength lies in a thorough market watch and study of health conditions the world over. By timely launch of new, technologically advanced molecules, Pioneer’s strategic perceptions have consistently given the organization a distinct edge over the competition. Today Pioneer’s products are available across the country, even in remote pockets, serviced by 25 C&S agents, 1900 wholesalers, 2, 37318 pharmacies and a field force of over 1,300 employees.
42
The Company's consistent efforts in brand building have resulted in Pioneer Pharmaceuticals' being one of the most reputable names with the medical fraternity and among patients.
3.6 BUSINESS
Human Branded Formulations Pioneer Pharmaceuticals, with its 400 multi-dimensional product formulations, spanning all major therapeutic groups in Human and 15 in Animal Health is a leader amongst the Indian Pharma Companies.
Continuous improvement of process efficiency is carried out, resulting in:
? ? ? ? ? ?
Being the first to market several new and difficult formulations Percentage of rework being close to zero Process innovation to reduce the number of steps, while increasing yield Ongoing effort to improve raw material utilization Standardization of base used in all creams & suspensions Tremendous cost benefit to customers
Pursuing the philosophy of making available quality products at affordable prices for the mass of people, is Pioneer Pharmaceuticals The product basket contains more than a hundred products from 15 therapeutic segments, including Analgesics, Antipyretics, Anthelmintics, Anti-hypertensive, Antiinflammatory preparations, Anti-bacterials, Cardiovascular drugs, Vitamins, Iron and
43
protein tonics, etc. A slew of high-value, branded generic products are being augmented to the product basket from time to time. With more products in the pipeline, this division is poised to further consolidate its position as a leading player in Generics in India. In line with our vision to be significant global player by 2010 A.D., Pioneer Pharmaceuticals is fast emerging as a true Indian multinational. As part of our strategy, we have wholly owned subsidiaries, joint ventures, strategic alliances, contract manufacturing, own marketing offices
MANAGING DIRECTOR
ADMINISTRATION BLOCK HR MANAGER
OFFICE CHARGE
(PRODUCTION BLOCK) PRODUCTION MANAGER
(MARKETING BLOCK) MARKETING MANAGER
ASST. MANAGER SECURITY
SECURITY ASST.MANAGER LEVEL 1 ASST.MANAG ER LEVEL 2
ASST. MARKETING MANAGER
SECURITY ACCOUNTS MANAGER
ASST.HR
HEAD CLERK CLERK HEAD
OFFICE INCHARGE MARKETING
CLERKS
JR. ACCOUNTS
CLERKS SECTION INCHARGES
DISPATCH
SPECIALIST WORKER
44
MARKETING EXECUTIVES
FIELD MARKETING
TECHNICAL CHEMIST LAB ASSISTANTS
MANAGER
DELIVERY STAFF
HELPERS
HELPERS
3.7 CONFLICT MANAGEMENT IN PIONEER PHARMA
Types of conflicts observed in Pioneer Pharma: Inter personal Conflict: Interpersonal Conflicts do occur in the company but some conflicts are functional in nature and some are often dysfunctional. Most of these conflicts occur between: ? Subordinate and a subordinate. ? Superior and subordinates ? Superior and a superior Causes for subordinate–subordinate conflict: The causes of these conflicts are ? Low self-esteem ? Ego hassels ? Unclear job boundaries
45
? Unmet expectations. ? Poor communication ? Lack of a standardized system Causes for superior-Subordinate conflict: ? Overloaded responsibility on the subordinate ? Unresolved anger on the subordinate ? Low self-esteem Causes for superior-superior conflict: The causes for these conflicts are ? Conflicting objectives ? Scarcity of resources
Approaches adopted by the company to resolve the conflicts. The management considers the conflict and analyses it from different perspectives and adopts the appropriate conflict resolution technique. Sometimes it uses the authoritative command if the conflicting parties do not come to a resolving conclusion. The approaches the management usually adopts are: ? Win-win Approach-sometimes ? Win-lose approach –Most of the times ? Lose-lose approach- Many times Other approaches adopted by the company to resolve the conflicts. ? Avoidance ? Collaboration ? Accommodation ? Compromise
46
? Competition It is observed in the company that most of the conflicts which occur in the company proved to be functional in nature than being dysfunctional. Many times these conflicts motivate employees to work harder to win over the other party which leads to positive outcomes.
47
1) Interpersonal conflicts are very common in the organization. TABLE -1 : OCCURRENCE OF INTERPERSONAL CONFLICTS
48
RESPONSES Strongly Agree Agree Neutral Disagree Strongly Disagree Total
NO OF RESPONDENTS 20 7 15 15 3 60
PERCENTAGE 33 12 25 25 5 100
FIGURE-1 : OCCURRENCE OF INTERPERSONAL CONFLICTS
35 30 25 20 PERCENTAGE 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 12 5 33 25 25
INTERPRETATION: ? 33% of employees strongly agree that interpersonal conflict are very common in Pioneer Pharma ? 12% of the employees agree ? 25% of them are neutral and disagree ? 5% of them are strongly disagreeing with the statement. 2) Interpersonal conflicts that occur in the organization TABLE-2 : NATURE OF INTERPERSONAL CONFLICTS
49
RESPONSES Functional Dysfunctional Total
NO OF RESPONDENTS 23 37 60
PERCENTAGE 39 61 100
FIGURE-2 : NATURE OF INTERPERSONAL CONFLICTS
70 60 50 40 PERCENTAGE 30 20 10 0 Functional RESPONSES Dysfunctional 39 61
INTERPRETATION: ? 39% of the respondents feel that the conflicts arising in the organization are functional in nature ? 61% of them feel that conflicts that occur in the organization are dysfunctional.
50
3) Most often interpersonal conflicts occur between Ì Superior – subordinate ÌSubordinate – subordinate ÌSuperior –superior TABLE-3 : LEVELS OF INTERPERSONAL CONFLICTS NO OF PERCENTAGE 35 44 21 100
RESPONSES
RESPONDENTS Superior-subordinate 21 Subordinate-subordinate 26 Superior-superior 13 Total 60
FIGURE-3 : LEVELS OF INTERPERSONAL CONFLICTS
50 45 40 PERCENTAGE 35 30 25 20 15 10 5 0 Superior-subordinate Subordinatesubordinate RESPONSES Superior-superior 21 35 44
INTERPRETATION: ? 35% of the respondents say that interpersonal conflicts arise among superiors-subordinates. ? 44% of the respondents say that conflicts arise between subordinatessubordinates.
51
? 21% of the respondents say that conflicts arise between superiors-superiors. 4) Main cause / causes of superior – subordinate conflict is/are TABLE-4 : CAUSES OF SUPERIOR-SUBORDINATE CONFLICTS
52
RESPONSES Overloaded responsibilities on the subordinate Unresolved anger on the subordinate Less self-esteem Wastages of resources Others Total
NO OF RESPONDENTS 19
PERCENTAGE 30
17 21 4 60
28 35 7 100
FIGURE-4 : CAUSES OF SUPERIOR-SUPERIOR CONFLICTS
53
40 PERCENTAGE 35 30 25 20 15 10 5 0 Unresolved anger on the subordinate Overloaded responsibilities on the subordinate 30 28
35
7 0 Wastages of resources Less selfesteem Others
RESPONSES
INTERPRETATION: ? 31% of the respondents feel that conflicts arise among superior-subordinate because of overloaded responsibilities on the subordinate. ? 28% of the respondents feel that the main cause of superior-subordinate conflict is unresolved anger on the subordinate. ? 35% of the respondents are of the opinion that the superior-subordinate conflict arises because of low self-esteem.
54
? 7% of the respondents say that conflicts arise because of the wastages of resources by the subordinates. 5) Important cause/causes of subordinate – subordinate conflicts TABLE-5 : CAUSES OF SUDORDINATE-SUBORDINATE CONFLICTS RESPONSES Ego problem Unclear job boundaries Unmet expectations Others Total NO OF RESPONDENTS 23 27 10 60 PERCENTAGE 39 45 16 100
FIGURE-5 : CAUSES OF SUBORDINATE-SUBORDINATE CONFLICT
50 45 40 35 30 25 20 15 10 5 0 45 39
PERCENTAGE
16
0 Ego problem Unclear job boundaries Unmet expectations Others
RESPONSES
INTERTRETATION: ? 39% of the employees feel that the main cause of subordinate-subordinate conflict is ego problem. ? 45% of the employees feel that it is due to unclear job boundaries. ? 16% of respondents feel that the important cause of subordinate-subordinate conflict is unmet expectations.
55
6) Primary causes of superior – superior conflicts TABLE-6 : CAUSES OF SUPERIOR-SUPERIOR CONFLICTS
RESPONSE Conflicting objectives Scarcity of resources Others Total
NO OF RESPONDENTS 28 42 60
PERCENTAGE 46 54 100
FIGURE-6 :
CAUSES OF SUPERIOR-SUPERIOR CONFLICTS
60 50 40 30 PERCENTAGE 20 10 0 46
54
0 Conflicting objectivesScarcity of resources RESPONSES Others
INTERPRETATION: ? 46% of employees feel that primary cause of superior-superior conflict is conflicting objectives. ? 54% of respondents feel that superior-superior conflicts arise because of scarcity of resources.
56
7) The general causes of interpersonal conflicts TABLE-7 : COMMON CAUSES OF INTERPERSONAL CONFLICTS
RESPONSE Poor Communication Lack of standardized system Others Total
NO OF RESPONDENTS 30 30 60
PERCENTAGE 50 50 100
FIGURE-7 : COMMON CAUSES OF INTERPERSONAL CONFLICTS
60 50 40 30 PERCENTAGE 20 10 0 Poor communication Lack of standardised system RESPONSES 0 Others 50 50
INTERPRETATION:
57
? 50% of the respondents feel that general cause of interpersonal conflicts are due to poor communication ? 50% o them feel that the general cause of the interpersonal conflict are due to lack of standardized system in organization . 8) Which of the following is the popular approach for resolving Interpersonal conflicts TABLE-8 : APPROACHES FOR RESOLVING INTERPERSONAL CONFLICTS
RESPONSE Lose- lose approach Win –lose approach Win-win approach Total
NO OF RESPONDENTS 24 27 9 60
PERCENTAGE 40 45 15 100
FIGURE-8 : APPROACHES FOR RESOLVING INTERPERSONAL CONFLICTS
50 45 40 35 30 25 PERCENTAGE 20 15 10 5 0 40
45
15
Lose- lose approach Win –lose approach RESPONSES
Win-win approach
INTERPRETATION
58
? 40% of the respondents feel that lose-lose approach is popular for resolving Always Sometimes Never
interpersonal conflicts. ? 45% of respondents opt for win-lose approach ? 15% of respondents say that win-win approach is followed for conflict resolution.
9) How often do you adopt the following conflict management styles. TABLE – 9 : CONFLICT MANGEMENT STYLES
59
RESPONSES AVOIDANCE Always Sometimes Never COLLABORATION Always Sometimes Never
NO OF RESPONDENTS 37 14 9 25 31 4
PERCENTAGE
61% 24% 15% 42% 52% 6% 57% 20% 23% 31% 52% 17% 52% 22% 26% 100
ACCOMMODATION Always 34 Sometimes 12 Never 14 COMPROMISE Always Sometimes Never COMPETITION Always Sometimes Never TOTAL 19 31 10 31 13 16
60
FIGURE-9 (A) : AVOIDANCE
AVOIDANCE
15% Alw ays 24% Sometimes 61% Never
FIGURE-9 (B) : COLLABORATION
61
COLLABORATION
6%
42%
Alw ays Sometimes Never
52%
. FIGURE-9 (C) : ACCOMMODATION
ACCOMMODATION
23% Alw ays 57% 20% Sometimes Never
62
FIGURE-9 (D) : COMPROMISE
COMPROMISE
17% 31% Alw ays Sometimes Never
52%
FIGURE-9 (E) : COMPETITION
COMPETITION
26% Alw ays 52% Sometimes Never 22%
INTERPRETATION
63
Depending on the individual circumstances employees adopts any one of the five conflict management styles. Most of them prefer to avoid conflicts altogether.
10) Interpersonal conflicts result in positive outcomes. TABLE-10 : POSITIVE OUTCOMES RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 7 14 21 14 4 60 PERCENTAGE 11 23 35 23 8 100
64
FIGURE-10 : POSITIVE OUTCOMES
40 35 30 25 20 15 10 5 PERCENT AGE 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 11 8 23 23 35
INTERPRETATION: ? 11% of the employees strongly agree the interpersonal conflicts result in positive outcomes ? 23% of them are agree and 23% of the disagree ? 35% of employees are neutral ? 8% of the respondents are strongly disagreeing that interpersonal conflicts result in positive outcomes 11) Authoritative command is used in the organization to avoid conflicts. TABLE-11 : USE OF AUTHORITATIVE COMMAND RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 12 22 14 10 2 60 PERCENTAGE 20 36 24 16 4 100
65
FIGURE-11 : USE OF AUTHORITATIVE COMMAND
40 35 30 25 PERCENTAGE 20 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 4 24 20 16 36
INTERPRETATION: ? 20%of the respondents strongly agree that authoritative command is used to avoid conflicts ? 36% of them agree ? 24% of them are neutral ? 16% of the respondents disagree ? 4% of them strongly disagree with the same. 12) Conflict motivates organizational members to consider problems from TABLE-12 : CONSIDERING PROBLEMS FROM DIFFERENT PERSPECTIVES RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO. OF RESPONDENTS 14 25 10 9 2 60 PERCENTAGE 23 41 17 15 4 100 different perspectives.
66
FIGURE-12 : CONSIDERING PROBLEMS FROM DIFFERENT PERSPECTIVES
45 40 35 30 25 20 PERCENTAGE 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 23 17 15 41
4
INTERPRETATION: ? 25% of respondents strongly agree that conflict motivates organization members to consider problems from different perspectives ? 45% of respondents agree ? 17% of respondents are neutral ? 15% of them disagree, 4% of them are strongly disagreeing. 13) The conflicting parties bring personal issues to the fore during the process of conflict. TABLE-13 : PERSONAL ISSUES
67
RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total
NO OF RESPONDENTS 14 20 14 12 60
PERCENTAGE 23 34 23 20 100
FIGURE-13 : PERSONAL ISSUES
40 35 30 25 20 15 10 PERCENT AGE 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree 0 23 23 20 34
INTERPRETATION: ? 23% of the respondents strongly agree and the same number of percent remain neutral regarding the issue of bring they personal issues to fore ? 34% of them said that they are agree ? 20%of them disagree with statement
68
14) Conflicting parties view the issue of conflict from their own as well as other parties point of view. TABLE-14 :_CONFLICTS FROM OTHERS’ VIEW POINT RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 9 19 10 7 15 60 PERCENTAGE 15 31 17 11 25 100
FIGURE-14 : CONFLICTS FROM OTHERS VIEW POINT
35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral RESPONSES Disagree Strongly Disagree P E R C E N T A G E 15 17 11 31 25
69
INTERPRETATION: ? 15% of the respondents strongly agree that conflicting parties view the issue from others’ point of view ? 31% of the respondents agree ? 17% of them are neutral ? 11% of them are disagreeing ? 25% of them strongly disagree with issue 15) Post resolution, the parties to the conflict behave cordially . TABLE-15 : POST RESOLUTION BEHAVIOUR RESPONSE Strongly Agree Agree Neutral Disagree Strongly Disagree Total NO OF RESPONDENTS 7 16 12 19 6 60 PERCENTAGE 11 26 21 31 10 100
FIGURE-15 : POST RESOLUTION BEHAVIOUR
70
35 30 25 20 15 10 5 PERCENT AGE 0 Strongly Agree Agree Neutral RESPONSES 11 26 21
31
10
Disagree
Strongly Disagree
INTERPRETATION: ? 11% of them strongly agree that the parties to the conflict behave cordially after resolution ? 26% of them agree ? 21% of the respondents are neutral regarding this issue ? 31% of them disagree ? 10% 0f them strongly disagree with the statement.
71
FINDINGS
o Less than half of employees agree that interpersonal conflicts are common in o Pioneer Pharma and remaining employees either remain neutral or disagree with this.
72
o Majority of the respondents are of the opinion that interpersonal conflicts that occur in the organization are dysfunctional in nature. o At Pioneer Pharma interpersonal conflict are often manifested in the form of subordinate-subordinate conflicts followed by superior-subordinate and superior-superior conflicts. o Most of the respondents feel that the main causes of the superiorsubordinate conflict are low self-esteem, overloaded responsibilities and unresolved anger also contribute towards superior-subordinate conflict. o Unclear job boundaries, ego problem and unmet expectations, in that order happen to be the causes of subordinate –subordinate conflict at Pioneer Pharma. o Majority of the respondents feel that the primary causes of superiorsuperior conflicts are scarcity of resource, and conflicting objectives.
o Equal No. of employees agree that poor communication and lack of standardized system are general causes of interpersonal conflicts in the organization. o At Pioneer Pharma win-win approaches to resolving interpersonal conflict seems to be more popular than other approach like lose-lose or win-win. o Majority of the employees agrees that authoritative command is used in the organization to avoid conflicts and considerable number remain neutral and few of them disagree.
73
o Less than half of the employees agree that interpersonal conflicts result in positive outcomes. Majority of them are either neutral or disagree with the statement o Majority of the employees agree that conflict motivates organizational members to consider problems from different perspectives o Employees seem to have divided opinion regarding personal issues being brought to the fore during the process of conflict, only half of them agree and of the remaining ones some neutral and some are disagree with this. o Less than half of the employees agree that conflicting parties view the issues of conflict from others’ point view and considerable numbers of employees are disagreeing. o Only less than half of employees agree that the parties to conflict behave cordially after resolving conflict. Half of them are either neutral or disagree with the same.
CONCLUSION
•
Interpersonal conflicts are common in Pioneer Pharma which are dysfunctional in nature interpersonal conflicts are often manifested in the form of subordinatesubordinate conflict followed by superior-subordinate and superior- superior conflict.
74
•
The main causes of superior-subordinate conflict are low self esteem, overloaded responsibilities and unresolved anger, causes of subordinate-subordinate conflict are unclear job boundaries, ego problem and unmet expectations, the primary cause of superior-superior conflict are scarcity of resources and conflicting objectives.
•
Poor communication and lack of standardized systems are general causes of interpersonal conflicts which seem to be resolved by using win-lose approach, Depending on the individual circumstance employees adopts any one of the conflicts management styles namely avoidance, collaboration, accommodation, compromise and competition, Conflict motivates organizational members to consider problems from different perspectives.
•
In order to avoid conflict in organization authoritative command is mostly used. Conflicting parties view the issue of the conflict from their own as well as others’ point of view; they even bring personal issues to the fore during the process of conflict.
SUGGESTIONS
• Inter Personal Conflicts that are dysfunctional in nature commonly occur at Pioneer Pharma, thus adversely affecting the employee performance, conflicts to an extent will contribute towards healthy functioning of the organization. These will result in negative consequences if they cross the optimum level. Hence, the organization should take steps to maintain conflicts at the optimum level so as to improve employee is performance.
75
•
Main cause of subordinate-subordinate conflicts happens to be unclear job boundaries followed by ego problems of the subordinates, while the former can be tackled by the organization; the latter is a personal factor. Efforts should be directed towards setting clear-cut job responsibilities & role expectations so that the employees can work in their own ambit without intruding into others’ work areas.
•
Conflicting objectives and scarcity of resources are the primary causes of superior- superior conflict. The Organization should ensure that functional objectives do not overlap, Equitable distribution of organizational resources will help in minimizing superior-superior conflicts to a great extent. Facilitating communication and standardizing systems and procedures will go a long way in avoiding interpersonal conflicts.
•
Employees perceive that win-win approach is the popular method for resolving interpersonal conflicts in the organization. Lose-lose approach is applied to an extent and win-win approach is the least followed one. While win-win approach gives the best results, certain situations may demand the use of other approaches. Employees should be taught to collaborate, accommodate and compromise when they encounter conflicts. Use of authoritative command will only yield shortterm results.
•
The management should take active steps in encouraging the conflicting parties to understand each others’ point of view and to see the problems from different perspectives. They should be discouraged to bring personal issues to the fore during the process of conflict. Employee should be motivated to develop and maintain cordial relationship once the conflict is resolved. All these will result in enhancing the positive effects of conflicts while reducing their negative impact.
76
77
CONFLICT MANAGEMENT QUESTIONNAIRE
Please note that this questionnaire is part of the exercise conducted for academic purpose. Kindly take some time to fill it with frank option. The information provided by you will be kept strictly confidential Name :____________________ Designation :_____________________ Region : ___________________ Experience :_____________________ 1) Interpersonal conflicts are very common in the organization.
Ì Strongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
78
2) Interpersonal conflicts that occurs in the organizations are
ÌFunctional in nature – result in improving performance ÌDysfunctional in nature – result in decreasing performance
3) Most often interpersonal conflicts occur between
ÌSuperior – subordinate ÌSubordinate – subordinate ÌSuperior –superior
4) Main cause / causes of superior – subordinate conflict is/are
ÌOverloaded responsibilities on the subordinate ÌUnresolved anger on the subordinate ÌLess self –esteem ÌWastage of resources ÌOthers (specify) _________________________
5) Important cause/causes of subordinate – subordinate conflict is /are
Ì Ego problem ÌUnclear job boundaries Ìunmet expectations ÌOthers (specify) __________________
6) Primary causes of superior – superior conflict
ÌConflicting objectives Ì Scarcity of resources Ì
7) Others (specify) ___________________ The common cause of interpersonal conflicts are
Ì Poor communication
79
ÌLack of standardized system in the organization ÌOther (specify) __________________
8) Which of the following is the popular approach for resolving Interpersonal conflicts
Ì Lose- lose approach Ì Win –lose approach ÌWin-win approach
9) How often do you adopt the following conflict management Styles. 1. Avoidance 2. Collaboration 3. Accommodation 4. Compromise 5. Competition 10) Interpersonal conflicts result in positive outcomes.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
11] Authoritative command is used in the organization to avoid Always Sometime s Never
conflicts.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
12) Conflict motivates organizational members to consider problems from different perspectives.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
80
13] The conflicting parties bring personal issues to the core during the process of conflict.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
14] Conflicting parties view the issue of conflict from their own as well as other parties point of view.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
15) Post resolution, the parties to the conflict behave cordially.
ÌStrongly agree ÌAgree ÌNeutral ÌDisagree ÌStrongly disagree
LIMITATIONS
•
Due to the time constraint the study was carried on by selecting sample of 60 respondents only.
•
The respondents are identified on a selective basis as the organization consists of many employees.
81
•
Some of the facts are not disclosed in the reports due to restrictions and formalities of the organization.
•
The analysis and interpretation is based only on the questionnaires answered by the employees.
82
BIBLIOGRAPHY
AUTHOR
TITLE
PUBLISHER
83
Ashwathaappa Publishing Stephen.P.Robbins
of India
Organizational behavior Organizational behavior Research Methodology
Himalaya
Prentice-Hall
C.R.Kothari prakashan
Vishwa
Websites: www.wikipedia.com www.google.com www.tric.ed.gov www.pioneerpharma.com/pharma www.drchaitanyaclinics.com
84
doc_751446598.doc