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 (
Research Reports on Conflict Management
SCOPE OF THE STUDY
Almost every academic discipline has its theoretical approach of understanding conflicts – economists are focused on game-theory and decision-making, psychologist explore interpersonal conflicts, sociologists take status and class conflicts as the focal point, while political science is centered on intra-national and international conflicts. Therefore to review the conflict literature as a whole is an almost impossible task. However, our conflict review, though mainly concentrated on interstate and international conflicts, will try to give short introduction of the disputed notions and different definitions of a complex phenomenon called conflict.
Students bring different ideas, goals, values, beliefs and needs to their teams and these differences are a primary strength of teams. These same differences inevitably lead to conflict, even if the level of conflict is low. Since conflict is inevitable, one of the ways in which faculty members can help students improve their abilities to function on multidisciplinary teams is to work with them to develop their understanding of conflict and their capabilities to manage and resolve conflict. What is conflict and conflict management. Why learn more about conflict and conflict management How do people respond to conflict What modes do people use to address conflict What factors can affect our conflict modes How might you select your conflict management style How might you apply this information
OBJECTIVES OF THE STUDY
1. To study the causes of conflicts at workplace. 2. To study the impact of conflicts at workplace. 3. To study the conflict management strategies and benefits.
CONTENTS
Chapter 1
Overview of the topic 1.1 Introduction 1.2 Conflict management at work place 1.3 What is conflict and conflict management? 1.4 People response towards conflict. Fight or flight 1.5 Conflict management techniques 1.6 Factors affecting our conflict modes 1.7 Types of Managerial Actions that Cause Workplace Conflicts 1.8 Key Managerial Actions 1.9 Conflict Resolution Continuum
Page 7 to 19
Chapter2 Chapter3 Chapter4
Literature review Research Methodology Case study analysis 4.1 Case study 1 4.2Case study 2 4.3 Case study 3 4.4 Case study 4 4.5 Case study 5
Page 20 to 22 Page 23 to 24 Page 25 to 34
Chapter 5 Chapter 6
Findings Conclusion
Page 35 to 36 Page 37 to 38
Chapter7 Chapter 8
Suggestion Bibliography
Page 39 to 40 Page 41 to 42
CHAPTER-1 INTRODUCTION
INTRODUCTION
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive 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 nonproductive 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 your environment If we can learn to manage this highly probable event called conflict then we are less apt to practice destructive behaviors that will negatively impact our team. Although conflict may be misunderstood and unappreciated, research shows that unresolved conflict can lead to aggression. Most of us use conflict skills that we observed growing up, unless we have made a conscious effort to change our conflict management style.
CONFLICT MANAGEMENT AT WORK PLACE
Definition A conflict can be defined as an ongoing state of hostility between two or more people or groups. Conflict management on the other hand is the short or long-term management process used to resolve issues where either party is being stubborn, inflexible, difficult, or whatever. In most instances, conflicts between staff members and managers are silent. Staff members do not express their views or feelings of conflict openly in front of their immediate manager and prefer to voice their concerns or bad feelings about their manager to their colleagues, family members or friends. If you are currently facing a conflict situation in your working environment, have you looked at the root cause of this conflict There are a number of sources of conflict and here are just a few: • Poor communication channels. • Friction between two or more people/departments. • Friction between employee and manager. • Lack Job recognition and employee development. • Lack of support from management. • Operational changes to business. • Lack of information. • Lack of resources. • Salary negotiation deadlocks.
Conflict and conflict management Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive 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 nonproductive 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 your environment.
More about conflict and conflict management Listening, oral communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. When you learn to effectively manage and resolve conflicts with others, then more opportunities for successful team memberships are available to you. If we can learn to manage this highly probable event called conflict (we average five conflicts per day), then we are less apt to practice destructive behaviors that will negatively impact our team. Although conflict may be misunderstood and unappreciated, research shows that unresolved conflict can lead to aggression. Most of us use conflict skills that we observed growing up, unless we have made a conscious effort to change our conflict management style. Some of us observed good conflict management, while others observed faulty conflict management. Most of us have several reasons to improve our conflict-management skills. Faculty members should help students develop their conflict management skills. Most people do not resolve conflicts because they either have a faulty skill set and/or because they do not know the organization‘s policy on conflict management. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. People response towards conflict Fight or flight. Physiologically we respond to conflict in one of two ways—we want to ?get away from the conflict? or we are ready to ?take on anyone who comes our way.? Think for a moment about when you are in conflict. Do you want to leave or do you want to fight when a conflict presents itself? Neither physiological response is good or bad—it‘s personal response. What is important to learn, regardless of our initial physiological response to conflict, is that we should intentionally choose our response to conflict. Whether we feel like we want to fight or flee when a conflict arises, we can deliberately choose a conflict mode. By consciously choosing a conflict mode instead of to conflict, we are more likely to productively contribute to solving the problem at hand. Below are five conflict response modes that can be used in conflict.
Conflict management techniques Missionaries get into conflict with each other. Pastors and lay people get into conflict. Volunteers in ministry organizations find themselves in conflict. Human relations managers in businesses often find themselves managing situations of inter-personal conflict. Managing disagreements in ways that build personal and collegial relationships rather than harming them. Such disagreements or conflicts can occur between individuals or between groups of people. Here are five strategies from conflict management theory for managing stressful situations
.
? ? ? ? ?
Collaborating: win/win Compromising: win some/lose some Accommodating: lose/win Competing: win/lose Avoiding: no winners/no losers
Collaborating I win, you win Symbol: Owl Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns
When to use:
? ? ? ? ?
When there is a high level of trust When you don't want to have full responsibility When you want others to also have "ownership" of solutions When the people involved are willing to change their thinking as more information is found and new options are suggested When you need to work through animosity and hard feelings
Drawbacks:
? ?
The process takes lots of time and energy Some may take advantage of other people's trust and openness
Compromising You bend, I bend Symbol: Fox Fundamental premise: Winning something while losing a little is OK Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position
When to use:
? ? ?
When people of equal status are equally committed to goals When time can be saved by reaching intermediate settlements on individual parts of complex issues When goals are moderately important
Drawbacks:
? ? ?
Important values and long-term objectives can be derailed in the process May not work if initial demands are too great Can spawn cynicism, especially if there's no commitment to honor the compromise solutions
Accommodating I lose, you win Symbol: Teddy Bear Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns; the trauma of confronting differences may damage fragile relationships Strategic philosophy: Appease others by downplaying conflict, thus protecting the relationship When to use:
? ? ? ? ? ? ?
When an issue is not as important to you as it is to the other person When you realize you are wrong When you are willing to let others learn by mistake When you know you cannot win When it is not the right time and you would prefer to simply build credit for the future When harmony is extremely important When what the parties have in common is a good deal more important than their differences
Drawbacks:
? ?
One's own ideas don't get attention Credibility and influence can be lost
Competing I win, you lose Symbol: Shark Fundamental premise: Associates "winning" a conflict with competition Strategic philosophy: When goals are extremely important, one must sometimes use power to win When to use:
? ? ? ?
When you know you are right When time is short and a quick decision is needed When a strong personality is trying to steamroller you and you don't want to be taken advantage of When you need to stand up for your rights
Drawbacks:
? ?
Can escalate conflict Losers may retaliate
Avoiding No winners, no losers Symbol: Turtle Fundamental premise: This isn't the right time or place to address this issue Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or postponing When to use:
? ? ? ?
When the conflict is small and relationships are at stake When you're counting to ten to cool off When more important issues are pressing and you feel you don't have time to deal with this particular one When you have no power and you see no chance of getting your concerns met
Factors affecting our conflict modes
Some factors that can impact how we respond to conflict are listed below with explanations of how these factors might affect us. • Gender Some of us were socialized to use particular conflict modes because of our gender. For example, some males, because they are male, were taught ?always stand up to someone, and, if you have to fight, then fight.? If one was socialized this way he will be mo re likely to use assertive conflict modes versus using cooperative modes. • Self-concept The way we think and feel about ourselves affect how we approach conflict. We think our thoughts, feelings, and opinions are worth being heard by the person with whom we are in conflict. • Expectations We believe the other person or our team wants to resolve the conflict. • Situation Where is the conflict occurring, do we know the person we are in conflict with, and is the conflict personal or professional. • Position (Power) What is our power status relationship, (that is, equal, more, or less) with the person with whom we are in conflict. • Practice Practice involves being able to use all five conflict modes effectively, being able to determine what conflict mode would be most effective to resolve the conflict, and the ability to change modes as necessary while engaged in conflict. • Determining the best mode Through knowledge about conflict and through practice we develop a ?conflict management understanding? and can, with ease and limited energy, determine what conflict mode to use with the particular person with whom we are in conflict. • Communication skills The essence of conflict resolution and conflict management is the ability to communicate effectively. People who have and use effective communication will resolve their conflicts with greater ease and success. • Life experiences As mentioned earlier, we often practice the conflict modes we saw our primary caretaker(s) use unless we have made a conscious choice as adults to change or adapt our conflict styles. Some of us had great role models teach us to manage our conflicts and others of us had less-than-great role models. Our life experiences, both personal and professional, have taught us to frame conflict as either something positive that can be worked through or something negative to be avoided and ignored at all costs. Discerning how we manage our conflict, why we manage conflict the way we do, and thinking about the value of engaging in conflict with others are important. With better understanding we can make informed choices about how we engage in conflict and when we will engage in conflict. The next section provides points for us to consider when determining if we will enter into a conflict situation or not.
Types of Managerial Actions that Cause Workplace Conflicts
1. Poor communications a. Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. b. Employees don't understand reasons for decisions, they aren't involved in decision-making. c. As a result, employees trust the "rumor mill" more than management. 2. The alignment or the amount of resources is insufficient. a. Disagreement about "who does what". b. Stress from working with inadequate resources. 3. "Personal chemistry", including conflicting values or actions among managers and employees, for example: a. Strong personal natures don't match. b. We often don't like in others what we don't like in ourselves. 4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by: a. Avoiding conflict, "passing the buck" with little follow-through on decisions. b. Employees see the same continued issues in the workplace. c. Supervisors don't understand the jobs of their subordinates.
Key Managerial Actions / Structures to Minimize Conflicts
1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure: a. Job roles don't conflict. b. No tasks "fall in a crack". 2. Intentionally build relationships with all subordinates. a. Meet at least once a month alone with them in office. b. Ask about accomplishments, challenges and issues. 3. Get regular, written status reports and include: a. Accomplishments. b. Currents issues and needs from management. c. Plans for the upcoming period. 4. Conduct basic training about: a. Interpersonal communications. b. Conflict management. c. Delegation. 5. Develop procedures for routine tasks and include the employees' input. a. Have employees write procedures when possible and appropriate. b. Get employees' review of the procedures. c. Distribute the procedures. d. Train employees about the procedures. 6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs. 7. Consider an anonymous suggestion box in which employees can provide suggestions
A key attitude for anyone negotiating a conflict is to “walk a mile in my shoes”. Attempt to view the conflict through the other parties? eyes. This will help a great deal in getting past perceptions that block resolution.
Key Messages About Conflict Conflict is neither good nor bad Conflict is inevitable Conflict does not have to result in winners and losers In conflict both parties tend to believe that their opinion is fact Too often both parties see themselves as innocent victims who represent the side of truth and fairness Too often both parties perceive all destructive acts carried out by others completely blind to identical acts carried out by self or those on „my? side.
Basic Methods for Resolving Conflict
Methods What Happens When Used: One‘s power, position or strength settles the conflict. I‘m OK, you‘re not OK Mutual respect and agreement to work together to resolve results in I‘m OK, You‘re OK Each party gives up something in order to meet midway, often leaving both parties dissatisfied we‘re both sort of OK People just avoid a conflict by denying its existence I‘m not OK; you‘re not OK Differences are played down and surface harmony is maintained. you‘re OK, I‘m not OK Appropriate to Use When: When power comes with position of authority and this method has been agreed upon Time is available; parties committed to working together as we versus the problem, not we-they Both parties are better off with a compromise than attempting a win-lose stance Inappropriate to Use When: Losers are powerless to express themselves; their concerns
Power or Compete (FIGHT)
Collaboration (FACE)
Time, commitment and ability are not present
Compromise or Negotiation
Solution becomes so watered down that commitment by both parties is doubtful
Denial, Avoidance (FLIGHT)
Conflict is relatively unimportant, timing is wrong, a cooling off period is needed
Conflict is important and will not disappear, but will continue to build
Accommodating, Smoothing Over (FREEZE)
When preservation of the relationship is more important at the moment
If smoothing over leads to evading the issue when others are ready to deal with it
Conflict Resolution Continuum
Negotiation discussion between two parties, working toward reaching agreement, without assistance Mediation a voluntary process with an impartial third party helping disputing parties to reach a mutually beneficial agreement Arbitration using an independent third party to settle a dispute; third party determines a binding settlement Adjudication conflict is resolved using the justice system with judge &/or jury
CHAPTER-2 LITERATURE REVIEW
LITERATURE REVIEW
Swami, Praveen (2007) argues that the intensity and longevity of the conflict cannot be explained through reasons of a failure in the modern state system. Bose, Sumantra (2003) The author brings out the peculiarity of the conflict, which he terms as essentially about sovereignty, by uncovering the layers of differences in the social and political fabric of the state. Dholakia, Amit (2005) The focus of this book is on the potential that international mediation presents in conflict management and resolution in the case of India-Pakistan conflicts. Dasgupta, Chandrashekhar (2002) The book studies the military and diplomatic developments during 1947-48 involving the three key actors—Indi a, Pakistan and Britain and how these developments shaped their decision-making. Schofield, Victoria (2004) Schofield traces the political developments in Kashmir from the 16th centuryonwards when the Mughal rulers conquered the valley in undivided India. Dixit, Jyotindra Nath (2002) Its a detailed account of many contemporary events such as the hijacking of an Indian airplane by Pakistani terrorists in 1999 Dixit provides evidence of Pakistani involvement in numerous subversive activities in India in an attempt to destabilize the latter. Rizwan, Zeb & Chandran, Suba (2005) This book applies the established conflict resolution theory of ?ripeness‘ to study whetherthe Indo-Pak conflict has reached a stage of a mutually hurting stalemate and analysescertain preconditions that would make the timing ripe for resolution. Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003) This book is an account of the events that took place in 1990 that, without blowing into a full-scale war, brought India and Pakistan to the brink of it. Kumar, Radha (2005) This book is a brief, but lucid, account of India-Pakistan relations and the possibilities of peace between the two nations. Parthasarthy, Gopalapuram and Kumar, Radha (2006), The frameworks in this booklet, suggested by two leading analysts on Kashmir, offercomprehensive policy directions intended to settle the Kashmir dispute by mutual acceptance of all parties to the conflict.
Bose, Sumantra (1999) explores the approaches to peace in the case of the Kashmir conflict by taking into account the legitimate concerns of all parties to the conflict including territorial sovereignty, national security and the aspirations of the Kashmiri people. Noorani, A.G (2000) This article by an eminent Indian lawyer and constitutional expert, analyses the ceasefire declaration of the Hizb ul Mujahideen in 2000 and the implications for a peace process over the Kashmir dispute. Arambam, Lokendra (2007) This article, which is written by one of India's most respected theatre directors who also comes from Manipur, looks at the fault-lines between the three major communities in Manipur: Das, Rani Pathak (2008) This article traces the origins of militancy in Manipur. It is written by a scholar based at the Centre for Development and Peace Studies in Guwahati, India who has written on militancy and other peace and security-related issues for leading Indian research institutions. Gangte,T S (2007) This article analyses the struggle for identity generated by fragmented ethnic claims and counter claims among the hill peoples of Manipur. Hanjabam, Shukhdeba Sharma (2008) This article critically analyses the reasons for the rise of militancy in Manipur and looks at the effects the promulgation of the Armed Forces Special Powers Act 1958 (AFSPA) on the people of Manipur.
CHAPTER-3 RESEARCH METHODOLOGY
RESEARCH METHOLODGY
Research problem- My objective is to determine the causes of conflict management at workplace and also to study the impact of conflict management efficiency and to provide suggestions for occupational stress management. Research design- The research methodology is descriptive and analytical type as I have described and analyzed the pre stated facts regarding conflict management through case studies. DATA USED: SECONDARY DATA has been collected chiefly from the following sources: ? ? ? ? Research papers Journals Articles Internet
Data collection tools- Case study analysis is used. A deep insight is sought on increasing impact of conflicts at workplace.
CHAPTER-4 CASE STUDY ANALYSIS
CASE STUDIES CASE 1
M/s. Vishal Heavy Engineering Ltd. Bhopal has ten cadres of employees ranging from managing director to unskilled labour. The supervisors are diploma holders. Many of them get higher salaries than the engineering graduates. Unskilled labourers are given higher salary than the supervisor in three cases. Lower manager first is treated more personally than the lower manager three. Middle management consists of qualified, experienced engineers. The company distinguishes between MBA engineers, non- MBA engineers and only MBAs. The system is full of diverse attitudes and personalities. The organisation has started thinking about future problems of diverse nature which may come up. It has no problem as yet, but symptoms are seen at two or three places.
ANALYSIS Case Name Causes of conflict at Impact of conflict at Conflict work place work place management Strategies It leads to loss in The payroll system Unfair of remuneration plan- efficiency as should be reviewed. Middle level of employees are not management is given satisfied with their lower salary than the work. lower level of management. Unfair management practiceThe company distinguish MBA engineers, nonMBA engineers and only MBAs. It leads to arise in Management practice conflict among should be reviewed. various levels of management.
Inefficient management labour force.
INTERPRETATION:
After analysing the case, I felt that the main problem is diverse attitude of the organisation towards different employees of same qualification or position in the organisation.
CASE 2 Shirley and Abdul both work for a software development company
Shirley and Abdul both work for a software development company. The manager of the new product division was originally the leader of the project team for which she interviewed and hired Abdul. Shirley, another project team member, also interviewed Abdul, but strongly opposed hiring him for the project because she thought he was not competent to do the job. Seven months after Abdul was hired, the manager left the project to start her own company and recommended that Abdul and Shirley serve as joint project leaders. Shirley agreed reluctantlywith the stipulation that it be made clear she was not working for Abdul. The General Manager consented; Shirley and Abdul were to share the project leadership. Within a month Shirley was angry because Abdul was representing himself to others as the leader of the entire project and giving the impression that Shirley was working for him. Now Shirley and Abdul are meeting with you to see if you can resolve the conflict between them. Shirley says: "Right after the joint leadership arrangement was reached with the General Manager, Abdul called a meeting of the project team without even consulting me about the time or content. He just told me when it was being held and said I should be there. At the meeting, Abdul reviewed everyone's duties line by line, including mine, treating me as just another team member working for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him."
Abdul says: "Shirley is all hung up with feelings of power and titles. Just because I sign myself as project director doesn't mean she is working for me. I don't see anything to get excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she thinks I'm trying to run everything. Shirley has other things to do-other projects to run-so she doesn't pay too much attention to this one. She mostly lets things
slide. But when I take the initiative to set up a meeting, she starts jumping up and down about how I am trying to make her work for me."
ANALYSIS: Case Name Causes of conflict at Impact of conflict at Conflict work place work place management Strategies Conflict between the Differing Conflict between Meetings to be joint project leaders expectationssuperiors regarding organized before Shirley and Abdul. Expectation of their subordinates. interviewing a different employees candidate. from their peers. Competition within Loss in efficiency of Training should the organisation-Any workers. provided. one doesn‘t wants to be left behind. Work under A fear is developed in pressure-The the minds of the interviewer and the superiors. interviewee are forcefully asked to work as peers. be
They should be entrusted that their subordinates are promoted due to their efficiency.
INTERPRETATION: After analysing the case, I felt that the main problem is fear among the employees regarding their performance and promotion schemes.
CASE 3: When Conflict Boiled between the superior and the subordinate The National Globe Company of Delhi put in an advertisement in the ?Situation Vacant‘ column of the Statesman in April, 1997, for a typist in their Typing Section in the grade of Rs.1600-2500 (exclusive of dearness allowance). The office of the company flooded with applications from all over the country. After screening of applications, only twelve applicants were called for interview. Ten days after the interview, Ram Din, 25 years old and a graduate of the Lucknow University, received an appointment letter from the company. Ram Din joined the company on June 1, 1997. He was asked to report to the Section Officer incharge of the typing section. Ram Din was on probation for a period of six months. During the first months, it was observed that Ram Din did his work on time and intelligently. According to one filling clerk, he grasped his worked so quickly and easily that it made some of his colleagues green with envy. Usually after having finished his own assignment, he helped other people in the section. After about six months, when the probation was over, the Section Officer noticed that Ram Din starting leaving his room too often. Having observed Ram Din for about a week in his new habit, the Section Officer, Miss Saxena called him in her room. Miss Saxena : Ram Din, I see you leaving your seat too often these days. Ram Din : When I finish my work, I go to the canteen to take my tea. Miss Saxena : It is against office discipline to go to the canteen during the working hours. You can go to the
canteen during the lunch interval. Ram Din : You should be satisfied as long as I do my work. if my visits to the canteen interfere with my work, then I will stop going out. Miss Saxena kept Ram Din under close observation as a follow-up to her conversation with him. She found that Ram Din not only went out as frequently as he did before, he also took a few colleagues along. The Section Officer started giving Ram Din more work than was due to him. One morning there was an unpleasantness between Ram Din and Miss had asked to carry out an addiotnal assignment. Ram Din : Ever since I started going to the canteen for tea, you have been wanting my blood. If I default in my assignments, you have every right to pull me up. When I do my job regularly, why should I be persecuted for relaxing after every two hours. You are now giving me an assignment which is in addition to my normal work. Is it fair? Miss Saxena : You are exceeding your limits, Ram Din. In this office, you have to accept what I say. You have to carry out my instructions. You will have to do this assignment or else be prepared to suffer the consequences… Ram Din : You are now threatening. I know your motive. The motive is not to get work done. It is to teach me a lesson. Miss Saxena Ram Din : I warn you. Your behavior is undesirable. : I know what you are driving at. I might as well tell you it is not easy to dismiss me. Even if you Saxena. Miss Saxena
succeed in dismissing me, there is no dearth of jobs for a good typist. Having said this, Ram Din walked out. Miss Saxena reported it to Ravi Mohan, Manager incharge of the section. The manager called him and administered a strict warning.
Ravi Mohan
:
Miss Saxena has told me everything. You have to observe office discipline regardless of your efficiency. And also, avoid using strong language when talking to superiors.
Ram Din Ravi Mohan
: Yes, Sir, May I state my side of the story? : No, Miss Saxena has already told me every thing.
ANALYSIS:
Case Name
Causes of conflict at Impact of conflict at Conflict work place work place management Strategies
Conflict Boiled Difference in between the superior perception- Ram Din and the subordinate. who is a typist in National Globe Company of Delhi starting leaving his room too often during the working hours. Influencing othersRam Din not only went out as frequently as he did before, he also took a few colleagues along.
It affects the office discipline regardless of his efficiency and also using strong language while talking to superiors
Fair management practice should be adopted which can create feeling of fairness or just among the employees
Due to conflict between Ram Din and Miss Saxena he is disturbing the other employees as well.
Ram Din should be entrusted that he is important for the organization.
INTERPRETATION: After analysing the case, I felt that the main problem is that Ram Din who is a typist in National Globe Company of Delhi is breaking the discipline of the organization unconsciously and is interacting with his superiors quite abruptly. CASE 4: Laxman is a supervisor in charge of a manufacturing operation in a medium sized industry. A recent change in company procedures made it possible for employees to engage in job rotation. In a staff meeting held to discuss the possibility, Laxman came to know that out of the three subordinates, two wanted to change to a job rotation schedule, while one did not. After prolonged discussions with his superiors and pondering over the problem, Laxman approaches be followed to manage this conflict situation. (a) Simply tell all the three that job rotation will begin immediately. (b) Convince all the three that their interpersonal relationship are more important than any job rotation, thus getting them to agree to rotate job. (c) Workout an arrangement where job rotation occurs for a while, is stopped for a while, and so on, thus allowing each person to have his or her way part of the time. (d) Drop the idea of job rotation. .ANALYSIS:
Case Name
Causes of conflict Impact of conflict Conflict at work place at work place management Strategies Job rotation in the Resistance to Ineffective Convince all the organisation change- A recent communication three that their change in company among employees interpersonal procedures made it relationship are possible for more important employees to than any job engage in job rotation, thus rotation getting them to agree to rotate job.
INTERPRETATION: After analysing the case, I felt that the main problem is that there is no one solution to solve a conflict, one has to search for various alternatives and opt for the best one suited to the solve the conflict amicably.
CASE 5:
?Why haven‘t I received reimbursement for the two business trips I made last month? Asked R. Chidambaram as he entered Uma Sekaran‘s Office Chamber. Sekaran was the budget officer for the manufacturing division of Cachar Papers Mills, a manufacturer of news paper. Chidambaram was a technical troubleshooter who worked in manufacturing but frequently dealt with customer complaints that were channeled through sales representatives and national sales director‘s office. Sekaran responded, ?you know it takes nearly four weeks for expense reimbursement, and for one of those trips, your travel request was processed after you returned. The vice-president of manufacturing does not like to approve reimbursement after-the-fact. All travel is supposed to be preapproved and funds encumbered for travel?. ?I know that?, said Chidambaram, but some of these sales representatives want immediate attention to customer problems. They want me to go to the customer‘s warehouse to inspect our shipment when the customer refuses acceptance. I can‘t wait three days for approval. If I did, we
would lose customers. You know that the sales representatives want answers right away so that they can get their full commissions?. ?Furthermore?, continued Chidambaram, ?sometimes I have to charge lodging and meals on my own credit card, and the bills come due before I get reimbursed.? ?Request an advance,? countered Sekaran. ?There isn‘t time to get an advance, besides, advances are for only 80 per cent of expected expenses. I still have to pay some expenses out of my own pocket,? Chidambaram stated, frustrated. ?That‘s easy to handle. Overestimate your expenses by 20 per cent, and you can get an advance for 100 per cent of expenses,? Sekaran suggested. ?I think these emergency that last year and I lost,? Sekaran remarked. ?Well, you need to fight that battle again or change some of the reimbursement pro cedures. I am tired of bankrolling the company,? complained Chidambaram as he left Sekaran‘s office.
ANALYSIS:
Case Name Causes of conflict at Impact of conflict at Conflict work place work place management Strategies
Employee unsatisfied with the delay in reimbursement of expenses by the company.
Delay in executionAn employee has made two business trips yet he has not received the expenses incurred by the company.
It gives rise to conflict between the concerned employee and the budget officer.
The reimbursement of the expenses should be speeded up in accordance to trips.
INTERPRETATION:
After analysing the case, I felt that the main problem is that company is not able to manage its sales representatives along with the management of the company.
CHAPTER-5 FINDINGS
FINDINGS
The conflict management generally refers to the short or long-term management process used to resolve issues where either party is being stubborn, inflexible, difficult or whatever. Conflict management include: acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment. After analyzing the case studies the following intervention techniques were used:
? Collaborating: win/win ? Compromising: win some/lose some ? Accommodating: lose/win ? Competing: win/lose ? Avoiding: no winners/no losers
After analyzing the case studies the following problems were made: Poor communication channels, friction between two or more people/department, Friction between employee and manager, Lack of job recognition and employee development, Lack of support from management, Lack of information, Lack of resources, Salary negotiation deadlocks
The case studies had the following benefits:
? Increased understanding ? Increased group cohesion ? Improved self-knowledge ? Prevention and overcoming conflict resolution barriers and obstacles ? Employees become proficient at resolving conflicts
CHAPTER-6 CONCLUSION
CONCLUSION
Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict, hoping it will go away or not wanting to make a ?big deal out of nothing.? Research and personal experiences show us that, when we avoid conflict, the conflict actually escalates and our thoughts and feelings become more negative. Through conflict self-awareness we can more effectively manage our conflicts and therefore our professional and personal relationships. Furthermore, by discussing issues related to conflict management, teams can establish an expected protocol to be followed by team members when in conflict.
CHAPTER-7 SUGGESTIONS
SUGGESTIONS
1. Build good relationships before conflict occurs. 2. Listen to others‘ perspectives on the conflict solution.
3. Focus on solving problems, not changing people. 4. If you can‘t resolve the problem, turn to someone who can help. 5. Identify the problem. Make sure everyone involved knows exactly what the issue is, and why they are arguing. 6. Provide appropriate training for all employees. Teach everyone conflict-resolution skills, and expect people to use them.
CHAPTER-8 BIBILIOGRAPHY
BIBILIOGRAPHY
WEBSITES www.google.com
? ? ? ? ?
www.cios.org/encyclopedia/conflict/index.htm www.themanager.org/hr/workplace_conflict.htm www.wiziq.com/.../45951-Conflict-Management-at-Workplace www.allbusiness.com/.../workforce-management-conflict.../12260-1.html www.final-yearproject.com
www.wikipedia.com. BOOKS M N Mishra S.S. Khanka P. Subba Rao
CHAPTER-9 REFERENCES
REFERENCES
Swami, Praveen (2007), India, Pakistan and the Secret Jihad, Routledge, Oxford. Bose, Sumantra (2003), Kashmir: Roots of Conflict, Paths to Peace, Vistaar
Publications, New Delhi. Dholakia, Amit (2005), The Role of Mediation in Resolving India-Pakistan Conflict: Parameters and Possibilities, Manohar Publications, New Delhi. Dasgupta, Chandrashekhar (2002), War and Diplomacy in Kashmir 1947-48, Sage Publications, New Delhi. Schofield, Victoria (2004), Kashmir in Conflict: India, Pakistan and the Unending War, Viva Publications, New Delhi. Dixit, Jyotindra Nath (2002), India-Pakistan in War and Peace, Books Today, New Delhi. Rizwan, Zeb & Chandran, Suba (2005), Indo-Pak Conflicts: Ripe to Resolve? Manohar Publishers, New Delhi. Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003), Perception, Politics and Security in South Asia: The Compound Crisis of 1990, Routledge, London. Kumar, Radha (2005), Making Peace with Partition, Penguin, New Delhi. Parthasarthy, Gopalapuram and Kumar, Radha (2006), Frameworks for a Kashmir Settlement, Delhi Policy Group, New Delhi. Bose, Sumantra (1999), ?Kashmir: Sources of Conflict, Dimensions of Peace‘, Economic and Political Weekly, Vol. 34, No. 13 (March 27 - April 2), pp. 762-768. Noorani, A.G (2000), ?Questions about the Kashmir Ceasefire‘, Economic and Political Weekly, Vol. 35, No. 45 (November 4-10), pp. 3949-3958. Arambam, Lokendra (2007), Politics of ethnicity and armed violence in Manipur, Manipur Research Forum. Das, Rani Pathak (2008), ?Militancy in Manipur: Origin, Dynamics and Future‘, Asian Europe Journal, Vol.6, No 3-4. Gangte,T S (2007), Struggle for identity and land among the hill people of Manipur, Manipur Research Forum. Hanjabam, Shukhdeba Sharma (2008), ?The Meitei Upsurge in Manipur‘, Asia Europe Journal, Vol. 6, No.1.
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doc_776418054.docx
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 (
Research Reports on Conflict Management
SCOPE OF THE STUDY
Almost every academic discipline has its theoretical approach of understanding conflicts – economists are focused on game-theory and decision-making, psychologist explore interpersonal conflicts, sociologists take status and class conflicts as the focal point, while political science is centered on intra-national and international conflicts. Therefore to review the conflict literature as a whole is an almost impossible task. However, our conflict review, though mainly concentrated on interstate and international conflicts, will try to give short introduction of the disputed notions and different definitions of a complex phenomenon called conflict.
Students bring different ideas, goals, values, beliefs and needs to their teams and these differences are a primary strength of teams. These same differences inevitably lead to conflict, even if the level of conflict is low. Since conflict is inevitable, one of the ways in which faculty members can help students improve their abilities to function on multidisciplinary teams is to work with them to develop their understanding of conflict and their capabilities to manage and resolve conflict. What is conflict and conflict management. Why learn more about conflict and conflict management How do people respond to conflict What modes do people use to address conflict What factors can affect our conflict modes How might you select your conflict management style How might you apply this information
OBJECTIVES OF THE STUDY
1. To study the causes of conflicts at workplace. 2. To study the impact of conflicts at workplace. 3. To study the conflict management strategies and benefits.
CONTENTS
Chapter 1
Overview of the topic 1.1 Introduction 1.2 Conflict management at work place 1.3 What is conflict and conflict management? 1.4 People response towards conflict. Fight or flight 1.5 Conflict management techniques 1.6 Factors affecting our conflict modes 1.7 Types of Managerial Actions that Cause Workplace Conflicts 1.8 Key Managerial Actions 1.9 Conflict Resolution Continuum
Page 7 to 19
Chapter2 Chapter3 Chapter4
Literature review Research Methodology Case study analysis 4.1 Case study 1 4.2Case study 2 4.3 Case study 3 4.4 Case study 4 4.5 Case study 5
Page 20 to 22 Page 23 to 24 Page 25 to 34
Chapter 5 Chapter 6
Findings Conclusion
Page 35 to 36 Page 37 to 38
Chapter7 Chapter 8
Suggestion Bibliography
Page 39 to 40 Page 41 to 42
CHAPTER-1 INTRODUCTION
INTRODUCTION
Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive 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 nonproductive 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 your environment If we can learn to manage this highly probable event called conflict then we are less apt to practice destructive behaviors that will negatively impact our team. Although conflict may be misunderstood and unappreciated, research shows that unresolved conflict can lead to aggression. Most of us use conflict skills that we observed growing up, unless we have made a conscious effort to change our conflict management style.
CONFLICT MANAGEMENT AT WORK PLACE
Definition A conflict can be defined as an ongoing state of hostility between two or more people or groups. Conflict management on the other hand is the short or long-term management process used to resolve issues where either party is being stubborn, inflexible, difficult, or whatever. In most instances, conflicts between staff members and managers are silent. Staff members do not express their views or feelings of conflict openly in front of their immediate manager and prefer to voice their concerns or bad feelings about their manager to their colleagues, family members or friends. If you are currently facing a conflict situation in your working environment, have you looked at the root cause of this conflict There are a number of sources of conflict and here are just a few: • Poor communication channels. • Friction between two or more people/departments. • Friction between employee and manager. • Lack Job recognition and employee development. • Lack of support from management. • Operational changes to business. • Lack of information. • Lack of resources. • Salary negotiation deadlocks.
Conflict and conflict management Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined. Conflict might escalate and lead to nonproductive 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 nonproductive 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 your environment.
More about conflict and conflict management Listening, oral communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. When you learn to effectively manage and resolve conflicts with others, then more opportunities for successful team memberships are available to you. If we can learn to manage this highly probable event called conflict (we average five conflicts per day), then we are less apt to practice destructive behaviors that will negatively impact our team. Although conflict may be misunderstood and unappreciated, research shows that unresolved conflict can lead to aggression. Most of us use conflict skills that we observed growing up, unless we have made a conscious effort to change our conflict management style. Some of us observed good conflict management, while others observed faulty conflict management. Most of us have several reasons to improve our conflict-management skills. Faculty members should help students develop their conflict management skills. Most people do not resolve conflicts because they either have a faulty skill set and/or because they do not know the organization‘s policy on conflict management. All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement. People response towards conflict Fight or flight. Physiologically we respond to conflict in one of two ways—we want to ?get away from the conflict? or we are ready to ?take on anyone who comes our way.? Think for a moment about when you are in conflict. Do you want to leave or do you want to fight when a conflict presents itself? Neither physiological response is good or bad—it‘s personal response. What is important to learn, regardless of our initial physiological response to conflict, is that we should intentionally choose our response to conflict. Whether we feel like we want to fight or flee when a conflict arises, we can deliberately choose a conflict mode. By consciously choosing a conflict mode instead of to conflict, we are more likely to productively contribute to solving the problem at hand. Below are five conflict response modes that can be used in conflict.
Conflict management techniques Missionaries get into conflict with each other. Pastors and lay people get into conflict. Volunteers in ministry organizations find themselves in conflict. Human relations managers in businesses often find themselves managing situations of inter-personal conflict. Managing disagreements in ways that build personal and collegial relationships rather than harming them. Such disagreements or conflicts can occur between individuals or between groups of people. Here are five strategies from conflict management theory for managing stressful situations
.
? ? ? ? ?
Collaborating: win/win Compromising: win some/lose some Accommodating: lose/win Competing: win/lose Avoiding: no winners/no losers
Collaborating I win, you win Symbol: Owl Fundamental premise: Teamwork and cooperation help everyone achieve their goals while also maintaining relationships Strategic philosophy: The process of working through differences will lead to creative solutions that will satisfy both parties' concerns
When to use:
? ? ? ? ?
When there is a high level of trust When you don't want to have full responsibility When you want others to also have "ownership" of solutions When the people involved are willing to change their thinking as more information is found and new options are suggested When you need to work through animosity and hard feelings
Drawbacks:
? ?
The process takes lots of time and energy Some may take advantage of other people's trust and openness
Compromising You bend, I bend Symbol: Fox Fundamental premise: Winning something while losing a little is OK Strategic philosophy: Both ends are placed against the middle in an attempt to serve the "common good" while ensuring each person can maintain something of their original position
When to use:
? ? ?
When people of equal status are equally committed to goals When time can be saved by reaching intermediate settlements on individual parts of complex issues When goals are moderately important
Drawbacks:
? ? ?
Important values and long-term objectives can be derailed in the process May not work if initial demands are too great Can spawn cynicism, especially if there's no commitment to honor the compromise solutions
Accommodating I lose, you win Symbol: Teddy Bear Fundamental premise: Working toward a common purpose is more important than any of the peripheral concerns; the trauma of confronting differences may damage fragile relationships Strategic philosophy: Appease others by downplaying conflict, thus protecting the relationship When to use:
? ? ? ? ? ? ?
When an issue is not as important to you as it is to the other person When you realize you are wrong When you are willing to let others learn by mistake When you know you cannot win When it is not the right time and you would prefer to simply build credit for the future When harmony is extremely important When what the parties have in common is a good deal more important than their differences
Drawbacks:
? ?
One's own ideas don't get attention Credibility and influence can be lost
Competing I win, you lose Symbol: Shark Fundamental premise: Associates "winning" a conflict with competition Strategic philosophy: When goals are extremely important, one must sometimes use power to win When to use:
? ? ? ?
When you know you are right When time is short and a quick decision is needed When a strong personality is trying to steamroller you and you don't want to be taken advantage of When you need to stand up for your rights
Drawbacks:
? ?
Can escalate conflict Losers may retaliate
Avoiding No winners, no losers Symbol: Turtle Fundamental premise: This isn't the right time or place to address this issue Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or postponing When to use:
? ? ? ?
When the conflict is small and relationships are at stake When you're counting to ten to cool off When more important issues are pressing and you feel you don't have time to deal with this particular one When you have no power and you see no chance of getting your concerns met
Factors affecting our conflict modes
Some factors that can impact how we respond to conflict are listed below with explanations of how these factors might affect us. • Gender Some of us were socialized to use particular conflict modes because of our gender. For example, some males, because they are male, were taught ?always stand up to someone, and, if you have to fight, then fight.? If one was socialized this way he will be mo re likely to use assertive conflict modes versus using cooperative modes. • Self-concept The way we think and feel about ourselves affect how we approach conflict. We think our thoughts, feelings, and opinions are worth being heard by the person with whom we are in conflict. • Expectations We believe the other person or our team wants to resolve the conflict. • Situation Where is the conflict occurring, do we know the person we are in conflict with, and is the conflict personal or professional. • Position (Power) What is our power status relationship, (that is, equal, more, or less) with the person with whom we are in conflict. • Practice Practice involves being able to use all five conflict modes effectively, being able to determine what conflict mode would be most effective to resolve the conflict, and the ability to change modes as necessary while engaged in conflict. • Determining the best mode Through knowledge about conflict and through practice we develop a ?conflict management understanding? and can, with ease and limited energy, determine what conflict mode to use with the particular person with whom we are in conflict. • Communication skills The essence of conflict resolution and conflict management is the ability to communicate effectively. People who have and use effective communication will resolve their conflicts with greater ease and success. • Life experiences As mentioned earlier, we often practice the conflict modes we saw our primary caretaker(s) use unless we have made a conscious choice as adults to change or adapt our conflict styles. Some of us had great role models teach us to manage our conflicts and others of us had less-than-great role models. Our life experiences, both personal and professional, have taught us to frame conflict as either something positive that can be worked through or something negative to be avoided and ignored at all costs. Discerning how we manage our conflict, why we manage conflict the way we do, and thinking about the value of engaging in conflict with others are important. With better understanding we can make informed choices about how we engage in conflict and when we will engage in conflict. The next section provides points for us to consider when determining if we will enter into a conflict situation or not.
Types of Managerial Actions that Cause Workplace Conflicts
1. Poor communications a. Employees experience continuing surprises, they aren't informed of new decisions, programs, etc. b. Employees don't understand reasons for decisions, they aren't involved in decision-making. c. As a result, employees trust the "rumor mill" more than management. 2. The alignment or the amount of resources is insufficient. a. Disagreement about "who does what". b. Stress from working with inadequate resources. 3. "Personal chemistry", including conflicting values or actions among managers and employees, for example: a. Strong personal natures don't match. b. We often don't like in others what we don't like in ourselves. 4. Leadership problems, including inconsistent, missing, too-strong or uninformed leadership (at any level in the organization), evidenced by: a. Avoiding conflict, "passing the buck" with little follow-through on decisions. b. Employees see the same continued issues in the workplace. c. Supervisors don't understand the jobs of their subordinates.
Key Managerial Actions / Structures to Minimize Conflicts
1. Regularly review job descriptions. Get your employee's input to them. Write down and date job descriptions. Ensure: a. Job roles don't conflict. b. No tasks "fall in a crack". 2. Intentionally build relationships with all subordinates. a. Meet at least once a month alone with them in office. b. Ask about accomplishments, challenges and issues. 3. Get regular, written status reports and include: a. Accomplishments. b. Currents issues and needs from management. c. Plans for the upcoming period. 4. Conduct basic training about: a. Interpersonal communications. b. Conflict management. c. Delegation. 5. Develop procedures for routine tasks and include the employees' input. a. Have employees write procedures when possible and appropriate. b. Get employees' review of the procedures. c. Distribute the procedures. d. Train employees about the procedures. 6. Regularly hold management meetings, for example, every month, to communicate new initiatives and status of current programs. 7. Consider an anonymous suggestion box in which employees can provide suggestions
A key attitude for anyone negotiating a conflict is to “walk a mile in my shoes”. Attempt to view the conflict through the other parties? eyes. This will help a great deal in getting past perceptions that block resolution.
Key Messages About Conflict Conflict is neither good nor bad Conflict is inevitable Conflict does not have to result in winners and losers In conflict both parties tend to believe that their opinion is fact Too often both parties see themselves as innocent victims who represent the side of truth and fairness Too often both parties perceive all destructive acts carried out by others completely blind to identical acts carried out by self or those on „my? side.
Basic Methods for Resolving Conflict
Methods What Happens When Used: One‘s power, position or strength settles the conflict. I‘m OK, you‘re not OK Mutual respect and agreement to work together to resolve results in I‘m OK, You‘re OK Each party gives up something in order to meet midway, often leaving both parties dissatisfied we‘re both sort of OK People just avoid a conflict by denying its existence I‘m not OK; you‘re not OK Differences are played down and surface harmony is maintained. you‘re OK, I‘m not OK Appropriate to Use When: When power comes with position of authority and this method has been agreed upon Time is available; parties committed to working together as we versus the problem, not we-they Both parties are better off with a compromise than attempting a win-lose stance Inappropriate to Use When: Losers are powerless to express themselves; their concerns
Power or Compete (FIGHT)
Collaboration (FACE)
Time, commitment and ability are not present
Compromise or Negotiation
Solution becomes so watered down that commitment by both parties is doubtful
Denial, Avoidance (FLIGHT)
Conflict is relatively unimportant, timing is wrong, a cooling off period is needed
Conflict is important and will not disappear, but will continue to build
Accommodating, Smoothing Over (FREEZE)
When preservation of the relationship is more important at the moment
If smoothing over leads to evading the issue when others are ready to deal with it
Conflict Resolution Continuum
Negotiation discussion between two parties, working toward reaching agreement, without assistance Mediation a voluntary process with an impartial third party helping disputing parties to reach a mutually beneficial agreement Arbitration using an independent third party to settle a dispute; third party determines a binding settlement Adjudication conflict is resolved using the justice system with judge &/or jury
CHAPTER-2 LITERATURE REVIEW
LITERATURE REVIEW
Swami, Praveen (2007) argues that the intensity and longevity of the conflict cannot be explained through reasons of a failure in the modern state system. Bose, Sumantra (2003) The author brings out the peculiarity of the conflict, which he terms as essentially about sovereignty, by uncovering the layers of differences in the social and political fabric of the state. Dholakia, Amit (2005) The focus of this book is on the potential that international mediation presents in conflict management and resolution in the case of India-Pakistan conflicts. Dasgupta, Chandrashekhar (2002) The book studies the military and diplomatic developments during 1947-48 involving the three key actors—Indi a, Pakistan and Britain and how these developments shaped their decision-making. Schofield, Victoria (2004) Schofield traces the political developments in Kashmir from the 16th centuryonwards when the Mughal rulers conquered the valley in undivided India. Dixit, Jyotindra Nath (2002) Its a detailed account of many contemporary events such as the hijacking of an Indian airplane by Pakistani terrorists in 1999 Dixit provides evidence of Pakistani involvement in numerous subversive activities in India in an attempt to destabilize the latter. Rizwan, Zeb & Chandran, Suba (2005) This book applies the established conflict resolution theory of ?ripeness‘ to study whetherthe Indo-Pak conflict has reached a stage of a mutually hurting stalemate and analysescertain preconditions that would make the timing ripe for resolution. Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003) This book is an account of the events that took place in 1990 that, without blowing into a full-scale war, brought India and Pakistan to the brink of it. Kumar, Radha (2005) This book is a brief, but lucid, account of India-Pakistan relations and the possibilities of peace between the two nations. Parthasarthy, Gopalapuram and Kumar, Radha (2006), The frameworks in this booklet, suggested by two leading analysts on Kashmir, offercomprehensive policy directions intended to settle the Kashmir dispute by mutual acceptance of all parties to the conflict.
Bose, Sumantra (1999) explores the approaches to peace in the case of the Kashmir conflict by taking into account the legitimate concerns of all parties to the conflict including territorial sovereignty, national security and the aspirations of the Kashmiri people. Noorani, A.G (2000) This article by an eminent Indian lawyer and constitutional expert, analyses the ceasefire declaration of the Hizb ul Mujahideen in 2000 and the implications for a peace process over the Kashmir dispute. Arambam, Lokendra (2007) This article, which is written by one of India's most respected theatre directors who also comes from Manipur, looks at the fault-lines between the three major communities in Manipur: Das, Rani Pathak (2008) This article traces the origins of militancy in Manipur. It is written by a scholar based at the Centre for Development and Peace Studies in Guwahati, India who has written on militancy and other peace and security-related issues for leading Indian research institutions. Gangte,T S (2007) This article analyses the struggle for identity generated by fragmented ethnic claims and counter claims among the hill peoples of Manipur. Hanjabam, Shukhdeba Sharma (2008) This article critically analyses the reasons for the rise of militancy in Manipur and looks at the effects the promulgation of the Armed Forces Special Powers Act 1958 (AFSPA) on the people of Manipur.
CHAPTER-3 RESEARCH METHODOLOGY
RESEARCH METHOLODGY
Research problem- My objective is to determine the causes of conflict management at workplace and also to study the impact of conflict management efficiency and to provide suggestions for occupational stress management. Research design- The research methodology is descriptive and analytical type as I have described and analyzed the pre stated facts regarding conflict management through case studies. DATA USED: SECONDARY DATA has been collected chiefly from the following sources: ? ? ? ? Research papers Journals Articles Internet
Data collection tools- Case study analysis is used. A deep insight is sought on increasing impact of conflicts at workplace.
CHAPTER-4 CASE STUDY ANALYSIS
CASE STUDIES CASE 1
M/s. Vishal Heavy Engineering Ltd. Bhopal has ten cadres of employees ranging from managing director to unskilled labour. The supervisors are diploma holders. Many of them get higher salaries than the engineering graduates. Unskilled labourers are given higher salary than the supervisor in three cases. Lower manager first is treated more personally than the lower manager three. Middle management consists of qualified, experienced engineers. The company distinguishes between MBA engineers, non- MBA engineers and only MBAs. The system is full of diverse attitudes and personalities. The organisation has started thinking about future problems of diverse nature which may come up. It has no problem as yet, but symptoms are seen at two or three places.
ANALYSIS Case Name Causes of conflict at Impact of conflict at Conflict work place work place management Strategies It leads to loss in The payroll system Unfair of remuneration plan- efficiency as should be reviewed. Middle level of employees are not management is given satisfied with their lower salary than the work. lower level of management. Unfair management practiceThe company distinguish MBA engineers, nonMBA engineers and only MBAs. It leads to arise in Management practice conflict among should be reviewed. various levels of management.
Inefficient management labour force.
INTERPRETATION:
After analysing the case, I felt that the main problem is diverse attitude of the organisation towards different employees of same qualification or position in the organisation.
CASE 2 Shirley and Abdul both work for a software development company
Shirley and Abdul both work for a software development company. The manager of the new product division was originally the leader of the project team for which she interviewed and hired Abdul. Shirley, another project team member, also interviewed Abdul, but strongly opposed hiring him for the project because she thought he was not competent to do the job. Seven months after Abdul was hired, the manager left the project to start her own company and recommended that Abdul and Shirley serve as joint project leaders. Shirley agreed reluctantlywith the stipulation that it be made clear she was not working for Abdul. The General Manager consented; Shirley and Abdul were to share the project leadership. Within a month Shirley was angry because Abdul was representing himself to others as the leader of the entire project and giving the impression that Shirley was working for him. Now Shirley and Abdul are meeting with you to see if you can resolve the conflict between them. Shirley says: "Right after the joint leadership arrangement was reached with the General Manager, Abdul called a meeting of the project team without even consulting me about the time or content. He just told me when it was being held and said I should be there. At the meeting, Abdul reviewed everyone's duties line by line, including mine, treating me as just another team member working for him. He sends out letters and signs himself as project director, which obviously implies to others that I am working for him."
Abdul says: "Shirley is all hung up with feelings of power and titles. Just because I sign myself as project director doesn't mean she is working for me. I don't see anything to get excited about. What difference does it make? She is too sensitive about everything. I call a meeting and right away she thinks I'm trying to run everything. Shirley has other things to do-other projects to run-so she doesn't pay too much attention to this one. She mostly lets things
slide. But when I take the initiative to set up a meeting, she starts jumping up and down about how I am trying to make her work for me."
ANALYSIS: Case Name Causes of conflict at Impact of conflict at Conflict work place work place management Strategies Conflict between the Differing Conflict between Meetings to be joint project leaders expectationssuperiors regarding organized before Shirley and Abdul. Expectation of their subordinates. interviewing a different employees candidate. from their peers. Competition within Loss in efficiency of Training should the organisation-Any workers. provided. one doesn‘t wants to be left behind. Work under A fear is developed in pressure-The the minds of the interviewer and the superiors. interviewee are forcefully asked to work as peers. be
They should be entrusted that their subordinates are promoted due to their efficiency.
INTERPRETATION: After analysing the case, I felt that the main problem is fear among the employees regarding their performance and promotion schemes.
CASE 3: When Conflict Boiled between the superior and the subordinate The National Globe Company of Delhi put in an advertisement in the ?Situation Vacant‘ column of the Statesman in April, 1997, for a typist in their Typing Section in the grade of Rs.1600-2500 (exclusive of dearness allowance). The office of the company flooded with applications from all over the country. After screening of applications, only twelve applicants were called for interview. Ten days after the interview, Ram Din, 25 years old and a graduate of the Lucknow University, received an appointment letter from the company. Ram Din joined the company on June 1, 1997. He was asked to report to the Section Officer incharge of the typing section. Ram Din was on probation for a period of six months. During the first months, it was observed that Ram Din did his work on time and intelligently. According to one filling clerk, he grasped his worked so quickly and easily that it made some of his colleagues green with envy. Usually after having finished his own assignment, he helped other people in the section. After about six months, when the probation was over, the Section Officer noticed that Ram Din starting leaving his room too often. Having observed Ram Din for about a week in his new habit, the Section Officer, Miss Saxena called him in her room. Miss Saxena : Ram Din, I see you leaving your seat too often these days. Ram Din : When I finish my work, I go to the canteen to take my tea. Miss Saxena : It is against office discipline to go to the canteen during the working hours. You can go to the
canteen during the lunch interval. Ram Din : You should be satisfied as long as I do my work. if my visits to the canteen interfere with my work, then I will stop going out. Miss Saxena kept Ram Din under close observation as a follow-up to her conversation with him. She found that Ram Din not only went out as frequently as he did before, he also took a few colleagues along. The Section Officer started giving Ram Din more work than was due to him. One morning there was an unpleasantness between Ram Din and Miss had asked to carry out an addiotnal assignment. Ram Din : Ever since I started going to the canteen for tea, you have been wanting my blood. If I default in my assignments, you have every right to pull me up. When I do my job regularly, why should I be persecuted for relaxing after every two hours. You are now giving me an assignment which is in addition to my normal work. Is it fair? Miss Saxena : You are exceeding your limits, Ram Din. In this office, you have to accept what I say. You have to carry out my instructions. You will have to do this assignment or else be prepared to suffer the consequences… Ram Din : You are now threatening. I know your motive. The motive is not to get work done. It is to teach me a lesson. Miss Saxena Ram Din : I warn you. Your behavior is undesirable. : I know what you are driving at. I might as well tell you it is not easy to dismiss me. Even if you Saxena. Miss Saxena
succeed in dismissing me, there is no dearth of jobs for a good typist. Having said this, Ram Din walked out. Miss Saxena reported it to Ravi Mohan, Manager incharge of the section. The manager called him and administered a strict warning.
Ravi Mohan
:
Miss Saxena has told me everything. You have to observe office discipline regardless of your efficiency. And also, avoid using strong language when talking to superiors.
Ram Din Ravi Mohan
: Yes, Sir, May I state my side of the story? : No, Miss Saxena has already told me every thing.
ANALYSIS:
Case Name
Causes of conflict at Impact of conflict at Conflict work place work place management Strategies
Conflict Boiled Difference in between the superior perception- Ram Din and the subordinate. who is a typist in National Globe Company of Delhi starting leaving his room too often during the working hours. Influencing othersRam Din not only went out as frequently as he did before, he also took a few colleagues along.
It affects the office discipline regardless of his efficiency and also using strong language while talking to superiors
Fair management practice should be adopted which can create feeling of fairness or just among the employees
Due to conflict between Ram Din and Miss Saxena he is disturbing the other employees as well.
Ram Din should be entrusted that he is important for the organization.
INTERPRETATION: After analysing the case, I felt that the main problem is that Ram Din who is a typist in National Globe Company of Delhi is breaking the discipline of the organization unconsciously and is interacting with his superiors quite abruptly. CASE 4: Laxman is a supervisor in charge of a manufacturing operation in a medium sized industry. A recent change in company procedures made it possible for employees to engage in job rotation. In a staff meeting held to discuss the possibility, Laxman came to know that out of the three subordinates, two wanted to change to a job rotation schedule, while one did not. After prolonged discussions with his superiors and pondering over the problem, Laxman approaches be followed to manage this conflict situation. (a) Simply tell all the three that job rotation will begin immediately. (b) Convince all the three that their interpersonal relationship are more important than any job rotation, thus getting them to agree to rotate job. (c) Workout an arrangement where job rotation occurs for a while, is stopped for a while, and so on, thus allowing each person to have his or her way part of the time. (d) Drop the idea of job rotation. .ANALYSIS:
Case Name
Causes of conflict Impact of conflict Conflict at work place at work place management Strategies Job rotation in the Resistance to Ineffective Convince all the organisation change- A recent communication three that their change in company among employees interpersonal procedures made it relationship are possible for more important employees to than any job engage in job rotation, thus rotation getting them to agree to rotate job.
INTERPRETATION: After analysing the case, I felt that the main problem is that there is no one solution to solve a conflict, one has to search for various alternatives and opt for the best one suited to the solve the conflict amicably.
CASE 5:
?Why haven‘t I received reimbursement for the two business trips I made last month? Asked R. Chidambaram as he entered Uma Sekaran‘s Office Chamber. Sekaran was the budget officer for the manufacturing division of Cachar Papers Mills, a manufacturer of news paper. Chidambaram was a technical troubleshooter who worked in manufacturing but frequently dealt with customer complaints that were channeled through sales representatives and national sales director‘s office. Sekaran responded, ?you know it takes nearly four weeks for expense reimbursement, and for one of those trips, your travel request was processed after you returned. The vice-president of manufacturing does not like to approve reimbursement after-the-fact. All travel is supposed to be preapproved and funds encumbered for travel?. ?I know that?, said Chidambaram, but some of these sales representatives want immediate attention to customer problems. They want me to go to the customer‘s warehouse to inspect our shipment when the customer refuses acceptance. I can‘t wait three days for approval. If I did, we
would lose customers. You know that the sales representatives want answers right away so that they can get their full commissions?. ?Furthermore?, continued Chidambaram, ?sometimes I have to charge lodging and meals on my own credit card, and the bills come due before I get reimbursed.? ?Request an advance,? countered Sekaran. ?There isn‘t time to get an advance, besides, advances are for only 80 per cent of expected expenses. I still have to pay some expenses out of my own pocket,? Chidambaram stated, frustrated. ?That‘s easy to handle. Overestimate your expenses by 20 per cent, and you can get an advance for 100 per cent of expenses,? Sekaran suggested. ?I think these emergency that last year and I lost,? Sekaran remarked. ?Well, you need to fight that battle again or change some of the reimbursement pro cedures. I am tired of bankrolling the company,? complained Chidambaram as he left Sekaran‘s office.
ANALYSIS:
Case Name Causes of conflict at Impact of conflict at Conflict work place work place management Strategies
Employee unsatisfied with the delay in reimbursement of expenses by the company.
Delay in executionAn employee has made two business trips yet he has not received the expenses incurred by the company.
It gives rise to conflict between the concerned employee and the budget officer.
The reimbursement of the expenses should be speeded up in accordance to trips.
INTERPRETATION:
After analysing the case, I felt that the main problem is that company is not able to manage its sales representatives along with the management of the company.
CHAPTER-5 FINDINGS
FINDINGS
The conflict management generally refers to the short or long-term management process used to resolve issues where either party is being stubborn, inflexible, difficult or whatever. Conflict management include: acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment. After analyzing the case studies the following intervention techniques were used:
? Collaborating: win/win ? Compromising: win some/lose some ? Accommodating: lose/win ? Competing: win/lose ? Avoiding: no winners/no losers
After analyzing the case studies the following problems were made: Poor communication channels, friction between two or more people/department, Friction between employee and manager, Lack of job recognition and employee development, Lack of support from management, Lack of information, Lack of resources, Salary negotiation deadlocks
The case studies had the following benefits:
? Increased understanding ? Increased group cohesion ? Improved self-knowledge ? Prevention and overcoming conflict resolution barriers and obstacles ? Employees become proficient at resolving conflicts
CHAPTER-6 CONCLUSION
CONCLUSION
Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict, hoping it will go away or not wanting to make a ?big deal out of nothing.? Research and personal experiences show us that, when we avoid conflict, the conflict actually escalates and our thoughts and feelings become more negative. Through conflict self-awareness we can more effectively manage our conflicts and therefore our professional and personal relationships. Furthermore, by discussing issues related to conflict management, teams can establish an expected protocol to be followed by team members when in conflict.
CHAPTER-7 SUGGESTIONS
SUGGESTIONS
1. Build good relationships before conflict occurs. 2. Listen to others‘ perspectives on the conflict solution.
3. Focus on solving problems, not changing people. 4. If you can‘t resolve the problem, turn to someone who can help. 5. Identify the problem. Make sure everyone involved knows exactly what the issue is, and why they are arguing. 6. Provide appropriate training for all employees. Teach everyone conflict-resolution skills, and expect people to use them.
CHAPTER-8 BIBILIOGRAPHY
BIBILIOGRAPHY
WEBSITES www.google.com
? ? ? ? ?
www.cios.org/encyclopedia/conflict/index.htm www.themanager.org/hr/workplace_conflict.htm www.wiziq.com/.../45951-Conflict-Management-at-Workplace www.allbusiness.com/.../workforce-management-conflict.../12260-1.html www.final-yearproject.com
www.wikipedia.com. BOOKS M N Mishra S.S. Khanka P. Subba Rao
CHAPTER-9 REFERENCES
REFERENCES
Swami, Praveen (2007), India, Pakistan and the Secret Jihad, Routledge, Oxford. Bose, Sumantra (2003), Kashmir: Roots of Conflict, Paths to Peace, Vistaar
Publications, New Delhi. Dholakia, Amit (2005), The Role of Mediation in Resolving India-Pakistan Conflict: Parameters and Possibilities, Manohar Publications, New Delhi. Dasgupta, Chandrashekhar (2002), War and Diplomacy in Kashmir 1947-48, Sage Publications, New Delhi. Schofield, Victoria (2004), Kashmir in Conflict: India, Pakistan and the Unending War, Viva Publications, New Delhi. Dixit, Jyotindra Nath (2002), India-Pakistan in War and Peace, Books Today, New Delhi. Rizwan, Zeb & Chandran, Suba (2005), Indo-Pak Conflicts: Ripe to Resolve? Manohar Publishers, New Delhi. Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003), Perception, Politics and Security in South Asia: The Compound Crisis of 1990, Routledge, London. Kumar, Radha (2005), Making Peace with Partition, Penguin, New Delhi. Parthasarthy, Gopalapuram and Kumar, Radha (2006), Frameworks for a Kashmir Settlement, Delhi Policy Group, New Delhi. Bose, Sumantra (1999), ?Kashmir: Sources of Conflict, Dimensions of Peace‘, Economic and Political Weekly, Vol. 34, No. 13 (March 27 - April 2), pp. 762-768. Noorani, A.G (2000), ?Questions about the Kashmir Ceasefire‘, Economic and Political Weekly, Vol. 35, No. 45 (November 4-10), pp. 3949-3958. Arambam, Lokendra (2007), Politics of ethnicity and armed violence in Manipur, Manipur Research Forum. Das, Rani Pathak (2008), ?Militancy in Manipur: Origin, Dynamics and Future‘, Asian Europe Journal, Vol.6, No 3-4. Gangte,T S (2007), Struggle for identity and land among the hill people of Manipur, Manipur Research Forum. Hanjabam, Shukhdeba Sharma (2008), ?The Meitei Upsurge in Manipur‘, Asia Europe Journal, Vol. 6, No.1.
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