APPRAISAL OF THE NATURE AND FRAME WORK FOR MANAGEMENT OF ORGANISATIONAL CONFLICT
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APPRAISAL OF THE NATURE AND FRAME WORK FOR MANAGEMENT OF ORGANISATIONAL CONFLICT
ABSTRACT
The research gives an assessment of the nature and framework for managing organisational conflict. It provides a structural analysis of the structure of organisational conflict and its effect on elucidating the nature and framework for organisational conflict management.
The study evaluates the process of conflict management and resolution as essential for peace and industrial harmony.A case study is undertaken on the nature and methodology for managing organisational conflict in the public service of Ogun State.
CHAPITRE ONE
INTRODUCTION
BACKGROUND OF THE STUDY
An organisational conflict has been defined as a perceived condition that exists between parties in which one or more of the parties perceives goal incompatibility and the possibility of interfering with the achievement of others’ goals.
According to Albanese (1998), there are three propositions concerning conflict.These ideas are that conflict originates within a setting of interdependence; conflict might occur or expand because of the similarities of organisational members’ requirements. Conflict management necessitates both the reduction and stimulation of the amount of conflict.
There is a need to shed more light on the conflict process in order to have a better knowledge of the settlement of industrial conflict. According to Albanese (1998), conflict is a dynamic process in nature.It also implies that conflict involves a time sequence and a series of events rather than a discrete occurrence that occurs at a single point in time.
Furthermore, as described in Albanese (1998), process models of behaviour position the parties in conflict in a time sequence of events, and behaviour is supposed to be directly.
Influenced by previous occurrences and expectation of future happenings. According to Albanese (1998), knowing how to manage and cope with conflict is becoming increasingly important for managers.
This viewpoint is correct due to a number of dynamics acting both within and outside of businesses that make conflict a more likely feature of managerial difficulties. Essentially, conflict can have an impact on all aspects of job performance, including role perception, abilities and skills, motivation, and the situational setting.
According to Albanese (1998), Mary Parker Follett presented three major approaches to conflict resolution: dominance, compromise, and integration. As a result, domination is considered as a style employed by someone in a position of power.
This is now considered a lose-lose strategy. The integration style, on the other hand, is a win-win approach to conflict resolution. The style entails a creative, problem-solving approach to dispute resolution. Compromise entails creating a scenario in which the parties in conflict share some win and some loss.
There is a two-dimensional method to managing organisational conflict in current times. Thus, the technique is viewed in essence. One dimension shows a person’s level of concern for his or her own interests or ambitions. The other person represents the person’s concern for the other person’s interests or ambitions. T
his is a simplified picture of the modern approach to organisational conflict management. There are five primary conflict-management styles: rivalry, avoidance, accommodation, compromise, and collaboration.
As a result, the research seeks to provide an assessment of the nature and methodology for managing organisational conflict.
STATEMENT OF THE PROBLEM
An organisational conflict has been defined as a perceived condition that exists between parties in which one or more of the parties perceives goal incompatibility and the possibility of interfering with the achievement of others’ goals.
Organisational conflict appears to be an unavoidable condition in light of changing economic circumstances. Workers must always make requests and occasionally struggle against management policies that are perceived to be in their best interests.
However, many organisations do not anticipate or develop a framework for dealing with this conflict. As a result, they have an impact on work development and organisational peace.
An organisation that lacks industrial peace and harmony cannot achieve its aims and objectives, nor can it increase worker productivity. As a result, the problem confronting this research is to provide an assessment of the nature and methodology for managing organisational conflict using an Ogun state civil service case study.
1.3 RESEARCH QUESTION
1. What exactly is organisational conflict?
2. What is the nature and structure for organisational conflict management?
3. What is the nature and framework for organisational conflict management in the Ogun State Civil Service?
1.4 THE OBJECTIVES OF THE RESEARCH
1. Identifying the nature of organisational conflict
2. To identify the nature and framework for managing organisational conflict.
3. Identify the nature and framework for managing organisational conflict in the Ogun State Civil Service.
1.5 THE SIGNIFICANCE OF THE RESEARCH
The findings will serve as a guiding principle in the development of a framework for managing organisational conflict.
It will also be a valuable source of information for managers and labour leaders.
1.6 THE HYPOTHESIS’S STATEMENT
1. Ho: There is little friction in the civil service in Ogun State.
Hi: The level of conflict in the civil service of Ogun State is considerable.
2. Ho: The framework for conflict management is not given much attention in the government service of Ogun State.
Hello: The framework for conflict management receives a lot of attention in the civil service of Ogun State.
3. Ho: The framework for the management of organisational conflict in the Ogun State Civil Service has had little impact.
Hi: The framework for the management of organisational conflict has a significant impact on the civil service of Ogun State.
1.7 OBJECTIVE OF THE STUDY
The research focuses on evaluating the nature and structure for managing organisational conflict.
It presents a structural research on the nature of organisational conflict and proposes guiding principles for organisational conflict management.
DEFINITION OF TERMS DEFINED ORGANISATIONAL CONFLICT
An organisational conflict has been defined as a perceived condition that exists between parties in which one or more of the parties perceives goal incompatibility and the possibility of interfering with the achievement of others’ goals.
DEFINITION OF COMPETITION
This strategy emphasises assertiveness while minimising competitiveness.The approach to conflict is primarily power orientated, with a win-lose strategy.
DEFINITION OF AVOIDANCE
According to Albanese (1998), an avoidance style may show a failure to confront critical issues and a tendency to remain neutral when a stance must be taken, and hence is of no value as a model of conflict management.
DEFINED ACCOMMODATION
The accommodating approach has a low regard for assertiveness and a high regard for cooperativeness. As a result, Albanese (1998) contends that
A person who adopts an accommodating manner as his primary method to dispute resolution may be unconcerned with his personal ambitions. This can result in a loss of influence and notoriety; however, the style can be used to achieve acceptance and affinity.
COMPROMISE
The style emphasises prioritising convenience over ideals while seeking short-term solutions at the price of long-term goals.
COLLABORATION
In terms of personal aims and the goals of others, the collaborative method requires a posture of strong assertiveness and high cooperativeness.
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