CONFLICT MANAGEMENT’S EFFECT ON ORGANISATIONAL PERFORMANCE (AN EXAMPLE OF AJAOKUTA STEEL COMPANY IN KOGI STATE)
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FIRST CHAPTER
INTRODUCTION
1.1 Background of the Study
Generally, conflict is regarded as a disagreement regarding interests or concepts (Esquirel and Kleiner, 1997). Organisational conflict is the disagreement that arises when the goals, interests, or values of different persons or organizations are incompatible, and when those individuals or groups obstruct or tend to frustrate one other’s efforts to attain their goals. According to the creator of modern business administration Robert C. Apple (2006), it is difficult to forecast or model human activity systems. According to Dr. Okibe Micheal Udeh’s (2009) essay titled ‘Conflict Management,’ conflict management might be the most bothersome component of an organization’s procedures, or it can be the next tremendous impetus for action.
Conflict is an unavoidable aspect of organizational life due to the frequently contradictory interests of various stakeholders, such as managers and employees (Jones et al, 2000). As people struggle for jobs, resources, power, recognition, and security, Bagshaw (1998) observed that conflict is a feature of life, both in organizations and other spheres of life. Dealing with conflict is distinct because it elicits primordial feelings, such as apprehension, fight or flight. Effective conflict management increases the productivity and effectiveness of an organization. Effective conflict management is the process by which an organization achieves its goals by combining the efforts of individuals and groups.
According to the integrationist view described by Sev (2002), conflict improves the effectiveness of organizations by promoting change and enhancing decision making. Conflict serves a purpose when it inspires the search for new and improved ways of doing things. Conflict is a dispute that, due to its negative connotation, hinders productivity, morale, and group performance or creates rival coalitions or decreases production. According to Robins S.P. (2004), there are three fundamental approaches to organizational conflict: conventional, behavioral, and integrationist.
The old perspective was that conflict was both necessary and destructive; hence, early observers of conflict in an organization believed that its emergence was a strong indication that something was wrong with the organization. They felt that conflict arose when managers failed to follow basic management principles in controlling the organization’s affairs and when communication between management and employees broke down.
According to the behavioral view of conflict, conflict is a common occurrence in organizational life; after all, organization members are humans with competing demands and interests.
Integrationists believe that conflict in organizations is inevitable and even necessary, regardless of how the organizations are designed and operated. This view suggests that excessive conflict can be harmful to individuals and hinder the achievement of organizational goals, while making other organizations more effective.
However, the ability to effectively manage such conflicts will result in enhanced organizational performance.
1.2 Statement of the Issue
Economic concerns and political crises often take center stage, but internal strife between staff union demands for improved welfares and the multitude of corporate social responsibilities have a significant impact on organizational performance. The outcomes of these conflicts include low morale, low productivity, mistrust, high staff turnover, absenteeism, defects, high work discontent, and low organizational loyalty. There is little question that conflicts are inevitable in businesses, but only managers with the ability to recognize this will be able to deal with them and find a mutually agreeable resolution. In light of this, the purpose of this study is to determine the impact of war on the functioning of the AAjaokuta Steel Company in Kogi State.
1.3 Aims of the Research
1. to identify the underlying causes of these conflicts and to devise viable solutions.
The authors suggest methods for reducing conflict within the organization.
3. The purpose of the project is to investigate the activities of management, labor unions, and individual employees to determine the extent to which each contributes to minimizing conflict and to determine how effectively management can use conflicting situations to address organizational challenges.
1.4 Formulation of Hypotheses
The objective of this project is to provide sufficient knowledge regarding the nature of conflict management in an organization in order to enhance the quality of excellent industrial relations.
The following hypotheses are held:
I. Hypotheses
Ho: (null) organizational conflict is not inevitable.
Hello: (alternative) conflict is unavoidable in a business.
II. Hypotheses
A well-managed disagreement is not advantageous to any organization.
Hello: conflict that is effectively managed will help any organization.
III. Hypotheses
Competence in resolving conflicts is not a requirement for all organizations’ professional responsibilities.
Conflict resolution proficiency is an essential element of the professional responsibilities of all organizations.
1.5 Importance of the Research
The significance of this study comes in the fact that at the conclusion of this research, the impact of conflict management on organizational performance will be highlighted to the people.
This work will also be useful for the company under study in identifying areas of conflict, the underlying causes of those conflicts, and the means by which they can be managed to achieve their goals.
In addition, students, researchers, analysts, and other organizations will find this extremely beneficial in carrying out their operations on any work study and expanding their expertise in the field of conflict management.
1.6 Study’s Scope and Limitations
1.6.1 Range of the Research
This study examines the impact of conflict management on the organizational performance of Ajaokuta Steel Company Limited, as well as how effective an organization can be if its conflicts are managed effectively.
In most regions, it is impossible to cover a whole population, particularly where the population under consideration is huge. In light of this, a sample is identified and utilized instead of the entire population. The enterprise under review is situated on the wet area of the River Niger and is surrounded by mills to the West. This organization is where the study on the impact of conflict management on organizational performance was conducted.
2.6.2 Restrictions of the Research
During the course of the research, a number of obstacles arose, making it difficult. Due to the author’s difficulty to gain access to key persons in the organization, he or she had to incur substantial trip costs on multiple occasions in order to obtain questionnaires and other oral informatics. Another significant limitation of this study was that the researcher was supposed to complete it within a single semester. Also, sometimes concentrated staffs refuse to provide the essential information out of fear, causing the researcher to spend a large deal of time attempting to persuade them. This therefore limits the degree of applicability of the study.
1.7 Explanations of Important Terms
In this study, the following management words are employed.
Management is a position inside an organization that enables the organization as a whole and the individuals within it to achieve their goals.
2. Organisation: This refers to a collection or group of arrangements or a system that works together to achieve specified goals and objectives based on the philosophy of the establishment.
3. Conflict: antagonism or disagreement between workers and the management. This is the perception by one party that the interests of another party are being challenged or adversely affected.
Impact: the negative effect of one item on another.
5.Employee: A worker employed by an organization without a connection to the owner’s production factors
Effect: the ability to generate a consequence or achieve a goal; a change in anything.
Goals are the ends to which efforts are directed. The culmination of planning.
Performance: the accomplishment of a specific task measured against predetermined standards for precision and thoroughness.
A stakeholder is a person or organization with a stake in an organization.
1.8 Work Organization
This is a synopsis of the first chapter, which explains in the context of the study what conflict is and how its improper management can disrupt organizational performance. It also emphasizes the impact of effective conflict management on organizational performance. The statement of problems describes the difficulties the company encountered as a result of this conflict, which led to low productivity, high absenteeism, and high employee dissatisfaction with their jobs; to remedy this flaw, managerial skills are considered.
Since the project is built on these facts, the objectives are the essential concepts that must be realized. It describes the causes of the disputes, how to resolve them, and how to plan for good conflict management. It is all about minimizing organizational conflict. In order to improve the quality of excellent industrial relations, the declaration of hypotheses provides information regarding the nature of conflict management inside an organization. The relevance focuses on the outcome of the research and how it will influence the general public, businesses, researchers, and even students when making decisions or doing research.
The scope of the study emphasizes the impact of conflict management on the organization and introduces the Ajaokuta Steel Company, Kogi State, case study. The constraints are the challenges faced during the research process, which may have been caused by a lack of money, time, or responses. These issues have impeded the research in some way.
CONFLICT MANAGEMENT’S EFFECT ON ORGANISATIONAL PERFORMANCE (AN EXAMPLE OF AJAOKUTA STEEL COMPANY IN KOGI STATE)
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