EFFECT OF CONFLICT MANAGEMENT ON ORGANISATIONAL PERFORMANCE.
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EFFECT OF CONFLICT MANAGEMENT ON ORGANISATIONAL PERFORMANCE.
Chapter One:
Introduction
1.1 Background of the Study
Conflict is often defined as a disagreement over interests or ideas (Esquirel and Kleiner, 1997). Organisational conflict occurs when the goals, interests, or values of different persons or organisations are incompatible, and those individuals or groups obstruct or frustrate each other’s attempts to fulfil their goals.
According to Robert C. Apple, author of modern business administration (2006), human activity systems are difficult to forecast or describe. According to the essay presented by Dr. Okibe Micheal Udeh (2009) titled ‘Conflict Management,’
he claimed ‘conflict management can be the most bothersome component of organisational processes or they can be the next great stimulus for triggering action.’
These actions and reactions make conflict an unavoidable aspect of organisational life because the aims of various stakeholders, such as managers and employees, are frequently contradictory.
Bagshaw (1998) stated that conflict is a reality of life in organisations as well as other sectors of life, as people strive for employment, resources, power, recognition, and security.
Dealing with conflict is unique in that it elicits primal feelings such as people feeling threatened, fight or flight. Conflict management that is done properly increases organisational efficiency and effectiveness. Effective conflict management is the concept of how an organisation achieves intended goals by leveraging individual and group efforts.
According to the integrationist view, which is highlighted by Sev (2002), conflict enhances organisational effectiveness by encouraging change and improving decision-making. Conflict is useful when it sparks the search for new and better ways of doing things.
Conflict is a source of discontent that has a detrimental impact on productivity, morale, and group performance, as well as the formation of rival coalitions.
According to Robins S.P (2004), there are three fundamental approaches towards conflict in an organisation: ‘conventional, behavioural, and integrationist’.
The old perspective was that conflict was both necessary and destructive; so, early observers of conflict in an organisation considered that the appearance of conflict was a strong indication that something was wrong with the organisation.
They felt that conflict arises when managers fail to implement basic management principles in leading the activities of the company, as well as when communication between management and employees breaks down.
According to the behavioural perspective of conflict, conflict is common in organisational life because organisation members are human beings with needs and interests that frequently conflict.
Integrationists believe that conflict in organisations is unavoidable and even necessary, regardless of how they are designed and operated. They also believe that excessive conflict can harm individuals and impede the achievement of organisational goals while making other organisations more effective.
However, being able to effectively manage such conflict will result in improved organisational performance.
1.2 Statement of Problem
Economic concerns and political crises frequently take the stage, but internal fighting among staff union demands for improved welfare and the plethora of corporate social duties have a significant impact on organisational success.
These conflicts result in generally unproductive outcomes such as low morale, low productivity, distrust, high personnel turnover, absenteeism, flaws, high work discontent, and low commitment to the company.
There is little question that conflicts in organisations are unavoidable, but only managers who can recognise this will be able to deal and find a mutually acceptable solution. This study seeks to determine the impact of war on the functioning of AAjaokuta Steel Company in Kogi State.
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