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.OkibeMichealUdeh (2009) titled ‘Conflict Management,’ he claimed ‘conflict management can be the most bothersome component of organisational processes or they can be the next powerful 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.
1.3 RESEARCH QUESTIONS.
The purpose of this project is to provide adequate knowledge on the nature of conflict management in an organisation in order to improve the quality of excellent industrial relations. The following questions are posed.
1. Is conflict unavoidable in an organisation?
2. Is well-managed conflict useful to any organisation?
3. Is conflict resolution competency an essential component of all organisations’ professional responsibilities?
1.4 Objectives of the Study
1. Determine the causes of the issue and devise effective solutions.
2. Explain how conflict can be reduced in the organisation.
3. The project aims to investigate the activities of management, labour unions, and individual employees to determine how far each contributes to conflict minimization and how effectively management can use contentious situations to influence organisational difficulties.
1.5 Significance of the Study
The significance of this study stems from the fact that, by the end of it, the general public will have a better understanding of the impact of conflict management on organisational success.
This work will also be valuable to the firm under investigation in identifying areas of conflict, the forces behind, and how such conflict might be managed for usefulness and goal achievement.
Students, researchers, analysts, and other organisations will find this extremely valuable in carrying out their operations on any work study and adding to the current body of knowledge in the field of conflict management.
1.6 Scope and limitations of the study
1.6.1 Scope of the Investigation
The purpose of this research is to examine the impact of conflict management on the organisational performance of Ajaokuta Steel Company Limited, as well as how effective an organisation may be when disputes are well managed.
In most cases, it is impossible to cover an entire population, especially one as huge as the one under consideration. As a result, a sample is selected and used rather than the entire population.
The enterprise under investigation is situated on the wet area of the River Niger, bordered by the West mills. The researcher conducted research on the impact of conflict management on organisational performance at this organisation.
2.6.2 Limitations of the Study
The research was not easy because certain issues arose during the research procedure. The writer’s inability to reach out to key persons in the company, which resulted in his spending a lot of money on transportation on multiple times to acquire questionnaires and other oral informatics.
Another significant constraint in this study was that the researcher was required to complete it in only one semester. Also, fearful employees may refuse to provide vital information, forcing the researcher to spend a significant amount of time convincing them. This limits the study’s applicability.
1.7 Definitions for Key Terms
The management terms listed below are utilised in this study.
1. Management: this is a position inside an organisation that ensures that the organisation as a whole and each individual within it may achieve their goals.
2. Organisation: This refers to a collection or group of arrangements or systems that operate together to achieve specified goals and objectives based on the establishment philosophy.
3. Conflict refers to opposition or disagreement between employees and management. This is the process by which one party feels that another party is opposing or negatively affecting its interests.
4. Impact: the negative effect of something on another.
5. Employee: people who work for an organisation but have no connection to the owner’s factor of production.
6. Effect: the ability to produce or attain an effect, a change in something.
7. Goals are the ends to which activities are directed. The final stage of planning.
8. Performance: the completion of a specific work is measured against previously established standards of correctness and completeness.
9. Stakeholder: A person or company with an interest in an organisation.
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