IMPACT OF CONFLICT MANAGEMENT ON ORGANISATION EFFECTIVENESS
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IMPACT OF CONFLICT MANAGEMENT ON ORGANISATION EFFECTIVENESS
ABSTRACT
This study investigates the effects of conflict management on organisational effectiveness, with a focus on Guaranty Trust Bank Plc.
This project is divided into five chapters. The first chapter discusses the study; it also shows the statement of difficulties, the purpose of the study, the significance of the study, the research questions, and the study’s constraints, as well as the term definitions.
Furthermore, chapter three discusses methodology, which includes the use of the personal interview technique.
There is a strong emphasis on data sources, population sampling, and sample size calculation.
Meanwhile, Chapter 4 deals with the summary, conclusion, and recommendations of the study.CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Kornhanser, Dubin, and Russ (1954) define conflict as “the total range of behaviours and attitudes that express opposition and divergent orientation between individuals, owners, and managers on the one hand and working people and their organisations on the other hand.” Furthermore, a conflict situation is one in which individuals involved are unable to resolve their disputes, which may not always lead to strikes.
Flanders (1968) defined conflict as the discrepancy between the actual and desired states of affairs.
In other words, conflict is the difference between where you are and where you aspire to be. Crises are unexpected problems that can lead to tragedy if not addressed swiftly and appropriately. Nobody can avoid crises, especially the intensity of business crises in the current world.
Conflict is an unavoidable result of interpersonal relationships. This is especially true for work groups, which are typically made up of people from various backgrounds, perspectives, attitudes, and values.
Conflict can be good, terrible, or ugly, and it can be managed in all three ways. Conflict inside an organisation is the issue that generates the greatest emotion and frustrated comments. We do not typically view conflict as an opportunity, but rather as unpleasant, counterproductive, and time consuming.
Conflict in the workplace does not have to be destructive, as long as the emergency associated with conflict is harnessed and directed towards problem solving and organisational improvement; however, managing conflict effectively necessitates that all parties understand the nature of conflict.
The dysfunctional view of organisational conflicts embedded in the nation is that organisations are created to manufacture goods by creating structures that perfectly define job responsibilities, authority, and other job functions, like a clockwork, with each “cog” knowing where it fits and how it relates to other parts.
This conventional perspective of organisation values order, stability, and the suppression of any conflicts that arise. Using the watch analogy, we can understand why this makes logical.
What happens if conventional watches decide to become less traditional and rethink their place in the system?
Conflict, according to “Traditional” organisational thinkers, implies that the organisation is not designed or structured correctly or adequately. Common solutions include expanding job descriptions, authorities, and responsibilities, increasing the use of central power (discipline), separating conflicting members, and so on.
This perspective on organisation and conflict problems. Unfortunately, most of us, consciously or unconsciously, cherish some aspects of this “orderly” environment.
The problem arises when we fail to recognise that this perspective on organisation and conflict is only applicable to organisations that operate in normal ways, with innovation and change essentially abolished.
The functional view of organisational conflict sees conflicts as a productive process, one that can stimulate members of the organisation to increase their knowledge and skills, as well as their contribution to organisational innovation and productivity.
In contrast to the position maintained above, this more modern approach organisation NEEDS conflict so that diverging points of view can be discussed and new ways of doing things can be developed.
The functional perspective of conflict also implies that conflict gives people with feedback about how things are doing, and that “personality conflict” conveys information to managers about what isn’t functioning in an organisation, allowing for opportunities to improve.
We’ve covered the good (conflict is beneficial), the bad (conflict should be avoided), and now we need to handle the ugly. Managers and employers may strive to suppress conflict when it is unavoidable. This is known as ugly behaviour. You know you have ugly in your organisation if:
– Many conflicts have been ongoing for years, and people have given up on resolving and managing conflict problems inside an organisation.
– When people tend to blame the boss or formal leader for the mess. In truth, that is how most employees would see the situation; while managers and supervisors play important roles in shaping how disagreements are handled in the organisation,
it is also true that avoiding ugliness must be a shared responsibility. Management and staff must collaborate to limit the unpleasantness and improve the probability that conflict can be channelled into a powerful force for change.
In industrial relations, there is no permanent opponent, either at the individual or collective level. There may be instances when a conflict must be resolved frankly on managerial problems in order to achieve long-term managing goals.
One expects that managers in both public and commercial organisations would demonstrate increased competence and willingness to manage with such clarity. However, conflict appears to be recurring throughout our organisations and institutions.
1.2 Statement of Problems
Conflict management is a must-have in any organisation, because no organisation can function without conflict. This is the essence of the necessity to comprehend the term conflict.
Conflict management is required to reduce its negative impact on an organization’s efficiency.
This emphasises the need of understanding the source of conflict as well as the methods and approaches to take in order to get the greatest potential outcome(s).
Organisations experience conflicts, such as
a. Employment circumstances include favouritism, which gives unfair advantages to some employees, and nepotism, which occurs when those with power or influence favour their own family.
b. When dishonest employees/management of an organisation are selfish in their decision-making and overall operations.
c. Where suitable resources and support are not provided in sufficient quantities to accomplish the expected goals.
d. When an organisation lacks responsibility.
e. When there is an absence of communication within an organisation.
1.3 PURPOSE OF STUDY
The goal of this research is to understand and investigate the role of conflict in achieving organisational goals and effectiveness. It aims to analyse and recommend solutions to manage and avoid conflict in an organisation.
In light of this, the overall goal of this is organisational effectiveness. The aims of the study are as follows:
1. To determine the reasons of industrial strife.
2. To determine the repercussions of industrial strife.
3. To assess conflict management’s effects on organisational performance, productivity, and effectiveness.
4. To give essential recommendations so that various forms of industrial conflict are “reduced” if not abolished or destroyed.
5. Determine the method and techniques for resolving organisational conflicts.
1.4 Relevant Research Questions
– What are the causes of industrial conflict in Nigerian organisations?
– What impact does industrial dispute have on organisational effectiveness?
– Is there a link between workplace dispute and worker strikes?
– Can conflict be prevented inside an organisation?
– How does conflict effect the organisation, favourably or negatively?
– Does disagreement have any direct impact on an organization’s effectiveness?
– Does fighting within an organisation increase its effectiveness?
1.5 Research Hypotheses
Ho: There is no significant link between industrial strife and workers’ strikes.
H1: There is a considerable link between industrial dispute and worker strikes.
Ho: There is no significant relationship between industrial conflict and organisational performance.
Hello: Industrial dispute has a substantial impact on organisational effectiveness.
Ho: Conflict management is inherently inefficient.
H1: Conflict management is highly efficient.
Ho. Conflict does not significantly contribute to the growth of an organisation.
H1: Conflict helps an organisation grow significantly.
1.6 Significance of the Study
This study’s findings will help Guaranty Trust Bank Plc and other Nigerian sectors enhance conflict management, profitability, workforce turnover, and effectiveness.
This study aims to assist curriculum developers recognise the inevitable nature of conflict in the workplace and identify areas for development.
The findings can benefit both large and small industries by providing practicing industrial relations managers with knowledge of the causes of industrial conflicts, the skills needed to resolve them, and ways to reduce or eliminate them, as well as their impact on organisation effectiveness.
1.7 Scope and Limitations of the Study
The study focuses on the effects of conflict management on organisational effectiveness, with Guaranty Trust Bank as a case study.
However, due to time constraints, a lack of funding at the researcher’s disposal, and access to both human and material data, as well as other common constraints to this study project, this work will be limited to Guaranty Trust Bank plc.
1.8 Brief History of Guaranty Trust Bank PLC
Guaranty Trust Bank Plc received its Nigerian commercial banking licence in August 1990. The bank began full banking operations in February 1991, at Plaza 6 Adeyemo Alakija Street, Victoria Island, Lagos.
Guaranty Trust Bank Plc has become identified with excellent service, demonstrating a dedication to being the best at everything it does. Guaranty Trust Bank went public in September 1996.
Guaranty Trust Bank received the President’s Merit accolade, the most prestigious yearly accolade awarded on deserving Nigerian Stock Exchange members, in its first year of trading.
Guaranty Trust has always been guided by a vision expressed in a culture of service excellence, total quality, professionalism, and devotion to the highest ethical standards conceivable.
The Nigerian corporate sector has embraced these ideals, and the bank has received exceptional patronage, as seen by its leadership position in the banking market. Today, Guaranty Trust is one of the most lucrative organisations in Nigeria’s banking industry.
Agusto and Co, independent industry experts in Nigeria, have continuously evaluated the bank as having a superior risk rating. This is the best classification available on this scale.
This rating is based on performance indicators such as liquidity, capital adequacy, earnings quality, management efficiency, industry leadership position, and so on.
The bank has continuously evolved better ways to improve the structure and delivery of bank services in Nigeria, through the employment of a highly motivated and competent workforce supported by functional and up-to-date technology.
Guaranty Trust Bank has integrated information technology with business strategy, converting the bank from a lighter, technology-aided organisation to a technology-driven institution.
The recently acquired banking software (basis) is an acronym for banking automation system for integrated services, according to Guaranty Trust Bank. Moving ahead on the global competitive technology platform.
The bank is one of the few that have met the N25 billion capitalization target established by the Central Bank under Prof. Charles ChukwumaSoludo.
The Guaranty Trust includes energy, aviation, telecommunications, multinational corporations, conglomerates, pharmaceutical metals, fabrications, breweries, domestic personal care products, and other financial institutions.
In its nearly two decades of operation, the bank has become a major banker to the majority of Nigerians, with branches in Abuja, Aba, Ibadan, Effurnrun-Warri, Port-Harcourt, Kaduna, Kano, Onitsha, Apapa, Ikeja, Broad Street, and Victoria Island. The bank has lately launched branches in West.
Ghana, Gambia, and other African republics.
The bank strives to remain sensitive to its clients’ demands, reacting to both implicit and explicit needs, and even anticipating the customer’s wants.
To that purpose, the bank fosters frequent conceptualising and brainstorming among its employees to extract creative ideas on how to pleasure its chosen clientele.
The bank is strategically transforming itself to become your financial service partner, providing service that is outstanding, reliable, and universally appealing while still meeting your basic needs seamlessly.
1.9 Definition of Terms
Conflict is defined as a battle or dispute between employees and management over divergent or irreconcilable values or issues. Conflict tendencies are not new in the banking business. Conflict is typical and may be both constructive and detrimental.
Mary Parker Follet defined management as the art of achieving goals via the use of people. This notion says that management is an art based on attributes.
Planning is the mental process of establishing objectives and determining how to achieve those objectives. It comprises making a plan in preparation for what to do, how to do it, when to do it, and what to do. In a nutshell, it is a roadmap for business operations.
Collective bargaining is the negotiation of working conditions and terms of employment between employees or groups of employees.
Joint Consultation, a meeting between workers and employees in which the relationship is not viewed in terms of bargaining power.
Performance: – is the rate at which work is completed or the amount of effort put into reaching a goal.
Effectiveness is a measure used to determine a goal or achieve a desired result.
Productivity is typically defined as the ratio of output produced per unit of resources.
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