industrial harmony

8/12/2019 industrial harmony

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DECLARATION

I Ekene Ezeanyim, with registration No. Msc/2006426001F hereby

declare that this project is my original work and has not been previously

presented wholly or in part for the award of any degree.

Signature Dates


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CERTIFICATION

I certify that Ezeanyim Ekene .E, a postgraduate student in the

Department of Business Administration with registration No.

Msc/200642600IF has satisfactorily completed her research work being

part of the requirement for the Msc Degree in Business Administration in

the Faculty of Management sciences, Nnamdi Azikiwe University, Awka,

Anambra state, Nigeria.

DR.(MRS) EZIMMA NNABUIFE

Project Supervisor Signature Date

PROF. C.I. ONWUCHEKWA

Head of Department Signature Date

External Examiner Signature Date


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DEDICATION

This project is dedicated to my beloved mother, may her gentle soul rest

in peace and to my father who has been the source of my strength and

to God almighty.


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ACKNOWLEDGEMENT

This research was greatly assisted by a number of individuals who

generously shared their expertise with me. Of particular value was my

supervisor Dr. Ezimma Nnabuife for her patience and good criticism that

ensured the completion and production of this research work.

My appreciation also goes to my friends who stood by me, Ginika

Okoro, Uzoma Uzo, Chika Ojibe, and Njelita Ifeoma. To my beloved

husband Barrister Okey Ezeanyim and my lovely kids, Michelle and

Richee.

I also acknowledge the support and contribution from my siblings. I pray

that almighty God will continue to bless you all.


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ABSTRACT

In a society where people with a diverse interests, views and values co-exist, differences between such individuals and group are to beexpected. This research CONFLICT MANAGEMENT &ORGANIZATIONAL PERFORMANCE, in Nigerian Breweries Plc,Enugu, is aimed at critically looking at conflict situations and its causes,as well as possible areas of improvement of conflicting situations for abetter working environment in an Organisation. The research shows thatConflict comes from incompatibility of goals and interest and the resultdestroys the Organization. Conflict affects the Organisation in severalways such as decreased employee satisfaction, insubordination,decreased productivity, leads to economic loss, fragmentation.Descriptive and survey study were the tools used to elicit information.The major findings are that That Education does not have any effect on

the opinion of respondents on Conflict Management Strategies. Thatthere is no Significance different between the opinion of male and femalerespondents on the causes of Conflict. That there is a significant effect ofConflict on Organisational performance. The major conclusions drawnare that management strategies adopted in handling Conflict will not beaffected by differences in Educational Qualification of the respondents,That management strategies adopted in handling Conflict will not beaffected by differences in Educational Qualification of the respondents,also that the causes of Conflict in an Organisation will not have anydifference whether it came from the male or female respondents. That

the causes of Conflict in an Organisation will not have any differencewhether it came from the male or female respondents. TheRecommendations are as follows. That Management must adopt ConflictManagement strategies that will improve on the Performance of theOrganisation. That management should ensure a free flow ofcommunication between the management and the employee.Management should encourage and promote interpersonal relationshipsamong co-workers to improve on their morale


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TABLES

1. 2.1 - The Conflict Process 15



4. 4.1- Sex distribution of the respondents 48

5. 4.2- Age distribution of the respondents 49

6. 4.3- Distribution of respondents by marital status 49

7. 4.4- Distribution of respondents by educational qualification 50

8. 4.5- Responses to research question one 51

9. 4.6- Responses to research question two 53

10. 4.7- Responses to research question three 54

11. 4.8- Z Test for Hypothesis one 56

12. 4.9- Z Test for Hypothesis two 57

13. 4.10- Z Test for Hypothesis three 58


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TABLE OF CONTENT

Title page 1

Declaration 2

Certification 3

Dedication 4

Acknowledgement 5

Abstract` 6

Tables 7

CHAPTER ONEINTRODUCTION

1.1 Background of the study

1.2 Theoretical framework

1.3 Statement of the problem

1.4 Objectives of the Study

1.5 Research Questions

1.6 Research Hypotheses

1.7 Significance of the study

1.8 Scope of the study

1.9 Limitations of the study

CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

2.2 Concept of Organizational Conflict

2.3 Types of Organizational Conflict

2.4 Conflict Process

2.5 Causes of Conflict


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2.6 Signs of Conflict

2.7 Consequences of Conflict

2.8 Conflict Management Techniques

CHAPTER THREE

Research Design and Methodology

3.1 Introduction

3.2 Research design

3.3 Data collection method

3.4 Population and sampling procedure

3.5 Data analysis technique

CHAPTER FOUR

Presentation and Analysis of Data

4.0 -Introduction

4.1 Preliminary presentation of data

4.2Research questions/ objective of study

4.2.1- Research question one

4.2.2- Research question two

4.2.3 -Research question three

4.3 -Hypotheses testing

4.3.1- Hypothesis one

4.3.2- Hypothesis two

4.3.3 Hypothesis three

CHAPTER FIVE

Findings, Conclusion and Recommendations


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5.1 Introduction5.2 Summary of findings5.3 Conclusion5.4 Recommendation


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CHAPTER ONE

1.1 Background of the Study

Within any organization, there are usually different positions and

jobs. People occupying these positions have different perceptions,

goals, thought and concerns. It is difficult to conceptualize a

society or an organization without inherent differences and

contradictions and these leads to conflict. Conflict can be a serious

problem in an organization. It can create organizational climate

that makes it nearly impossible for employees to work together.

Conflict is a natural and inevitable part of people working together

and should be kept at a manageable level where it will not

disorganize the activities of the organization towards the

attainment of its objectives.

Conflict can also said to be beneficial to the organization where it

brings about radical change in the organization existing power

structure, current interaction pattern and entrenched attitude and

also can lead to increase in productivity. While some conflicts are

functional others are not. It can also affect the organization

negatively when it is associated with decreased employee

satisfaction, insubordination, decreased productivity, leads to

economic loss, fragmentation to mention but a few. It is the


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management major responsibility to device strategies in bringing

down conflict as low as possible, which will enable the organization

to still function to succeed (Robbins & Sanghi, 2005:418) against

this background the study was being carried out on the negative

effect of conflict.

1.2 Theoretical Framework

The Theoretical Framework is based on the effect of conflict on

Organisational performance. Conflict is a disagreement in which

parties involved disagree about facts or opinion expressed by

those in authority.

There are different views based on those effects in this respect we

shall discuss the functional and dysfunctional Conflict

(Ivanceveich, Konopaske and Matteson (2005: 365).

Functional Conflict is a Confrontation between groups that

enhances the organizational performance. e.g various department

in an organization may be Conflict over most efficient and adaptive

method of achieving a goal. They may agree on a goal but not on

the means to achieving it. Without this type of conflict their will be

little commitment to change.

The second is the dysfunctional Conflict and it is Confrontation

between groups that harm or hinder the organizational goal.


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Management must seek to eliminate dysfunctional Conflict.

Similarly, (www.ehow.com) view the effects of conflict as

1. Insubordination- Insubordination develops because employees do not

think management can maintain control over the company.

2. Drop in productivity.- Allowing a conflict to continue means that

employee attention becomes more focused on the conflict and not

on productivity.

3. Lack of Direction- Conflict can sometimes arise when management

is unable to communicate the direction of the company to

employees. Conflict will erupt as employees are allowed to interpret

change within the company in their own way.

4. Fragmentation- Conflict creates rival functions. Sometimes those

functions are individuals, sometimes they are groups. Unresolved

conflict can create tension between groups that may normally need

to work together.

5. Lack of New Ideas- Groups in conflicts tends not to collaborate on

new ideas. When conflicts goes unresolved it can be difficult to

create new ideas the company needs to solve problems it is facing.

Effects of Conflict also have both functional and dysfunctional

outcome(Robbins and Sanghi, (2006:410). Functional Outcomes - It


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is hard to visualize a situation in which open or violent aggression

may be functional. But there are a number of instances in which its

on possible to envision how low or moderate levels of conflict could

improve the effectiveness of a group.

Conflict is constructive when it improves the quality of decisions,

stimulates creativity and innovation, encourages interest and

curiosity among group members, provides the medium through

which problems can be aired and tension released, and foster an

environment of self evaluation and change.

Dysfunctional Outcomes The destructive consequences of conflict

on a group or organizations performance are generally well known. A

reasonable summary might state: uncontrolled opposition breed

discontent, which act to dissolve common ties, and eventually lead to the

destruction of the group. Dysfunctional varieties can reduce group

effectiveness. Among the more undesirable consequences are a

retarding of communication, reductions in group cohesiveness and

subordination of group goals to the primary of infighting between

members.


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1.3 Statement of the Problem

Every successful organization realizes different opposing views

and debate in creating the organizational decisions. The decisions

are focused on the side of the business leaders and on the side of

the employees, either way, conflict is also present. Organization is

clearly described as the collection of people working together to

achieve a common goal.

In the concept of organization, the people or the members working

under the umbrella of the leader are considered as a team that has

a harmony and creates relationship in every activity that they do.

On the other hand, the conflict is an action where there is a

disagreement. The different behaviours of those members working

together as a team are sometimes subject to conflict. Conflict

come from incompatible goals and interest and the result might

destroy the organization. (www.Ivythesis.typepad.com )

It also results in decreased employee satisfaction, insubordination,

decreased productivity, leads to economic losses, fragmentation

e.t.c. These problem results in organizational looses which impact

negatively on performance. These conflicts are intended to be

studied in a broad and detailed manner.


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1.4 Objectives of the Study

The general objective of the study is to determine the impact of

Conflict and Conflict Management in the organizational conflict. Its

specific objectives will include:-

(1) To ascertain how conflict will be managed effectively

(2) To ascertain the major causes of conflict

(3) To access the effect of organizational conflict on

performance.

(4) Finally to make recommendations for the stated problem

based on the findings from the study.

1.5 Research Questions

This will provide a comprehensive description of the purpose of the

study.

Some questions to be answered in this study includes:-

a. What are the causes of organizational conflict

b. What are the effects of such conflict on the

organizational performance

c. What techniques do managers adopt in solving such

conflict


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1.6 Hypotheses of the Study

Hypothesis (i) Education has no effect on the opinion of

respondents on conflict management strategies.

Hypothesis (ii) There is no significant different between the

opinion of male and female respondents on the causes of conflict

in an organization.

Hypothesis (iii) There is no significant effect of conflict on an

organizational performance.

1.7 Significance of the Study

The study is considered relevant to Nigerian Breweries Plc,

Since the effect of conflict can hinder the performance of the

Organization. It will also help in creating a cordial relationship,

which is necessary for a conducive environment.

The knowledge gained will also be vital the government in making

the right policies that will positively affect the industries; it is also

relevant to business students in furthering their studies.

The owners of industries will also benefit in this study, which will

provide a model for an effective means of man aging Conflict.


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1.8 Scope of the Study

The study covered conflict management in Nigerian Breweries Plc,

as a manufacturing Company. It has multiple department and the

effects of conflict must be managed and kept low.

1.9 Limitations of the Study

The study however was not without hindrances and these limited

the research. Some of the limitations encountered by the

researchers are:-

(1) The inability to gain access into various department that

make up Nigerian Breweries Plc, as a whole

(2) There was also the refusal of taking out important journals

and articles relating to the field of study for proper studying.


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CHAPTER TWO

LITERATURE REVIEW

2.1 Introduction

The successful management of human resources is one of

the keys to the effective operation of an organization. For any

organization to be effective and efficient in achieving its goal, the

people in the organization need to have a shared vision of what

they are striving to achieve, as well as clear objective for each

team/department and individual. One also needs ways of

recognizing and resolving conflict amongst people, so that conflict

does not become so serious that co-operation is impossible. All

members of any organization need to have ways of keeping

conflict to a minimum and of solving problems caused by conflict,

before conflict becomes a major obstacle to your work. This could

happen to any organization, whether it is an NGO, a political party,

a business or a government. (Www.etu.org).

Conflict management is the process of planning to avoid

conflict where possible and organizing to resolve where it does

happen, as rapidly and smoothly as possible. (www.etu.org).


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Conflict management is the use of resolution and stimulation

techniques to achieve the desired level of conflict (Robbins and

Sanghi, 2005:408).

Conflict management is a way of managing organizational

conflict so as to keep it at a level where it will not result in

disorganizing the activities of an organization thereby resulting in

not allowing effective attainment of organizational objective

(Onwuchekwa, (2007:202).

Management which is the act of planning, organizing, leading

and controlling the workforce of organizational members and of

using all available organization resources to reach stated

organizational goal (Stoner et al., 1995:7) assumes that the goal of

conflict management to managers is to use dominance and

suppression in handling conflict with employees. It states that

negotiation can help to manage conflict of all types in a more

effective and mutually satisfying way.

2.2 Concept of Organizational Conflict:

Conflict involves a disagreement about the allocation of scarce

resources or a clash of goals, status, values, perceptions, or

personalities. Much of the conflict we experience arises from other

communication of our wants, needs, and values to others.


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Sometimes we communicate clearly, but others have differing

needs. Sometimes we communicate poorly, and conflict emerges

to cause others misunderstand us (Stoner et al., 2007).

(Robbins & Sanghi, 2005) Defined Conflict as a process that

begins when one party perceives that another party has negatively

affected, or is about to negatively affect, something that the first

party cares about. It describes that pant is any ongoing activity

when an interaction crosses over to become an inter-party

conflict. It encompasses the wide range of conflicts that people

experience in organizations incompatibility of goals, differences

over interpretations of facts, disagreements based on behavioural

expectations, and the like. Finally, our definition is flexible enough

to cover the full range of conflict levels from overt and violent act to

subtle forms of disagreement.

There are three schools of taught that describes conflict in

groups and organizations.

The traditional view argued that conflict must be avoided

that it indicates malfunction within the group. Human relation view

argues that conflict is a natural and inevitable outcome in any

group and that it needs not be evil, but rather has the potential to

be a positive force in determining group performance.


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Interactionist approach is the most recent, perspective proposes

not only that conflict can be positive force in a group but also

explicitly argues that some conflict is absolutely necessary for a

group to perform effectively (Robbins and Sanghi (2008:552).

Robbins and Sanghi, 2005:401 also have other views as

2.3 Types of organizational conflict:

Task Conflict: Take conflict relates to the content and goal of the

work. It is the conflict that occurs as a result of the content and

goal of the work.

(ii) Process Conflict: It relates to how to work get done in an

organization.

However, Robbins and Sanghi, 2005: 401 view, conflicts are not all

good, but some conflict support the goal of the group and improve

its performance: these are functional constructive forms of conflict.

In addition, there are conflicts that hinder group performance,

these are dysfunctional or destructive forms of conflict. In his study

relationship conflict are almost always dysfunctional because it

appeared that the friction and interpersonal hostilities inherent in

relationship conflict increase personality clashes and decrease

mutual understanding, which hinders the completion of

organizational goal.


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On the other hand, low level of process conflict and low to

moderate levels of tasks conflict are functional. For process

conflict to be productive, it must be kept low. Intense arguments

about who should do what becomes dysfunctional when it creates

uncertainly about tasks and leads to members working at cross

purpose. Low to moderate levels of task conflict consistently

demonstrates a positive effect on group performance because it

stimulates discussion of ideas that help group perform better.

2.4 Conflict Process

(Robbins and Sanghi, 2005:402), in his study identified

conflict process as comprising of five stages: they include potential

opposition, cognition and personalization, intentions, behaviour

and outcomes.

Table 2.1- The Conflict Process

Source: (Robbins and Sanghi: 2005: 403)

AntecedentconditionsCommunication

StructurePersonal

variables

Perceivedconflict

FeltConflict

Conflict-handlingintensionCompeting

CollaboratingCompromisingAvoidingAccommodating

OvertconflictPartys

behaviourOthers

reaction

Increasedgroup

performance

Decreasedgroup

performance

Stage 1

Potentialopposition orIncompatibility

Stage II

CognitionAnd

personalization

Stage III

Intentions

Stage IV

Behaviour

Stage V

Outcomes


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Stage 1: Potential opposition The first step in the conflict process

is the presence of conditions that create opportunities for conflict to

arise. They need not lead directly to conflict, but one of these

conditions has been condensed in three general categories:

communication, structure and personal variables.

Communication communication can be a source of conflict. It

represents the opposing forces that arise from semantic difficulties,

misunderstandings and noise in the communication channels.

Differing word connotations, jargons, insufficient exchange of

information, and noise in the communication channel are all

barriers to communication and potential antecedent conditions to

conflict. Evidence demonstrates that semantic difficulties arise as a

result of differences in training, selective perception and

inadequate information about others. The potential for conflict

increases when either too little or too much communication takes

place. Apparently, an increase in communication is functional up to

a point, whereupon it is possible to over communicate, with a

resultant increase in the potential for conflict. Too much

information as well as too little can lay the foundation for conflict.

Furthermore, the channel chooser for communicating can have an

influence on stimulating opposition. The filtering process that

occurs as information is passed between members and the


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divergence of communications from formal or previously

established channels offer potential opportunities for conflict to

arise.

Structure Structure as used in this context includes variables

such as size, degree of specialization in the task assigned to

group, members, jurisdictional clarity, member goal compatibility,

leadership style, reward system and the degree of dependence

between groups.

It indicates that size and specialization act as a force to

stimulate conflict. The larger the group and the more specialized

its activities, the greater the likelihood of conflict. Tenure and

conflict have been found to be inversely related. The potential for

conflict tends to be greatest when the group members are groups

and when turnover is high.

The greater the ambiguity in precisely defining where

responsibility for actions lays, the greater the potential for conflict

to emerge. Such jurisdictional ambiguities increase inter-group

fighting for control of resources and territory.

Groups within organizations have diverse goals. For

instance, supply management is concerned with the timely

acquisition of inputs at low prices, marketings goal concentrate on


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disposing of outputs and increasing revenue, quality controls

attention is focused on improving quality and ensuring that the

organizations products meet standard. The flow of diversity of

goals among groups is a major source of conflict.

There are some indications that a close style of leadership-

tight and continuous observation with general control of others

behaviours increases conflict potential, but the evidence is not

particularly strong. Too much reliance on participation may also

stimulate conflict. Research tends to confirm that participation and

conflict are highly correlated, apparently because participation

encourages the promotion of differences. Reward systems, too,

are found to create conflict when one members gain is at

anothers expense. Finally, if a group is dependent on another

group or if interdependence allows one group to gain at anothers

expense, opposing forces are stimulated.

Personal Variables Includes the individual value system that

each person has and the personality characteristics that account

for individual idiosyncrasies and differences

The evidence indicates that certain personality types for

example, individuals who are highly authoritarian and dogmatic

lead to potential conflict. Most important, and probably the most


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overlooked variable in the study of social conflict, is differing value

system. Value differences, for example, are the best explanation of

diverse issue such as prejudice, disagreements, over ones

contribution to the group and the rewards one deserves, and

assessments of whether this particular book is any good. Any

differences in value systems are important sources for creating the

potential for conflict.

Stage II Cognition and Personalization If the condition cited in

Stage 1 negatively affect something that one party cares about,

Then the potential for opposition or incompatibility becomes

actualized in the second stage. The antecedent conditions can

lead to conflict only when one party or more is affected by, and

aware of, the conflict, as perception is required in conflict.

Therefore one or more of the parties must be aware of the

existence of the antecedent conditions. However, because a

Conflicts is perceived does not mean that it is personalized. In

other words, A may be aware that B and A are in serious

agreement but it may not make A tense or anxious, and it may

have no effect whatsoever on As affection towards B. It is at the

full level that individuals become emotionally involved, that parties

experience anxiety, tension, frustration, or hostility.


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We have to keep in mind two points. First, stage II is important

because its where conflict issues tend to define. This is the point

in the process at which the parties decide what the conflict is.

Stage III Intensions intervene between peoples perceptions and

emotions and their overt behaviour. These intensions are

decisions to act in a given way. Why are intentions separated out

as a distinct stage? You have to infer the others intent in order to

know how to respond to that others behaviour. Merely one party

attributing the wrong intensions to the other party escalates a lot of

conflicts. In addition, there is typically a great deal of slippage

between intentions and behaviour, so behaviour does not always

accurately reflect a persons intentions.

Table 2.2- Dimensions of conflicts handling intentions

Source: (Robbins and Sanghi, 2005:406)

The table represents one authors effort to identify the primary

Conflict handling intentions. Using two dimensions

Competing Collaborating

CompromisingAvoiding

AccommodatingCooperativeUncooperative Cooperativeness


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cooperativeness (the degree to which one party attempts to satisfy

the other partys concerns) and assertiveness (the degree to which

one party attempts to satisfy his or her own concerns) five

conflict handling intentions can be identified: competing

(assertive and uncooperative) collaborating (assertive and

cooperative), avoiding (unassertive and uncooperative),

accommodating (unassertive and cooperative), and compromising

(midrange on both assertive and cooperativeness).

Competing When one person seeks to satisfy his or her

own interests, regardless on the impact on the parties to the

conflict, he or she is competing. Example include intending to

achieve your goal at the sacrifice of the others goal,

attempting to convince another that your conclusion is

correct and that his or hers is mistaken, and trying to make

someone else accept blame for a problem.

Collaborating When the parties to conflict each desire to

fully satisfy the concerns of all parties, we have cooperation

and the search for a mutually beneficial outcome. In

collaborating, the intention of the parties is to solve a

problem by clarifying differences rather than by

accommodating various points of view. Example includes

attempting to find a win-win solution that allows both parties


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goals to be completely achieved and seeking a conclusion

that incorporates the valid insights of both parties.

Avoiding A person may recognize that a conflict exists and

wants to withdraw from it or suppress it. Example includes

trying to just ignore a conflict and avoiding people with whom

you disagree.

Accommodating When one party seeks to appease an

opponent, that party may be willing to place the opponents

interest above his or her own. In other words, in order for the

relationship to be maintained, one party is willing to be self-

sacrificing, we refer to this intention as accommodating.

Example are a willingness to sacrifice your goal so that the

other parties goal can be attained, supporting reservations

about it, and forgiving someone for an infraction and allowing

subsequent ones.

Compromising When one party to conflict seeks to give up

something, sharing occurs, resulting in a compromised

outcome. In compromising, there is no clear winner or loser.

Rather, there is a willingness to ration the object of the

conflict and accepts a solution that provides incomplete

satisfaction of both parties concerns. The distinguishing

characteristics of compromising therefore, is, that each party


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intends to give up something. Examples might be willingness

to accept a raise of N20 an hour rather N30, to acknowledge

partial agreement with a specific viewpoint, and to take

partial blame for an infraction.

Intentions provide general guidelines for parties in a

conflict situation. They define each partys purpose. Yet,

peoples intentions are not fixed. During the course of a

conflict, they might change because of reconceptualization or

because of an emotional reaction to the behaviour of the

other party. However, research indicates that people have an

underlying disposition to handle conflict in certain ways.

Stage IV Behaviour

The behaviour stage is where conflicts become visible. The

behaviour stage includes statements, actions and reactions

made by the conflicting parties. These conflict behaviour are

usually overt attempt to implement each partys intentions.

But these behaviours have a stimulus quality that is separate

from intentions. As a result of miscalculations or unskilled

enactments, overt behaviour sometimes deviate from original

intentions.


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Stage V Outcomes

The action reaction interplay between the conflicting

parties results in consequences. The model (table 2.1)

demonstrates, these outcomes may be functional in that the

conflict results in an improvement in the groups performance

or dysfunctional in that it hinders group performance.

Functional Outcomes - How might conflict act as a force to

increase group performance? It is hard to visualize a

situation in which open or violent aggression may be

functional. But there are a number of instances in which its

on possible to envision how low or moderate levels of conflict

could improve the effectiveness of a group.

Conflict is constructive when it improves the quality of

decisions, stimulates creativity and innovation, encourages

interest and curiosity among group members, provides the

medium through which problems can be aired and tension

released, and foster an environment of self evaluation and

change. The evidence shows that conflict can improve the

quality of decision making by allowing all points, particularly

the ones that are unusual or held by a minority, to be

weighed in important decisions - conflict is an antitode for


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group think. It doesnt allow the group to passively rubber-

stamp decisions that may be based on weak assumptions

inadequate consideration of relevant alternatives, or other

debilities. Conflict challenges the status quo and therefore

fathers the creation of new ideas, promotes reassessment of

group goals and activities, and increases the probability that

the group will respond to change.

Dysfunctional Outcomes The destructive consequences

of conflict on a groups or organizations performance are

generally well known. A reasonable summary might state:

uncontrolled opposition breed discontent, which act to

dissolve common ties, and eventually lead to the destruction

of the group. Dysfunctional varieties can reduce group

effectiveness. Among the more undesirable consequences

are a retarding of communication, reductions in group

cohesiveness and subordination of group goals to the

primary of infighting between members. At the extreme,

conflict can bring group functioning to a halt and potentially

threaten the groups survival.

In (www.beyondintractability.com) conflict process have

theses stages.


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Table 2.3- The conflict process

(www.beyondintractability.com)

The potential for conflict exists whenever people have different

needs, value or interest, this is latent conflict stage. This may not

become apparent until a triggery event leads to the emergence

(or beginning) of the obvious conflict. Emergence may be followed

quickly by settlement or resolution or it mat be followed by

escalation , which can become very destructive.

Escalation however, cannot continue indefinitely. De-escalation

can be temporary or can be part of a broader trend towards

settlement or resolution or escalation may lead to stalemate ,a

situation in which neither side can win. If the pain of containing the

conflict exceed that of maintaining the confrontation, the parties

>

Conflic t Process

Latent c onflic t

Conflic t emergence

Conflict

esc alation

Stalemate / hurting

Negotia tion/ d e-esca lation

Dispute settleme nt

Post-c onflict

peace building


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are in what is called a hurting stalemate which often presents an

idea opportunity for negotiation and a potential settlement.

Finally, if and when an agreement is reached peace building

efforts work to repair damaged relationships with the long-term

goal of reconciling former opponents.

2.3 Causes of Conflict

According to( Krataner and kiniker, 2004:360) causes of conflicts

are

Goal Differences:- Ideally, interacting groups will always view their

goal as mutually compatible and behave in such a way as to

contribute to the attainment of both set of goals.

Realistically however, this is frequently not the case. Several

problems related to differences in goal can create conflict.

Groups with mutually exclusive goals can find themselves in

conflict. Example the marketing department usually have a goal of

maximizing sales, on the other hand, create department seeks to

minimize credit losses.

In trying to meet its goals of lowering material cost, may

contract with vendors supplying parts of questionable quality.

Some incompatible goals may be more apparent than real: what is

needed in those situations is for the conflicting groups to refocus


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on larger organizational objectives. When limited resources must

be allocated between groups, mutual dependencies increases and

any differences in goals become more apparent. If money, space,

the labour forces, and materials were unlimited, every group could

pursue its own goals. But in virtually all cases, resources must be

allocated or shared. When groups conclude that resources have

not been allocated in an equitable manner, pressures toward

conflict increase. When the limited resources are money, conflict

potential is particularly strong.

Finally, the different time horizons needed by groups to

achieve their goals can be a source of conflict. Research scientists

working for a chemical manufacturer may have a time perspective

of several years, while the same firms manufacturing engineers

may work within time frames of several months. With such

differences in time horizons, problems and issues deemed critical

by one group may be dismissed as unimportant by another, and

conflict may erupt.

Perceptual Differences: Goal differences can be accompanied by

differing perceptions of reality, and disagreements over what

constitutes reality can lead to conflict. For example, Alumni and

Faculty may have different perceptions concerning the importance


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of a winning football program. Many factors cause organizational

groups to form differing perceptions of reality. Many factors

include status incongruence, inaccurate perceptions and different

perspective. Conflict may stem from a variety of causes and

understanding them is the first step in dealing with it effectively

(www.teambuildingmc.com).

1. There is a perceived breach of faith and trust between

individuals. -When one puts faith and trust in one another and

that confidence is broken, it can create an emotional response

that elevates to conflicts.

2. There is a miscommunication leading to unclear expectations.-

The ability to communicate is one of our most commonly used

skills. As such, we sometimes take it for granted so that the

words we use to communicate dont always clearly state the

picture in our minds. When this occurs it often leads to

frustration.

3. There are personality clashes- we are all different. Experts say

that our personality are generally determined resulting in

different sets of preferred behaviours. These differences in


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personality are some of our greatest strengths as individuals

and teams. Example some people may be outgoing,

spontaneous and talkative while others are introspections,

serious and quiet etc.

4. There are differences in acquired value.- Our values are the

beliefs we hold that help us make decisions about what is right

or wrong, good or bad and normal or not normal. So we have

different sets of value and beliefs that guides our decisions and

behaviour, and the struggle on our believe is a strong driver of

behaviour and a frequent source of conflict in our lives and in

our teams.

5. Ego problems- it is another driver of our behaviour and

decisions. Ego wants us to be right and moves us into

defending our positions, sometimes unreasonably. One of the

quickest way to diffuse an argument or conflict is to admit

ones mistakes. And trying to see the situation from the other

persons point of view.

6. There is underlying stress and tension.- Our lives today place

enormous demands on our time and energy, but they exceed


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our capacity to deal with them. Nevertheless, when we come to

work and attempts to function normally with our team

members. Too often however, this underlying stress surfaces

at the slightest provocation and we find ourselves in conflict.

7. There is unresolved disagreement that has escalated to an

emotional level- Disagreements are normal. When they are left

unresolved, however, the associated feelings and emotions will

remain in force, at least at some level. when another situation

brings up the disagreement back to the forefront, these

suppressed emotions can erupt with force, usually far in

excess of those associated with those in the original

disagreement. Therefore, it is critically important to resolve

disagreement as soon as possible and not let them fester.

8. Lack of cordial relationship between management and labour

When there disagreement as to how decisions will be taken on

behalf of the employees and a consensus is not reached, there

is bound to be conflict.

9. Poor organizational structure- organizational structure creates

a culture of commitment. It makes employees aware of their

responsibility, authorities and goal. But when is poorly

structured it brings about conflict in the organization.


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2.6 SIGNS OF CONFLICT

Conflict can be head off before it gets to a huge problem, In

other to be able to do this, you have to understand how to learn

the warning signs of conflict.

Conflict is like water too much causes damage to people; too

little creates a dry barren landscape devoid of life and colour. We

need water to survive, we need an appropriate level of conflict to

thrive and grow as well. How we manage our natural resources of

water through dams, reservoirs, and sluices determines whether

we achieve the balance necessary for life. So too little conflict

management, a balance must be struck between opposing forces

and competing forces. (www.consultcli.com)

Typically, organizational leaders do not view the

management of conflict as systematically as they do information,

human resource, and financial management. Rather, conflict in

organizations is viewed and managed in a piecemeal, ad hoc

fashion as isolated events instead of looking for patterns and

systematic issues.

Conflict is the process of expressing dissatisfaction,

disagreement or unmet expectations within any organization

interchange.


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Conflicts in an organization shows up or manifests in several

ways:

Disputes Grievances, disciplinary actors, complaints

lawsuits, strikes, threatened legal actions, and

disagreements (whether with internal parties or outside

disputants) are all signs of conflict, they are the by - product

of conflict.

Competition Some organizational conflict manifests itself

more subtly than as outright disputes. Competition,

particularly within an organization or between and among

individuals within the organization may also be a sign of

emerging conflict.

Sabotage This not so subtle manifestation of conflict can

be seen in turf battles when competence and integrity

issues surface. Inefficiency or decreased output can be

evidence of conflict. Hidden conflict can lead a disgruntled.

Yet vital employee to refuse to participate efficiency and

meaningfully as part of a team effort.

Low Morale: Similar to inefficiency or lack of productivity,

low morale is often a reaction to hidden conflict. Often it is

the result of attempting to avoid or deny conflict or of

frustration with attempts to protest organizational action or


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inaction. Employees get weary of being treated poorly with

no mechanisms for dealing with their frustrations they often

lose energy, morale and motivation. Lack of productivity at

work and home is also a sign of conflict

(www.angeronmymind.wordpress.com).

Withholding Knowledge: Within many organizational

cultures knowledge is power, and withholding information is

practiced as a form of control. Such behaviour is often a sign

of distrust, status hierarchies, and an information caste

system. Only certain people are entitled to know certain

information. Information is shared according to status (title,

seniority, or office size and location).

A conflict develops with the interaction of independent

people who perceive themselves as having goals that are

incongruent with each other. Often one individual perceives

another ad blocking the attainment of his or her goal. Conflict

management is a technique which attempts to realign the

incongruity between forces to be less damaging and to work

on a problem situation.

Some early signs of conflicts are

(www.angeronmymind.wordpress.com)


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(a) Behaviour changes- One may first notice changes in another

person that begins to escalate towards conflict. For example if

you work with another person with whom you have lunch

everyday and they suddenly stop having lunch with you, this may

lead to conflict, the behaviour changes are usually coupled with

both, precipitate a conflict.

(b) Lack of communication- Lack of communication when coupled

with behaviour changes are bound to start a conflict.

2.7 Consequences of Conflict

In defining conflict in terms of the effect it has on the organization,

we shall discuss both functional and dysfunctional conflict.

Functional conflict- it is a confrontation between groups that

enhances and benefits the organizations performance. E.g two

department in a hospital may be in conflict over the most efficient

and adaptive method of delivering health care to low income

earners. They agree on goals but not in the means to achieve it.

Without this type of conflict there will be little communication to

change and most groups likely would become stagnant. Functional

conflict can lead to increased awareness of problems that need to

be addressed, result in broader and more productive searches for


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solution, generally facilitates positive change and adaptive

innovation.

Dysfunctional conflict - It is any confrontation or interaction

between groups that harm the organization or hinder the

achievement of organizational goal. Management must seek to

eliminate dysfunctional conflict. Beneficial conflict can often turn

into harmful ones. In most cases, the point at which functional

conflict becomes dysfunctional is impossible to identify precisely.

The same level of stress and conflict that creates a healthy and

positive movement towards goals in one group may prove

extremely disruptive and dysfunctional in another group

(Ivanceviah et .al 2005 :306).

There are other consequences of conflict and all are dysfunctional

(www.ehow.com).

An organization is made up of groups of people and within groups

of people conflicts are inevitable. Part of the measure of a good

executive and management team is how they handle conflict.

When conflict management is successful, there are limited

negative effects and the company can move forward in a

productive manner. When management does not offer conflict

resolution, there can be many negative effects on the company.


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Understanding the negative effects of conflicts on your

organization can help emphasize the importance of conflict

management.

Some of the effects of conflict are

1. Insubordination- A company with weak management develops

problems with conflict that continue for the long term. Employees

see that management is unable to resolve conflicts within the

company and respect for the authority of management can be

eroded. Insubordination develops because employees do not think

management can maintain control over the company.

2. Drop in productivity.- Allowing a conflict to continue means that

employee attention becomes more focused on the conflict and not

on productivity. As a problem is allowed to linger, employees will

attach more importance to resolving the issue in their favor rather

than attending to worker productivity.

3. Lack of Direction- Conflict can sometimes arise when management

is unable to communicate the direction of the company to

employees. Conflict will erupt as employees are allowed to interpret

change within the company in their own way.


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4. Fragmentation- Conflict creates rival functions. Sometimes those

functions are individuals, sometimes they are groups. Unresolved

conflict can create tension between groups that may normally need

to work together. Such rivalries can make progress within the

company difficult.

5. Lack of New Ideas- Groups in conflicts tends not to collaborate on

new ideas. When conflicts goes unresolved it can be difficult to

create new ideas the company needs to solve problems it is facing.

6. Quality of work- If a conflict is allowed to go on long enough, the

parties involved may begin to show more interest in the conflict than

in doing their jobs properly. Product quality can suffer, and in some

cases the safety of the employees can be in jeopardy as well.

7. Competition among conflicting parties Some organizational conflict

manifests itself more subtly than as outright disputes. Competition,

particularly within an organization or between among individuals

within the organization are effects of conflict.

8. Low Morale: Similar to inefficiency or lack of productivity, low moral

is often a reaction to hidden conflict. Often it is the result of

attempting to avoid or deny conflict or of frustration with attempts to

protest organizational action or inaction. Employees get weary of

being treated poorly with no mechanisms for dealing with their


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frustrations they often lose energy, morale and motivation. Conflict

can be exhibited physically, Psychologically or 1.Behaviorally by

individuals (luthans F. and Holmes G. (2005:305)

Physical Problems due to Conflict can be linked to health problems

and such stress has effect on individuals which also affects to

productivity of the organization.

2. Psychological effect are accompanied by anger, anxiety,

depression etc. these problems are relevant to poor job

performance, low morale and dissatisfaction.

2.8 Conflict Management Technique Different techniques can be

used to manage conflict (www.etu.org).

Dominating A dominating approach by a group to conflict

resolution represents a maximum focus on meeting its own

concerns, coupled with a minimal focus on meeting the concerns

of the other group. Dominating tends to be a power-oriented

approach. That is, to be successful it requires that the using group

have sufficient power to force its resolution on the other group. A

group may hold the balance of power because it is higher up in the

organizational hierarchy (that is, it has more authority), it controls

critical resources (for example, budgets, personnel, or important


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knowledge). It has allied with powerful groups, or for a variety of

other reasons.

It is not unusual for both groups in a conflict to attempt a

dominating approach to resolving their differences. Frequently, in

such cases, this means that one of the groups has overestimated

its own power relative to that of the other group. In such cases, the

outcome can have negative consequences for one or both groups.

- Accommodating In many respects, accommodating is just the

opposite approach from dominating. An accommodating party

places emphasis on meeting the needs of the other group, while

minimizing its own concerns. Although accommodating may

appear to be giving in. there are situation in which this may be an

extremely beneficial approach for a conflicting group to use. For

example, issues over which groups might conflict are not always of

equal importance to each group. If the issues is critical to one

group and of little importance to the other, obliging the first group

through accommodating costs the second group little and may be

seen as a goodwill gesture which helps maintain a cooperative

relationship.


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- Problem Solving Problem solving represents what might appear

to be theoretically ideas or best approach to conflict resolution.

However, it can be extremely difficult approach to implement

effectively. Problem solving, sometimes called collaborating or

integrating, seeks to resolve conflict by placing maximum focus on

both groups concerns. Successful problem solving requires that

conflict groups display a willingness to work collaboratively

towards an integrative solution that satisfies the need of all

concerned. The greatest obstacle which must be overcome is the

win-lose mentality that so often characterizes, conflicting groups.

Unless the parties involved can rise above that kind of thinking

problem-solving is not likely to be successful.

- Avoiding Frequently some way can be found to avoid conflict.

While avoiding may not bring any long-run benefit, it can be an

effective and appropriate strategy in some conflict situations.

Foremost among these is when avoiding is used as temporary

alternative. Avoiding may also buy time needed by one or more of

the groups to gather additional information necessary for a long-

range solution. Avoiding may also be appropriate when other

parties are in a better position to resolve the conflict or when other

matters that are more important need to be addressed.


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- Compromising Compromising is a traditional method for

resolving intergroup conflict. With compromise, there is no distinct

winner or looser, and the resolution reached probably is not ideal

for either group. Compromising can be used very effectively when

the goal sought (for example, money) can be divided equitable if

this is not possible, one group must give up something of value as

a concession.

Compromising might be useful when two conflicting parties

with relatively equal power are both strongly committed to mutually

exclusive goals. It may also represent a way of gaining a

temporary settlement to particularly complex and difficult issues.

We saw earlier that problem solving was a disable but difficult

approach to conflict resolution. Compromise is a good back up

strategy which conflicting parties can fall back on if their attempts

at problem sowing are unsuccessful. Sometimes I may involve

third party intervention, such intervention may take the form of

appealing to a submit the conflict to some form of mediation or

arbitration.

(Krathner and Kinicki, 2004) Inadequate or excessive level of

conflict can hinder the effectiveness absence and turnover of a

group or an organization, resulting in reduced satisfaction of group

members, increased absence and turnover rates and eventually,


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lower productivity. On the other hand when conflict is at an optimal

level, complacency and apathy should be minimized, motivation

should be enhanced through the creation of a challenging and

questioning environment with a vitality that makes work interesting.

(Robbins and Sanghi, 2005:418).


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CHAPTER THREE.

RESEARCH DESIGN AND METHODOLOGY

3.1 Introduction

This chapter discussed the methodological issues in this research.

It contains the methods of data collection, Population, techniques

for data collection, and sampling subjects used for the field

research.

3.2 Research Design

There are three types of educational research and they are

quantitative, qualitative and mixed research. Quantitative research

follows a deductive research process and involves the collection

analysis of quantitative data to identify statistical relation of

variables. eg observations (scaled rating), survey (closed ended)

e.t.c Qualitative follows an inductive research process and involves

the collection analysis of qualitative data. e.g

observation(normative) and survey(open-ended). Mixed research

combines both the qualitative and quantitative research techniques

in a simple study (www.utexas.edu).


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The research design adopted for this study is a survey design

which uses questionnaire to elicit information on the topic of

interest.

3.3 Data Collection Method

Data were obtained from both primary and secondary sources.

(a) Primary data They are materials which the investigator

originates for the purpose of the inquiry at hand. They were

obtained through Questionnaires (they are structured, simple

and direct questions) and personnel interview(they are

obtained through conversation with the respondent). They

are considered appropriate for the study.

(b) Secondary data- They are materials not originated by the

investigator himself but obtained from already existing data.

They include Magazines, Journals, Newspapers, internet

Published and Unpublished work which the researcher used

for the literature review.

3.4 Population and Sampling Procedures.

The population of this study used is a total number of 2230

employees in Nigerian Breweries Plc, Enugu. 400 questionnaires

were distributed. Using Yaro Yamani formula for the sample size.


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n = N

1+Ne2

Where n = sample size

N = total Population

E = Error population (5%)

n = 2230 2230 = 2230 = 339

1 + 2230 (0.0025) = 1 + 5.575 1.25

Though by the formula 339 was computed,400 questionnaires will

be distributed.

3.5 Data Analysis Techniques The data, collected for the study

through interview, questionnaires and documentary methods from

the research respondents, were tabulated so that interpretation of

the data would be easy to understand.

The uses of percentages were adopted to indicate the

number of workers that responded to a particular question. The

percentage with respect to the total number of workers that

responded were used in the research study.

Also the researcher made use of z test tool to test the

hypotheses. The testing is with the view to determine, and

establishing the validity and reliability of the hypotheses which are


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preliminary assumptions. Mean and standard deviation were also

used to answer research question. A question will be accepted is

the mean opinion is greater than 3.000 of the cut-off point. The null

Hypothesis will be rejected if what is obtained is less than 5.000.

Computational formula

(a) Mean

Mean x = F1X1

F1

Where = Summation sign

F1 = Frequencies

X1 = Allocated point (5,4,3,2,1)

X = Mean symbol

(b) Standard deviation

S = F1X12 - F1X1 2

F1 F1

Where

X1= S,4,3,2,1

F1= Frequency

=Summation signS=Standard Deviation

Z test

One Sample

Z = X - s/ n


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Where

X = mean = cut off point (3)s = standard deviation

n = number

(d) Two sample

Z = X1 X2

s12 + s22n1 n2

Where

X1 = mean for group one

X2 = mean for group two

s12 = variance for group one

s22 = variance for group two

n1 = number in group one

n2 = number in group two

(e) Percentage

P = x x 100n 1

Where

X = number in group

N = total number

(f) ANOVA


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CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Introduction

This chapter covers the data analysis. The presentation is in

sections. The first section is on the preliminary presentation of data

which involves the demographic characters. The second section is

on research question while the last section is the test of

hypotheses. The presentations are extractions from the computer

printout and are attached to this work as appendix. The whole

analysis were done using a computer software called SPSS

(statistical package for social science version 15)

4.2 Preliminary Presentation Of Data

This section presents the demographic characteristics of the

respondents. Only four characteristics were treated, vis-avis sex of

respondents, age distribution, marital status distribution and

education / qualification. Percentage were used to further describe

these features.


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Table 4.1:- Sex Distribution of the Respondents.

Sex Frequency Percentage

Male 219 55.4

Female 176 44.6

Total 395 100.00

Source: Field survey, 2010

The sex distribution of the respondents is such that of the 395 responds,

219 representing 55.4% of the respondents are males. (176) of the

respondents are females representing 44.6%. This shows that majority

of the respondents are males.

Table 4.2 Age Distribution of the Respondents.

Age Frequency Percentage

0-24 years 56 14.2

25-34 years 24 6.1

35-44 years 138 34.9

Above 45 years 177 44.8

Total 395 100.00


There are 56 respondents who are aged between 24 years representing

14.2% of the total respondents,. Those in the age bracket of 25-34 years

are 24 in number, making about 6.1% of the total respondents. 34.9% of

these respondents are aged 35-44 years, that is about 138 in number.


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Out of the 395 respondents, 177 are aged above 45 years. This

represents about 44.8% of the respondents. The above distribution

shows that majority of the respondents are aged 35 years and above,

they constituted about 79.7% of the respondents.

Table 4.2 Distribution of Respondents by Marital Status

Marital Status Frequency Percentage

Single 20 5.1

Married 214 54.2

Seperated 96 24.3

Widowed 52 13.2

Divorced 13 3.3

Total 395 100.00


There are 20 single males and females among the 395 respondents.

This group represents about 5.1% of the total respondents. Those that

are married are about 54.2% of the respondents. The actual figure is 214

of the total respondents, About 96 of the respondents are seperated

representing 24.3% while 52 about 13.2% of the respondents are

windows. Only 13 that is about 3.3% are divorced.


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Table 4.4 Distribution of Respondents by Educational Qualification.

Educational level Frequency Percentage

No Education 23 5.8

FSLC/SSCE/GCE 83 21.0

OND/HND/BSC 130 32.9

MSC and above 159 40.3

Total 395 100.00


The distribution of the respondents by educational qualification shows

that 23 of the respondents have no former education. This represents

about 5.8% of the respondents while 83 that is about 21% have FSLC or

SSCE or General Certificate of education. (130) of the respondents have

ordinary National Diploma (OND) or Higher National Diploma (HND) or

Bachelor of Science (BSC), this represents. Majority of the respondents

have master or its equivalent. This is about 40.3% of the respondent

about 159 in the category.

4.2 Analysis of Research Questions

4.2.1 Research Question One.

What are the causes of organizational Conflict. To answer this

research question, about 13 variables were considered and the

result of the analysis done are summarized in the table below.


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Table 4.5 Responses to research question one

s/

n

Causes of conflict Mean Standard

Deviation

Remark

1 Poor communication / miscommunication 3.8025 1.13616 Accepted

2 Poor organizational structure 3.7949 1.14704 Accepted

3 Poor performance 3.7266 1.17122 Accepted

4 Repetitive negative behaviour 3.7266 1.17338 Accepted

5 Strong negative misperceptions 3.6506 1.3647 Accepted

6 Percieved breach of faith & trust between

individual

3.6481 1.3613 Accepted

7 Personality clashes / ego problem 3.4785 1.4361 Accepted

8 Differences in values 3.4734 1.2569 Accepted

9 Goal differences 3.4709 1.4518 Accepted

10 Unresolved disagreement that was

escalated to an emotional level

3.4684 1.2629 Accepted

11 Issues of wages and salaries 3.4633 1.4516 Accepted

12 Unfavorable government policies 3.4304 1.5633 Accepted13 Lack of cordial relationship between

labour and management

3.4253 1.5646 Accepted

Source: Field Survey, 2010

The above table 4.5 shows the major causes of conflict in an

organization. They are ranked in order of the magnitude of their mean

and standard deviation. Among the first top ranking causes are poor

communication / miscommunication with a mean of 3.8025, Poor

Organisational Structure with a mean of 3.7949,also Poor Performance

has a standard deviation of 1.17122, Repetitive negative behaviour has


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a standard deviation of 1.7338, strong negative misperception is

accepted, also is Percieved breach of trust and faith between individuals,

Personality clashes has standard deviation of 1.4361, Differences in

value has a mean of 3.4734,Goal difference also has a standard

deviation of 1.4518, Unresolved disagreement that has escalated to an

emotional level is accepted and so is Issue of wages and salaries,

Unfavourable government policies has a mean of 3.4304 and Lack of

cordial relationship between labour and management has a mean of

3.4253, one good thing to note is that all the thirteen items presented are

accepted as possible causes of Conflict in an organization.

4.2.2 Research Question Two

What are the effects of conflict on the organizational performance?

This research question was answered using ten variables

extracted form the questionnaire, the summary is presented in this

table below.

Table 4.6 Responses to research question two

S/n Effect of conflict MeanStandardDeviation

Remark

1 Communication breakdown 3.8177 1.14315 Accepted

2 Low morale 3.7215 1.7002 Accepted

3 Low quality 3.6481 1.35002 Accepted


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4 Low productivity 3.6380 1.1568 Accepted

5 Lack of direction 3.5722 1.1273 Accepted

6 Lack of new ideas 3.5418 1.2155 Accepted

7 Leads to economic loss 3.5266 1.4795 Accepted

8 Competitive among conflicting

parties

3.4354 1.4152 Accepted

9 Insubordination 3.3949 1.53998 Accepted

10 Fragmentation 3.3848 1.5243 Accepted


The major effects of conflict according to the opinion pull is that of

communication breakdown with a mean of 3.8177 , low morale has a

mean of 3.7215, also low quality has a standard deviation of 1.35002

and low productivity is accepted as an effect of conflict, Lack of direction

has a mean of 3.5722, Lack of new ideas has a mean of 3.5418,

Economic loss has a standard deviation of 1.4795, amongst those

accepted are Competition among Conflicting parties and

Insubordination, Fragmentation has a mean of 3.3848. . All the items

asked in the questionnaire were accepted as effects of conflict in an

organization and they singly and collectively contribute to organizational

productivity.

4.2.3 Research Question three

What technique do managers adopt in solving such Conflict.

The techniques adopted by managers in solving organizational

conflict are as presented in table.


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Table 4.7 Responses to research question three

S/n

Conflict Management

Techniques

Mean Standard

Deviation

Remark

1 Improvement in communication 3.6861 1.33012 Accepted

2 Constant dialogue 3.6456 1.35779 Accepted

3 Accommodating 3.6354 1.1549 Accepted

4 Compromising 3.5646 1.2454 Accepted

5 Avoidance 3.5595 1.4048 Accepted

6 Solving the problem 3.5013 1.4041 Accepted

7 Re- orientation 3.4785 1.30069 Accepted

8 Dominating by force on other party 3.4658 1.2889 Accepted


From the table 4.7 above the whole items in the question are the

possible ways / methods of handling conflict situations in an

organization. They range from improvement in communication with a

mean of 3.6861 to constant dialogue with a standard deviation of

1.35779, Accommodating is accepted and Compromising also,

Avoidance has a standard deviation of 1.4048,Solving the problem also

of 1.4041, Re-orientation has a mean of 3.4785 and 1.2889 is for

Dominating by force on the other party .

4.2 Test of Research Hypotheses

This section deals with hypotheses testing, They are herewith

presented below.


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(1) Education has no significant effect on the opinion of

respondents on Conflict Management strategies.

(2) There is no significant difference between opinion of male

and female respondents on the causes of conflict in an

organization.

(3) There is no significant effect of conflict on organizational

performance.

The above hypotheses are treated one after the other.

Ho: Education does not have significant effect on the opinion of


Ha: Education does haves a significant effect on the opinion of


The opinion of respondents by educational level was compared using

Anova, ( since we have more than three mean). The summary o the test

done is shown in the table below.

Table 4.8 ANOVA Test Result for Hypothesis one

S/n QUESTION ITEMS F-Value P-value Remark

1 Improvement in communication 0.809 0.490 Accepted

2 Constant dialogue 0.649 0.584 Accepted

3 Accommodating 0.291 0.823 Accepted


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4 Compromising 0.281 0.837 Accepted

5 Avoidance 0.598 0.617 Accepted

6 Solving the problem 0.551 0.648 Accepted

7 Re- orientation 0.362 0.780 Accepted

8 Dominating by force on other

party

0.301 0.825 Accepted


Table 4.8 results showed that the null hypothesis was accepted at 0.05

level of Significance and the alternative rejected thereby concluding that

Education does not have effect on the opinion of male and female

respondents.

4.3.2: Hypothesis Two

Ho: There is no significant different between the opinion of male

and female respondent on the causes of conflict in an

organization.

Ha: there is a significant deference between the opinion of male

and female respondents on the causes of conflict in an

organization.

The opinions of male and female respondent are compared or the

13 possible causes of conflicts. The summary of the analysis is

presented in the table below.


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Table 4.8 Z test for hypothesis two

s/n Cause of conflict Sex Mean S.D Number Z value P value Remark

1 Personality /ego problem

MF

3.47953.4775

1.43461.4420

219 0.015 0.988 Accepted

2 Poorperformance

MF

3.71693.7386

1.19331.1464

176219


3 Strong negativemisperception /stereotype

MF

3.70783.5795

1.32591.4119

176219


4 Difference invalue

MF

3.52053.4148

1.25371.2620

176219


5 Lack ofcordially r/ship

betweenmanagement &labour

MF

3.42013.4318

1.5551.5806

176219


6 Poororganizationalstructure

MF

3.81743.7670

1.11431.1891

776219


7 Perceivedbreach of faithand trust

MF

3.62103.6818

1.36061.3652

176219


8 Issues of

wages andsalaries

M

F

3.5114

3.4034

1.4186

1.4935

176

219


9 Repetitivenegativebehaviour

MF

3.7263.7273

1.18781.1586

176219


10 Unresolveddisagreementthat hasescalated toemotional level

MF

3.51603.4091

1.28271.23875

176219


11 Unfavourablegovernmentpolicies

MF

3.47493.3750

1.52441.6129

176219


12 Poorcommunication

MF

3.19913.8068

1.13571.400

176219


13 Goal difference MF

3.4843.4545

1.46321.4415

1 0.200 0.841 Accepted


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The null hypothesis is accepted in all the cases signifying that

there is no significant difference between the opinion of male and

female respondents on the possible causes of conflicts in an

organization.

4.3.3 Hypothesis Three

Ho. There is no significant effect of conflict on organizational

performance.

Ha: There is a significant effect of conflict on organizationa

performance.

The hypothesis was answered using all the effects of conflicts as

listed on the question. This is so because each has an effect on

organizational performances as established from the answers to

the research question on the effects of conflict. The summary is

presented in the table below.


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Table 4.9 : Z -test for hypothesis three

s/n Effect of conflict mean Cut off S.D Z value P value remark

1 Low morale 3.7215 3.00 1.1760 12.256 0.000 Sig

2 Lead to economic

loss

3.5266 3.00 1.4795 7.074 0.000 Sig

3 Lack of new ideas 3.5418 3.00 1.2154 8.859 0.000 Sig

4 Insubordination 3.3949 3.00 1.5399 5.097 0.000 Sig

5 Communication

breakdown

3.8177 3.00 1.1432 14.217 0.000 Sig

6 Competition

among conflictingparties

3.4354 3.00 1.4152 6.115 0.000 Sig

7 Lack of direction 3.5722 3.00 1.1273 10.087 0.000 Sig

8 Fragmentation 3.348 3.00 1.5243 5.017 0.000 Sig

9 Low productivity 3.6380 3.00 1.1568 10.961 0.000 Sig

10 Low quality 3.6481 3.00 1.3500 9.541 0.000 Sig

The table above indicates that the null hypothesis was rejected in all

cases. This shows that the alternative hypothesis is accepted thereby

concluding that there is a significant effect of conflict on organizational

performance.


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CHAPTER FIVE

5.0 Introduction:

In this chapter the summary of the findings was drawn from the

questionnaire which was analyzed in chapter four that would be

presented. Thereafter, conclusions and recommendation will be as

to knowing the effect of conflict management in an organization

such as Nigerian breweries Plc, Enugu.

5.1 Summary of findings

This research work was conducted against the backdrop of conflict

situations that have disrupted many peaceful and profitable

organizations, with its consequences, and effects as the case may

be the findings as follows:

1. That Education does not have any effect on the opinion of

respondents on Conflict Management Strategies.

2. That there is no Significance different between the opinion of male

and female respondents on the causes of Conflict.

3. That there is a significant effect of Conflict on Organisational

performance

4. That there are different causes of Conflict and the top

ranked was poor Communication.


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5. That based on the responses the effect of Conflict is that of low

morale.

6. That having constant dialogue is one of the techniques for

handling conflict situations.

5.2 Conclusion-

From the data gathered an analyzed by the researcher and

following the major research finding above, the researcher drew

the following conclusions:

1. That management strategies adopted in handling Conflict will

not be affected by differences in Educational Qualification of

the respondents

2. That the causes of Conflict in an Organisation will not have

any difference whether it came from the male or female

respondents.

3. That Conflict has an adverse effect on Organisational

Performance.

4. That Poor Communication is a major cause of Conflict.

5. That low Morale is amongst the most ranked in the effects of

Conflict.

6. That possible ways of handling Conflict situation in an

Organisation is by Constant dialogue.


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5.3 Recommendations

In the light of the research findings and conclusions above, the

researcher hereby recommends the following suggestions for

Nigerian breweries plc, Enugu.

1. That Management must adopt Conflict Management strategies that

will improve on the Performance of the Organisation.

2. That management should ensure a free flow of communication

between the management and the employee.

3. Management should encourage and promote interpersonal

relationships among co-workers to improve on their morale

4. There is need for constant dialogue between management and the

employees to clarify issues and exchange ideas.

5. Management should re-orient employees on the effect of conflict

on organizational performance.

6. Finally, good leadership on the part of management and employee

representatives can be a strategy for preventing conflict.


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Department of Bus. AdministrationFaculty of Management ScienceNnamdi Azikiwe University Awka

Anambra State.23/04/10

The Chief Executive Officers,NB.PLC, Ama Enugu.

Dear sir,

LETTER OF CONSENT.

I am a postgraduate student of the above named institution and

department. I am currently working on my research project titled Conflict

Management and Organizational Performance.

This work is in partial fulfillment of requirement for award for M.SC. in

business Administration. It is purely for academics exercise. I hereby

assure you that all information supplied will be kept confidential.

Thanks in anticipation for your co-operation.

Yours faithfully

Ezeanyim Ekene .F.


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QUESTIONNAIRE

Dear respondents,

Please help to complete this questionnaire, the information provided will

be treated as confidential.

A study on Conflict Management and Organizational performance.

Part A:

1. Sex ---- Male Female

2. Age ---- 0-24, 25-34 35-44 above 45

3. Marital status Single Married Separated Widowed

Divorced

4. Educational Qualification

No Education

FSLC/SSCE/CECE

OND/HND/BSC

MSC and above


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Part B

Please tick in the space provided, on the option most suitable

s/

n

Causes of conflict

1 Poor communication / miscommunication

2 Poor organizational structure

3 Poor performance

4 Repetitive negative behaviour

5 Strong negative misperceptions

6 Percieved breach of faith & trust between

individual

7 Personality clashes / ego problem

8 Differences in values

9 Goal differences

10 Unresolved disagreement that was

escalated to an emotional level

11 Issues of wages and salaries

12 Unfavorable government policies

13 Lack of cordial relationship between

labour and management


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2.

S/n Effect of conflict SA A U1 Communication breakdown

2 Low morale

3 Low quality

4 Low productivity

5 Lack of direction

6 Lack of new ideas

7 Leads to economic loss

8 Competitive among conflicting parties

9 Insubordination

10 Fragmentation

3.

S/n Conflict Management Techniques

SA A U

1 Improvement in communication

2 Constant dialogue

3 Accommodating

4 Compromising

5 Avoidance

6 Solving the problem

7 Re- orientation

8 Dominating by force on other party

SA Strongly agreed

A - Agreed

U - Undecided

D - Disagreed

SD Strongly Disagreed


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Asika N. (1991) Research Methodology in the behaviour science Ikeja,

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Ibanceviah J.M, Konopaske, R. and Matteson M.T. (2005). (7thEdition)

Organizational Behaviour and Management M.C. Graw Hill

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Jehn K.A. and Manmx E.A (1997), A qualitative Analysis of Conflict

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Krataner R. and Kinieker N. (2004), (6th Edition) Organizational

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M.C. Grew Hill Publisher

Mamiria C.B. and Ganker S.V. (2007), Personal Management and

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Nnabuife and Amobi (1993:3) Management: An, Operational Perspective

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Goshen Publishers.

Onwuchekwa C.I. (2007), Managing Organizational Conflict (2nd

Edition),

Enugu, Goshen Publishers.


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Okeke S.M. (2006) Introduction to conflict resolution (1stEdition) Michael

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www.ehow.comConflict Management, 8thSept., 2009

www.Ivythesis.typed.comConflict Management, 22ndMarch, 2010

www.consulti.com/ managing conflict.com) signs of Conflict, 10th Jan,

2010

www.etu.org.zaconflict management, 14thFeb., 2010

www.beyondintractability.orgCauses of Conflict, 4thDec., 2009

www.Angeronmymind. Wordpress.com signs of Conflict 4thDec., 2009

www.utexas.edutypes of educational research 3rdApril, 2010

www.teambuilding.comCauses of conflict 6thApril., 2010

industrial harmony

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