An appraisal of the nature and frame work for management of organisational conflict

Thesis Overview

<p> </p><p><strong>INTRODUCTION</strong></p><ol><li><strong>BACKGROUND OF THE STUDY</strong></li></ol><p>An organizational conflict has been viewed as a perceived condition that exist between parties in which one or more of the parties perceives goal incompatibility and some opportunity for interfering with the goal attainment of others.</p><p>There are three proposition about conflict as observed by Albanese (1998).These propositions are that conflict arises within a context of interdependence; conflict can occur or grow out of the similarities of the requirements of organization members. Managing conflict requires both the reduction and stimulation of the level of conflict. For more understanding of the resolution of industrial conflict, there is the need to throw more light on the conflict process. Albanese (1998) posits that conflict is a dynamic process in nature.It also means that conflict involves an element of time sequence and a series of events rather than a discrete event that occurs at one moment. Further more, according to kilman and Thomas (1978), as quoted in Albanese(1998), the process models of behavior place the parties in conflict in a temporal sequence of events, And behavior is assumed to be directly.</p><p>Influenced by preceding events and anticipation of subsequent events. Knowing how to manage and cope with conflict as observed by Albanese(1998), is a skill of increasing importance to managers. This view is true because of a variety of forces, operating within and outsides the organisations that make conflict a more probable dimension of managerial problems. Basically conflict can affect all components of job performance; such as role perception,abilities and skill, motivation, and the situational context.</p><p>Mary Parker Follett as quoted in Albanese (1998), proposed three main ways of dealing with conflict such as domination, compromise, and integration. Accordingly domination is regarded as a style used by someone operating from a position of power. This is a style regarded these days a win-lose style. On the other hand, integration style is the win –win style of managing conflict. The style involves the use of creative,problem- solving approach to conflict management. Compromise indicates creating a situation for the parties in conflict to partake in share of some win and losing.</p><p>In modern times there is two dimensional approach to management of organizational conflict. In essence, therefore ,the approach is viewed. In terms of two dimensions; one represents a persons degree of concerns for his or her own interest or goals. The other represents the persons degree of concern for the other persons interest or goals. This is a simplistic view of the modern approach to the management of organizational conflict, there are five basic conflict- management styles consisting of competition, avoidance,accommodation,compromise,and collaboration.</p><p>Therefore the research seek to proffer an appraisal of the nature and framework for the management of organizational conflict.</p><ol><li><strong>STATEMENT OF THE PROBLEM</strong></li></ol><p>An organizational conflict has been viewed as a perceived condition that exist between parties in which one or more of the parties perceives goal incompatibility and some opportunity for interfering with the goal attainment of others.</p><p>Organisationalconflict seems to be a condition that is unavoidable in view of changing economic realities. Workers must always make demands and sometimes agitate over management policy viewed as against the interest of the workers.</p><p>However &nbsp; many organization do not anticipate neither &nbsp; evolve a framework for the managing of this conflict. These as a result affect the progress of work and peace in the organization.An organization devoid of industrial peace and harmony cannot achieve its set goals and objectives neither enhance worker productivity. Therefore the problem confronting this research is to provide an appraisal of the nature and framework for management of organisational conflict with a case study of the Ogun state civil service.</p><p><strong>1.3 &nbsp; &nbsp; &nbsp; &nbsp; RESEARCH QUESTION</strong></p><p>1. &nbsp; &nbsp; What is the nature of organizational conflict?</p><p>&nbsp;2. &nbsp; What is the nature and framework for the management of organizational conflict?</p><p>3. &nbsp; &nbsp; What is the nature and frame work for the management of organizational conflict in the ogun state civil service</p><p><strong>1.4 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; OBJECTIVES OF THE RESEARCH</strong></p><p>1. &nbsp; To &nbsp; determine the nature of organizational conflict</p><p>2. &nbsp; To determine the nature and frame work for the management of organizational conflict</p><p>3. &nbsp; To determine the nature and frame work for the management of organizational conflict in the ogun state civil service</p><p><strong>1.5 &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; SIGNIFICANCE OF THE RESEARCH</strong></p><p>The research shall provide the guiding principle for the development of a framework for the management of organisational conflict.</p><p>It shall also serve as a veritable source of information for managers and union leaders.</p><p><strong>1.6 &nbsp; &nbsp; STATEMENT OF THE HYPOTHESIS</strong></p><p>1. &nbsp; &nbsp; Ho: &nbsp; &nbsp; The level of conflict in the ogun state civil service is low</p><p>Hi: &nbsp; The level of conflict in the ogun state civil service is high</p><p>2. &nbsp; Ho: &nbsp; Framework for the management of conflict is not given significant attention in ogun state civil service</p><p>Hi: &nbsp; Framework for the management of conflict is given significant attention in ogun state civil service</p><p>3. &nbsp; &nbsp; Ho: &nbsp; The impact of the framework for the management of organizational conflict inogun state civil service is low</p><p>Hi: &nbsp; &nbsp; The impact of the framework for the management of organizational conflict is inogun state civil service is high</p><p><strong>1.7 &nbsp; &nbsp; SCOPE OF THE STUDY</strong></p><p>&nbsp; The study focuses on the appraisal of the nature and framework for the management of organizational conflict</p><p>It provides a structural study on the nature of organizational conflict and proffer guiding principle for the management of organizational conflict.</p><ol><li><strong>DEFINITION OF TERMS</strong></li></ol><p><strong>ORGANISATIONAL CONFLICT DEFINED</strong></p><p>An organizational conflict has been viewed as a perceived condition that exist between parties in which one or more of the parties perceives goal incompatibility and some opportunity for interfering with the goal attainment of others.</p><p><strong>COMPETITION &nbsp; DEFINED</strong></p><p>This approach involves high assertiveness and low on competitiveness.The style is essentially power oriented and approaches conflict in termsof a win-lose strategy.</p><p><strong>AVOIDANCE DEFINED</strong></p><p>Albanese (1998) posits that an avoidance style may reflect the failure to address important issues and a tendency to remain neutral when there is a need to take a position and therefore, of no value as a model of managing conflict</p><p><strong>ACCOMMODATING DEFINED</strong></p><p>The accommodating style portrays low position on assertiveness and high consideration for cooperativeness. Accordingly, Albanese (1998) posits that</p><p>A person who uses an accommodating style as the primary approach to conflict management may be showing too little concern for his personal goals. This can lead to loss of influence and andrecognition, Nevertheless, the style may be employed for gaining acceptance and affiliation.</p><p><strong>COMPROMISE</strong></p><p>The style involves considering &nbsp; expediency above principles as regards seeking short term solutions at the expense of longterm objective.</p><p><strong>COLLABORATION</strong></p><p>The collaborative approachinvolves the position of high assertiveness and high cooperativeness in terms of personal goals and the goals of others respectively.</p><p><strong>REFERENCES</strong></p><p>Akubuiro n, h. (2003) industrial relations and industrial laws, lagos;pma printers</p><p>Albanese r. (1998) managing; towards accountability for performance; new york; richardd.irwin</p><p>Robbins s.p (1998) organisationalbehaviour; concepts , controversies and applications, englewood cliff, nj prentice- hall</p><p>Sternberg r j and soriano, l (1984) styles of conflict resolution, journal of personality and social psychology.</p><p>Thomas t,w (1997)towards multidimensional values in teaching ; the example of conflict of conflict behaviour, academy of management &nbsp; review.</p> <br><p></p>