Fyp Conflict Management

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Dissertation Study On
CONFLICT MANAGEMENT
AT WORK PLACE
Submitted in partial fulfillment of the requirement of the degree
of Master of Business Administration
(2009-11)
ISHA GANDHI
MBA- 3rd Semester
Internal Guide
Mrs. Khyati Kapil
Assistant Professor
MBA Department
COER-School of Management
UTTARAKHAND TECHNICAL UNIVERSITY,
DEHRADUN
(2009-2011)
1
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STUDENT DECLARATION
This project has been undertaken in partial fulfillment of the requirements for the award of
degree of Master of Business Administration of Uttarakhand Technical University, Roorkee.
This project was executed during the 4th semester under the able guidance of Mrs. Khyati kapil
Further, I declare that the dissertation entitled Conflict management at work place is my
original work and not submitted for the award of any other degree or diploma.
Counter Signed By: -
Name & Full Signature of the Student
-------------
Isha gandhi
ACKNOWLEDGEMENT
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I feel myself privileged at having an opportunity to thank the people who helped me at all stages
of my research work. The report is the outcome of the guidance and valuable suggestions
provided by all the faculty of COER School of Management (COER-SM). I would like to
express my sincere thanks and primarily the gratitude to Mrs. Khyati Kapil, Lecturer, MBA
Department, COER- SM, Roorkee who had been the main driving force in guiding, in the
analysis and presentation of the project work right from the initiation to the final stage.
I also wish to express my sincere thanks to my parents, friends and well wishers for their
enthusiastic support and who have directly or indirectly helped me in one way or the other in
preparation of the final report.
Isha Gandhi
MBA IV SEM COER
SCOPE OF THE STUDY

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Almost every academic discipline has its theoretical approach of understanding conflicts
economists are focused on game-theory and decision-making, psychologist explore interpersonal
conflicts, sociologists take status and class conflicts as the focal point, while political science is
centered on intra-national and international conflicts.
Therefore to review the conflict literature as a whole is an almost impossible task. However, our
conflict review, though mainly concentrated on interstate and international conflicts, will try to
give short introduction of the disputed notions and different definitions of a complex
phenomenon called conflict.
Students bring different ideas, goals, values, beliefs and needs to their teams and these
differences are a primary strength of teams. These same differences inevitably lead to conflict,
even if the level of conflict is low. Since conflict is inevitable, one of the ways in which faculty
members can help students improve their abilities to function on multidisciplinary teams is to
work with them to develop their understanding of conflict and their capabilities to manage and
resolve conflict.
What is conflict and conflict management.
Why learn more about conflict and conflict management
How do people respond to conflict
What modes do people use to address conflict
What factors can affect our conflict modes
How might you select your conflict management style
How might you apply this information
OBJECTIVES OF THE STUDY

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1. To study the causes of conflicts at workplace.

2. To study the impact of conflicts at workplace.
3. To study the conflict management strategies and benefits.
CONTENTS
5
Chapter 1
Page 7 to
Overview of the topic
19
1.1 Introduction
1.2 Conflict management at work place
1.3 What is conflict and conflict management?
1.4 People response towards conflict. Fight or
flight
1.5 Conflict management techniques
1.6 Factors affecting our conflict modes
1.7 Types of Managerial Actions that Cause
Workplace Conflicts
1.8 Key Managerial Actions
1.9 Conflict Resolution Continuum
Chapter2
Literature review
Page
20
Chapter3
Research Methodology
to 22
Page
23
Chapter4
Case study analysis
to 24
Page
25
4.1 Case study 1
to 34
4.2Case study 2
4.3 Case study 3
4.4 Case study 4
4.5 Case study 5
Chapter 5
Findings
Page
35
Chapter 6
Conclusion
to 36
Page
37
to 38
Chapter7
Page
Suggestion
39
to 40
Chapter 8
Page
Bibliography
to 42
41
CHAPTER-1
INTRODUCTION
INTRODUCTION
Conflict may be defined as a struggle or contest between people with opposing needs, ideas,
beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not
7
predetermined. Conflict might escalate and lead to nonproductive results, or conflict can be
beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is
integral to a high-performance team. Although very few people go looking for conflict, more
often than not, conflict results because of miscommunication between people with regard to their
needs, ideas, beliefs, goals, or values. Conflict management is the principle that all conflicts
cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of
nonproductive escalation. Conflict management involves acquiring skills related to conflict
resolution, self-awareness about conflict modes, conflict communication skills, and establishing
a structure for management of conflict in your environment
If we can learn to manage this highly probable event called conflict then we are less apt to
practice destructive behaviors that will negatively impact our team. Although conflict may be
misunderstood and unappreciated, research shows that unresolved conflict can lead to
aggression. Most of us use conflict skills that we observed growing up, unless we have made a
conscious effort to change our conflict management style.
CONFLICT MANAGEMENT AT WORK PLACE

Definition
A conflict can be defined as an ongoing state of hostility between two or more people or groups.
Conflict management on the other hand is the short or long-term management process used to
resolve issues where either party is being stubborn, inflexible, difficult, or whatever.
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In most instances, conflicts between staff members and managers are silent. Staff members do
not express their views or feelings of conflict openly in front of their immediate manager and
prefer to voice their concerns or bad feelings about their manager to their colleagues, family
members or friends. If you are currently facing a conflict situation in your working environment,
have you looked at the root cause of this conflict
There are a number of sources of conflict and here are just a few:
Poor communication channels.
Friction between two or more people/departments.
Friction between employee and manager.
Lack Job recognition and employee development.
Lack of support from management.
Operational changes to business.
Lack of information.
Lack of resources.
Salary negotiation deadlocks.
Conflict and conflict management
Conflict may be defined as a struggle or contest between people with opposing needs, ideas,
beliefs, values, or goals. Conflict on teams is inevitable; however, the results of conflict are not
predetermined. Conflict might escalate and lead to nonproductive results, or conflict can be
beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is
integral to a high-performance team. Although very few people go looking for conflict, more
often than not, conflict results because of miscommunication between people with regard to their
needs, ideas, beliefs, goals, or values. Conflict management is the principle that all conflicts
cannot necessarily be resolved, but learning how to manage conflicts can decrease the odds of
nonproductive escalation. Conflict management involves acquiring skills related to conflict
resolution, self-awareness about conflict modes, conflict communication skills, and establishing
a structure for management of conflict in your environment.
More about conflict and conflict management

Listening, oral communication, interpersonal communication, and teamwork rank near the top of
skills that employers seek in their new hires. When you learn to effectively manage and resolve
conflicts with others, then more opportunities for successful team memberships are available to
you.
If we can learn to manage this highly probable event called conflict (we average five conflicts
per day), then we are less apt to practice destructive behaviors that will negatively impact our
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team. Although conflict may be misunderstood and unappreciated, research shows that
unresolved conflict can lead to aggression. Most of us use conflict skills that we observed
growing up, unless we have made a conscious effort to change our conflict management style.
Some of us observed good conflict management, while others observed faulty conflict
management. Most of us have several reasons to improve our conflict-management skills.
Faculty members should help students develop their conflict management skills. Most people do
not resolve conflicts because they either have a faulty skill set and/or because they do not know
the organizations policy on conflict management. All team members need to know their conflict
styles, conflict intervention methods, and strategies for conflict skill improvement.
People response towards conflict Fight or flight.
Physiologically we respond to conflict in one of two wayswe want to get away from the
conflict or we are ready to take on anyone who comes our way. Think for a moment about
when you are in conflict. Do you want to leave or do you want to fight when a conflict presents
itself? Neither physiological response is good or badits personal response. What is important
to learn, regardless of our initial physiological response to conflict, is that we should
intentionally choose our response to conflict.
Whether we feel like we want to fight or flee when a conflict arises, we can deliberately choose a
conflict mode. By consciously choosing a conflict mode instead of to conflict, we are more likely
to productively contribute to solving the problem at hand. Below are five conflict response
modes that can be used in conflict.
Conflict management techniques

Missionaries get into conflict with each other. Pastors and lay people get into conflict.
Volunteers in ministry organizations find themselves in conflict. Human relations managers in
businesses often find themselves managing situations of inter-personal conflict.
Managing disagreements in ways that build personal and collegial relationships rather than
harming them. Such disagreements or conflicts can occur between individuals or between groups
of people. Here are five strategies from conflict management theory for managing stressful
situations
Collaborating: win/win
Compromising: win some/lose some
Accommodating: lose/win
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Competing: win/lose
Avoiding: no winners/no losers
Collaborating
I win, you win
Symbol: Owl
Fundamental premise: Teamwork and cooperation help everyone
achieve their goals while also maintaining relationships
Strategic philosophy: The process of working through differences will
lead to creative solutions that will satisfy both parties' concerns
When to use:
When there is a high level of trust
When you don't want to have full responsibility
When you want others to also have "ownership" of solutions
When the people involved are willing to change their thinking as

more information is found and new options are suggested
When you need to work through animosity and hard feelings
Drawbacks:
The process takes lots of time and energy
Some may take advantage of other people's trust and openness
Compromising
You bend, I bend
Symbol: Fox
Fundamental premise: Winning something while losing a little is OK
Strategic philosophy: Both ends are placed against the middle in an
attempt to serve the "common good" while ensuring each person can
maintain something of their original position
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When to use:
When people of equal status are equally committed to goals
When time can be saved by reaching intermediate settlements on

individual parts of complex issues
When goals are moderately important
Drawbacks:
Important values and long-term objectives can be derailed in the

process
May not work if initial demands are too great
Can spawn cynicism, especially if there's no commitment to honor

the compromise solutions
Accommodating
I lose, you win
Symbol: Teddy Bear
Fundamental premise: Working toward a common purpose is more
important than any of the peripheral concerns; the trauma of confronting
differences may damage fragile relationships
Strategic philosophy: Appease others by downplaying conflict, thus
protecting the relationship
When to use:
When an issue is not as important to you as it is to the other person
When you realize you are wrong
When you are willing to let others learn by mistake
When you know you cannot win
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When it is not the right time and you would prefer to simply build
credit for the future
When harmony is extremely important
When what the parties have in common is a good deal more

important than their differences
Drawbacks:
One's own ideas don't get attention
Credibility and influence can be lost
Competing
I win, you lose
Symbol: Shark
Fundamental premise: Associates "winning" a conflict with competition
Strategic philosophy: When goals are extremely important, one must
sometimes use power to win
When to use:
When you know you are right
When time is short and a quick decision is needed
When a strong personality is trying to steamroller you and you

don't want to be taken advantage of
When you need to stand up for your rights
Drawbacks:
Can escalate conflict
Losers may retaliate
Avoiding
No winners, no losers
Symbol: Turtle
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Fundamental premise: This isn't the right time or place to address this
issue
Strategic philosophy: Avoids conflict by withdrawing, sidestepping, or
postponing
When to use:
When the conflict is small and relationships are at stake
When you're counting to ten to cool off
When more important issues are pressing and you feel you don't
have time to deal with this particular one
When you have no power and you see no chance of getting your
concerns met
Factors affecting our conflict modes

Some factors that can impact how we respond to conflict are listed below with explanations of
how these factors might affect us.
Gender Some of us were socialized to use particular conflict modes because of our gender. For
example, some males, because they are male, were taught always stand up to someone, and, if
you have to fight, then fight. If one was socialized this way he will be more likely to use
assertive conflict modes versus using cooperative modes.
Self-concept The way we think and feel about ourselves affect how we approach conflict. We
think our thoughts, feelings, and opinions are worth being heard by the person with whom we
are in conflict.
Expectations We believe the other person or our team wants to resolve the conflict.
Situation Where is the conflict occurring, do we know the person we are in conflict with, and
is the conflict personal or professional.
Position (Power) What is our power status relationship, (that is, equal, more, or less) with the
person with whom we are in conflict.
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Practice Practice involves being able to use all five conflict modes effectively, being able to
determine what conflict mode would be most effective to resolve the conflict, and the ability to
change modes as necessary while engaged in conflict.
Determining the best mode Through knowledge about conflict and through practice we
develop a conflict management understanding and can, with ease and limited energy,
determine what conflict mode to use with the particular person with whom we are in conflict.
Communication skills The essence of conflict resolution and conflict management is the
ability to communicate effectively. People who have and use effective communication will
resolve their conflicts with greater ease and success.
Life experiences As mentioned earlier, we often practice the conflict modes we saw our
primary caretaker(s) use unless we have made a conscious choice as adults to change or adapt
our conflict styles. Some of us had great role models teach us to manage our conflicts and
others of us had less-than-great role models. Our life experiences, both personal and
professional, have taught us to frame conflict as either something positive that can be worked
through or something negative to be avoided and ignored at all costs.
Discerning how we manage our conflict, why we manage conflict the way we do, and thinking
about the value of engaging in conflict with others are important. With better understanding we
can make informed choices about how we engage in conflict and when we will engage in
conflict. The next section provides points for us to consider when determining if we will enter
into a conflict situation or not.
Types of Managerial Actions that Cause Workplace Conflicts

1. Poor communications
a. Employees experience continuing surprises, they aren't informed of new
decisions, programs, etc.
b. Employees don't understand reasons for decisions, they aren't involved in
decision-making.
c. As a result, employees trust the "rumor mill" more than management.
2. The alignment or the amount of resources is insufficient.
a. Disagreement about "who does what".
b. Stress from working with inadequate resources.
3. "Personal chemistry", including conflicting values or actions among managers and
employees, for example:
a. Strong personal natures don't match.
b. We often don't like in others what we don't like in ourselves.
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4. Leadership problems, including inconsistent, missing, too-strong or uninformed

leadership (at any level in the organization), evidenced by:
a. Avoiding conflict, "passing the buck" with little follow-through on decisions.
b. Employees see the same continued issues in the workplace.
c. Supervisors don't understand the jobs of their subordinates.
Key Managerial Actions / Structures to Minimize Conflicts
1. Regularly review job descriptions. Get your employee's input to them. Write down and date
job descriptions. Ensure:
a. Job roles don't conflict.
b. No tasks "fall in a crack".
2. Intentionally build relationships with all subordinates.
a. Meet at least once a month alone with them in office.
b. Ask about accomplishments, challenges and issues.
3. Get regular, written status reports and include:
a. Accomplishments.
b. Currents issues and needs from management.
c. Plans for the upcoming period.
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4. Conduct basic training about:

a. Interpersonal communications.
b. Conflict management.
c. Delegation.
5. Develop procedures for routine tasks and include the employees' input.
a. Have employees write procedures when possible and appropriate.
b. Get employees' review of the procedures.
c. Distribute the procedures.
d. Train employees about the procedures.
6. Regularly hold management meetings, for example, every month, to communicate new
initiatives and status of current programs.
7. Consider an anonymous suggestion box in which employees can provide suggestions
A key attitude for anyone negotiating a conflict is to walk a mile in my shoes. Attempt to
view the conflict through the other parties eyes.
This will help a great deal in getting past perceptions that block resolution.
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Key Messages About Conflict

Conflict is neither good nor bad
Conflict is inevitable
Conflict does not have to result in winners and losers
In conflict both parties tend to believe that their opinion is fact
Too often both parties see themselves as innocent victims who represent the side of truth
and fairness
Too often both parties perceive all destructive acts carried out by others completely blind to
identical acts carried out by self or those on my side.
Basic Methods for Resolving Conflict

Methods
What Happens
When Used:
Appropriate to Use
When:
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Inappropriate to
Use When:
Power or Compete
(FIGHT)
Collaboration
(FACE)
Compromise or
Negotiation
Denial, Avoidance
(FLIGHT)
Accommodating,
Smoothing Over
(FREEZE)
Ones power, position

or strength settles the
conflict.
Im OK, youre not
OK
Mutual respect and
agreement to work
together to resolve
results in Im OK,
Youre OK
Each party gives up
something in order to
meet midway, often
leaving both parties
dissatisfied
were both sort of OK
People just avoid a
conflict by denying
its existence
Im not OK; youre
not OK
Differences are
played down and
surface harmony is
maintained. youre
OK, Im not OK
When power comes

with position of
authority and this
method has been
agreed upon
Losers are powerless

to express
themselves; their
concerns
Time is available;
parties committed to
working together as
we versus the
problem, not we-they
Time, commitment
and ability are not
present
Both parties are

better off with a
compromise than
attempting a win-lose
stance
Solution becomes so
watered down that
commitment by both
parties is doubtful
Conflict is relatively
unimportant, timing
is wrong, a cooling
off period is needed
Conflict is important
and will not
disappear, but will
continue to build
When preservation of
the relationship is
more important at the
moment
If smoothing over
leads to evading the
issue when others are
ready to deal with it
Conflict Resolution Continuum

Negotiation
Mediation
Arbitration
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Adjudication
discussion between
two parties, working
toward reaching
agreement, without
assistance
a voluntary process
with an impartial third
party helping
disputing parties to
reach a mutually
beneficial
agreement
using an independent
third party to settle a
dispute; third party
determines a binding
settlement
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conflict is resolved
using the justice
system with judge
&/or jury
CHAPTER-2
LITERATURE REVIEW
LITERATURE REVIEW
Swami, Praveen (2007) argues that the intensity and longevity of the conflict cannot be
explained through reasons of a failure in the modern state system.
21
Bose, Sumantra (2003) The author brings out the peculiarity of the conflict, which he terms as
essentially about sovereignty, by uncovering the layers of differences in the social and political
fabric of the state.
Dholakia, Amit (2005) The focus of this book is on the potential that international mediation
presents in conflict management and resolution in the case of India-Pakistan conflicts.
Dasgupta, Chandrashekhar (2002) The book studies the military and diplomatic developments
during 1947-48 involving the three key actorsIndi a, Pakistan and Britain and how these
developments shaped their decision-making.
Schofield, Victoria (2004) Schofield traces the political developments in Kashmir from the 16th
centuryonwards when the Mughal rulers conquered the valley in undivided India.
Dixit, Jyotindra Nath (2002) Its a detailed account of many contemporary events such as the
hijacking of an Indian airplane by Pakistani terrorists in 1999 Dixit provides evidence of
Pakistani involvement in numerous subversive activities in India in an attempt to destabilize the
latter.
Rizwan, Zeb & Chandran, Suba (2005) This book applies the established conflict resolution
theory of ripeness to study whetherthe Indo-Pak conflict has reached a stage of a mutually
hurting stalemate and analysescertain preconditions that would make the timing ripe for
resolution.
Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003) This book is an
account of the events that took place in 1990 that, without blowing into a full-scale war, brought
India and Pakistan to the brink of it.
Kumar, Radha (2005) This book is a brief, but lucid, account of India-Pakistan relations and the
possibilities of peace between the two nations.
Parthasarthy, Gopalapuram and Kumar, Radha (2006), The frameworks in this booklet,
suggested by two leading analysts on Kashmir, offercomprehensive policy directions intended to
settle the Kashmir dispute by mutual acceptance of all parties to the conflict.
Bose, Sumantra (1999) explores the approaches to peace in the case of the Kashmir conflict by
taking into account the legitimate concerns of all parties to the conflict including territorial
sovereignty, national security and the aspirations of the Kashmiri people.
Noorani, A.G (2000) This article by an eminent Indian lawyer and constitutional expert,
analyses the ceasefire declaration of the Hizb ul Mujahideen in 2000 and the implications for a
peace process over the Kashmir dispute.
Arambam, Lokendra (2007) This article, which is written by one of India's most respected
theatre directors who also comes from Manipur, looks at the fault-lines between the three major
communities in Manipur:
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Das, Rani Pathak (2008) This article traces the origins of militancy in Manipur. It is written by
a scholar based at the Centre for Development and Peace Studies in Guwahati, India who has
written on militancy and other peace and security-related issues for leading Indian research
institutions.
Gangte,T S (2007) This article analyses the struggle for identity generated by fragmented ethnic
claims and counter claims among the hill peoples of Manipur.
Hanjabam, Shukhdeba Sharma (2008) This article critically analyses the reasons for the rise
of militancy in Manipur and looks at the effects the promulgation of the Armed Forces Special
Powers Act 1958 (AFSPA) on the people of Manipur.
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CHAPTER-3
RESEARCH METHODOLOGY
RESEARCH METHOLODGY
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Research problem- My objective is to determine the causes of conflict management at

workplace and also to study the impact of conflict management efficiency and to provide
suggestions for occupational stress management.
Research design- The research methodology is descriptive and analytical type as I have
described and analyzed the pre stated facts regarding conflict management through case studies.
DATA USED: SECONDARY DATA has been collected chiefly from the following sources:
Research papers
Journals
Articles
Internet
Data collection tools- Case study analysis is used. A deep insight is sought on increasing impact
of conflicts at workplace.
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CHAPTER-4
CASE STUDY ANALYSIS
CASE STUDIES
CASE 1
M/s. Vishal Heavy Engineering Ltd. Bhopal has ten cadres of employees ranging from managing
director to unskilled labour. The supervisors are diploma holders. Many of them get higher
salaries than the engineering graduates. Unskilled labourers are given higher salary than the
26
supervisor in three cases. Lower manager first is treated more personally than the lower manager
three. Middle management consists of qualified, experienced engineers. The company
distinguishes between MBA engineers, non- MBA engineers and only MBAs. The system is full
of diverse attitudes and personalities. The organisation has started thinking about future problems
of diverse nature which may come up. It has no problem as yet, but symptoms are seen at two or
three places.
ANALYSIS
Case Name
Inefficient
management
labour force.
Causes of conflict at Impact of conflict at Conflict

work place
work place
management
Strategies
Unfair
It leads to loss in The payroll system
of remuneration plan- efficiency
as should be reviewed.
Middle
level
of employees are not
management is given satisfied with their
lower salary than the work.
lower
level
of
management.
Unfair management
practiceThe
company distinguish
MBA engineers, nonMBA engineers and
only MBAs.
It leads to arise in Management practice

conflict
among should be reviewed.
various levels of
management.
INTERPRETATION:
After analysing the case, I felt that the main problem is diverse attitude of
the organisation towards different employees of same qualification or
position in the organisation.
CASE 2
27
Shirley
and
Abdul
both
work
for
software
development
company
Shirley and Abdul both work for a software development company. The manager of the new
product division was originally the leader of the project team for which she interviewed and
hired Abdul. Shirley, another project team member, also interviewed Abdul, but strongly
opposed hiring him for the project because she thought he was not competent to do the job.
Seven months after Abdul was hired, the manager left the project to start her own company and
recommended that Abdul and Shirley serve as joint project leaders. Shirley agreed reluctantlywith the stipulation that it be made clear she was not working for Abdul. The General Manager
consented; Shirley and Abdul were to share the project leadership.
Within a month Shirley was angry because Abdul was representing himself to others as the
leader of the entire project and giving the impression that Shirley was working for him. Now
Shirley and Abdul are meeting with you to see if you can resolve the conflict between them.
Shirley says: "Right after the joint leadership arrangement was reached with the General
Manager, Abdul called a meeting of the project team without even consulting me about the time
or content. He just told me when it was being held and said I should be there. At the meeting,
Abdul reviewed everyone's duties line by line, including mine, treating me as just another team
member working for him. He sends out letters and signs himself as project director, which
obviously implies to others that I am working for him."
Abdul says: "Shirley is all hung up with feelings of power and titles. Just because I sign myself
as project director doesn't mean she is working for me. I don't see anything to get excited
about. What difference does it make? She is too sensitive about everything. I call a meeting and
right away she thinks I'm trying to run everything. Shirley has other things to do-other projects
to run-so she doesn't pay too much attention to this one. She mostly lets things slide. But when I
take the initiative to set up a meeting, she starts jumping up and down about how I am trying to
make her work for me."
ANALYSIS:
28
Case Name

work place
work place
management
Strategies
Conflict between the Differing
Conflict
between Meetings
to
be
joint project leaders expectationssuperiors
regarding organized
before
Shirley and Abdul.
Expectation
of their subordinates.
interviewing
a
different employees
candidate.
from their peers.
Competition within Loss in efficiency of Training should
the organisation-Any workers.
provided.
one doesnt wants to
be left behind.
Work
under A fear is developed in
pressure-The
the minds of the
interviewer and the superiors.
interviewee
are
forcefully asked to
work as peers.
be
They
should
be
entrusted that their
subordinates
are
promoted due to their
efficiency.
INTERPRETATION:
After analysing the case, I felt that the main problem is fear among the employees regarding their
performance and promotion schemes.
29
CASE 3:
When Conflict Boiled between the superior and the subordinate
The National Globe Company of Delhi put in an advertisement in the Situation Vacant column
of the Statesman in April, 1997, for a typist in their Typing Section in the grade of Rs.1600-2500
(exclusive of dearness allowance). The office of the company flooded with applications from all
over the country. After screening of applications, only twelve applicants were called for
interview. Ten days after the interview, Ram Din, 25 years old and a graduate of the Lucknow
University, received an appointment letter from the company.
Ram Din joined the company on June 1, 1997. He was asked to report to the Section Officer
incharge of the typing section. Ram Din was on probation for a period of six months.
During the first months, it was observed that Ram Din did his work on time and intelligently.
According to one filling clerk, he grasped his worked so quickly and easily that it made some of
his colleagues green with envy. Usually after having finished his own assignment, he helped
other people in the section.
After about six months, when the probation was over, the Section Officer noticed that Ram
Din starting leaving his room too often. Having observed Ram Din for about a week in his new
habit, the Section Officer, Miss Saxena called him in her room.
Miss Saxena : Ram Din, I see you leaving your seat too often
these days.
Ram Din
: When I finish my work, I go to the canteen to take

my tea.
Miss Saxena
: It is against office discipline to go to the canteen

during the working hours. You can go to the
canteen during the lunch interval.
Ram Din
: You should be satisfied as long as I do my work.

if my visits to the canteen interfere with my
work, then I will stop going out.
30
Miss Saxena kept Ram Din under close observation as a follow-up to her conversation with
him. She found that Ram Din not only went out as frequently as he did before, he also took a few
colleagues along. The Section Officer started giving Ram Din more work than was due to him.
One morning there was an unpleasantness between Ram Din and Miss
Saxena. Miss Saxena
had asked to carry out an addiotnal assignment.

Ram Din
: Ever since I started going to the canteen for tea,

you have been wanting my blood. If I default in
my assignments, you have every right to pull me
up. When I do my job regularly, why should I be
persecuted for relaxing after every two hours.
You are now giving me an assignment which is
in addition to my normal work. Is it fair?
Miss Saxena
: You are exceeding your limits, Ram Din. In this

office, you have to accept what I say. You have to
carry out my instructions. You will have to do this
assignment or else be prepared to suffer the
consequences
Ram Din
: You are now threatening. I know your motive.

The motive is not to get work done. It is to teach
me a lesson.
Miss Saxena
: I warn you. Your behavior is undesirable.
Ram Din
: I know what you are driving at. I might as well

tell you it is not easy to dismiss me. Even if you
succeed in dismissing me, there is no dearth of
jobs for a good typist.
Having said this, Ram Din walked out. Miss Saxena reported it to Ravi Mohan, Manager
incharge of the section. The manager called him and administered a strict warning.
31
Ravi Mohan
: Miss Saxena has told me everything. You have

to observe office discipline regardless of your
efficiency. And also, avoid using strong language
when talking to superiors.
Ram Din
: Yes, Sir, May I state my side of the story?
Ravi Mohan
: No, Miss Saxena has already told me every thing.
ANALYSIS:
Case Name

work place
work place
management
Strategies
Conflict
Boiled Difference
in It affects the office Fair
management
between the superior perception- Ram Din discipline regardless practice should be
and the subordinate.
who is a typist in of his efficiency and adopted which can
National
Globe also using strong create feeling of
Company of Delhi language
while fairness or just among
starting leaving his talking to superiors
the employees
room too often during
the working hours.
Influencing othersRam Din not only
went
out
as
frequently as he did
before, he also took a
few colleagues along.
Due
to
conflict
between Ram Din
and Miss Saxena he
is disturbing the other
employees as well.
Ram Din should be

entrusted that he is
important for the
organization.
INTERPRETATION:
After analysing the case, I felt that the main problem is that Ram Din who is a typist in National
Globe Company of Delhi is breaking the discipline of the organization unconsciously and is
interacting with his superiors quite abruptly.
32
CASE 4:
Laxman is a supervisor in charge of a manufacturing operation in a medium sized industry. A
recent change in company procedures made it possible for employees to engage in job rotation.
In a staff meeting held to discuss the possibility, Laxman came to know that out of the three
subordinates, two wanted to change to a job rotation schedule, while one did not. After prolonged
discussions with his superiors and pondering over the problem, Laxman approaches be followed
to manage this conflict situation.
(a) Simply tell all the three that job rotation will begin immediately.
(b) Convince all the three that their interpersonal relationship are more important than any
job rotation, thus getting them to agree to rotate job.
(c) Workout an arrangement where job rotation occurs for a while, is stopped for a while,
and so on, thus allowing each person to have his or her way part of the time.
(d) Drop the idea of job rotation.
.ANALYSIS:
Case Name
Causes of conflict Impact of conflict Conflict

at work place
at work place
management
Strategies
Job rotation in the Resistance to
Ineffective
Convince all the
organisation
change- A recent
communication
three that their
change in
among employees interpersonal
company
relationship
are
procedures made it
more
important
possible for
than
any
job
employees to
rotation,
thus
engage in job
getting them to
rotation
agree to rotate job.
INTERPRETATION:
After analysing the case, I felt that the main problem is that there is no one solution to
solve a conflict, one has to search for various alternatives and opt for the best one suited
to the solve the conflict amicably.
33
CASE 5:
Why havent I received reimbursement for the two business trips I made last month? Asked R.
Chidambaram as he entered Uma Sekarans Office Chamber. Sekaran was the budget officer for
the manufacturing division of Cachar Papers Mills, a manufacturer of news paper. Chidambaram
was a technical troubleshooter who worked in manufacturing but frequently dealt with customer
complaints that were channeled through sales representatives and national sales directors office.
Sekaran responded, you know it takes nearly four weeks for expense reimbursement, and
for one of those trips, your travel request was processed after you returned. The vice-president of
manufacturing does not like to approve reimbursement after-the-fact. All travel is supposed to be
preapproved and funds encumbered for travel.
I know that, said Chidambaram, but some of these sales representatives want immediate
attention to customer problems. They want me to go to the customers warehouse to inspect our
shipment when the customer refuses acceptance. I cant wait three days for approval. If I did, we
would lose customers. You know that the sales representatives want answers right away so that
they can get their full commissions.
Furthermore, continued Chidambaram, sometimes I have to charge lodging and meals on
my own credit card, and the bills come due before I get reimbursed.
Request an advance, countered Sekaran.
There isnt time to get an advance, besides, advances are for only 80 per cent of expected
expenses. I still have to pay some expenses out of my own pocket, Chidambaram stated,
frustrated.
Thats easy to handle. Overestimate your expenses by 20 per cent, and you can get an
advance for 100 per cent of expenses, Sekaran suggested.
I think these emergency that last year and I lost, Sekaran remarked.
Well, you need to fight that battle again or change some of the reimbursement procedures. I
am tired of bankrolling the company, complained Chidambaram as he left Sekarans office.
34
ANALYSIS:
Case Name
Employee unsatisfied
with the delay in
reimbursement
of
expenses
by
the
company.

work place
work place
management
Strategies
Delay in execution- It gives rise to The reimbursement of
An employee has conflict between the the expenses should
made two business concerned employee be speeded up in
trips yet he has not and
the
budget accordance to trips.
received the expenses officer.
incurred
by
the
company.
INTERPRETATION:
After analysing the case, I felt that the main problem is that company is not able to manage its
sales representatives along with the management of the company.
35
CHAPTER-5
FINDINGS
36
FINDINGS
The conflict management generally refers to the short or long-term management process used to
resolve issues where either party is being stubborn, inflexible, difficult or whatever.
Conflict management include: acquiring skills related to conflict resolution, self-awareness
about conflict modes, conflict communication skills, and establishing a structure for management
of conflict in your environment.
After analyzing the case studies the following intervention techniques were used:
Collaborating: win/win
Compromising: win some/lose some
Accommodating: lose/win
Competing: win/lose
Avoiding: no winners/no losers
After analyzing the case studies the following problems were made:
Poor communication channels, friction between two or more people/department, Friction
between employee and manager, Lack of job recognition and employee development, Lack of
support from management, Lack of information, Lack of resources, Salary negotiation deadlocks
The case studies had the following benefits:
Increased understanding
Increased group cohesion
Improved self-knowledge
Prevention and overcoming conflict resolution barriers and obstacles
Employees become proficient at resolving conflicts
37
CHAPTER-6
CONCLUSION
38
CONCLUSION
Most people are willing and interested in resolving their conflicts; they just need the appropriate
skill set and opportunities in which to practice this skill set. Without a conflict skill set, people
want to avoid conflict, hoping it will go away or not wanting to make a big deal out of nothing.
Research and personal experiences show us that, when we avoid conflict, the conflict actually
escalates and our thoughts and feelings become more negative.
Through conflict self-awareness we can more effectively manage our conflicts and therefore our
professional and personal relationships. Furthermore, by discussing issues related to conflict
management, teams can establish an expected protocol to be followed by team members when in
conflict.
39
CHAPTER-7
SUGGESTIONS
SUGGESTIONS
40
1.
2.
3.
4.
5.
Build good relationships before conflict occurs.

Listen to others perspectives on the conflict solution.
Focus on solving problems, not changing people.
If you cant resolve the problem, turn to someone who can help.
Identify the problem. Make sure everyone involved knows exactly what the issue
is, and why they are arguing.
6. Provide appropriate training for all employees. Teach everyone conflict-resolution
skills, and expect people to use them.
41
CHAPTER-8
BIBILIOGRAPHY
BIBILIOGRAPHY
42
WEBSITES
www.google.com
www.cios.org/encyclopedia/conflict/index.htm
www.themanager.org/hr/workplace_conflict.htm
www.wiziq.com/.../45951-Conflict-Management-at-Workplace
www.allbusiness.com/.../workforce-management-conflict.../12260-1.html
www.final-yearproject.com
www.wikipedia.com.
BOOKS
M N Mishra
S.S. Khanka
P. Subba Rao
43
CHAPTER-9
REFERENCES
44
REFERENCES
Swami, Praveen (2007), India, Pakistan and the Secret Jihad, Routledge, Oxford.
Bose, Sumantra (2003), Kashmir: Roots of Conflict, Paths to Peace, Vistaar
Publications, New Delhi.
Dholakia, Amit (2005), The Role of Mediation in Resolving India-Pakistan Conflict:
Parameters and Possibilities, Manohar Publications, New Delhi.
Dasgupta, Chandrashekhar (2002), War and Diplomacy in Kashmir 1947-48, Sage
Publications, New Delhi.
Schofield, Victoria (2004), Kashmir in Conflict: India, Pakistan and the Unending
War, Viva Publications, New Delhi.
Dixit, Jyotindra Nath (2002), India-Pakistan in War and Peace, Books Today, New
Delhi.
Rizwan, Zeb & Chandran, Suba (2005), Indo-Pak Conflicts: Ripe to Resolve?
Manohar Publishers, New Delhi.
Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003), Perception,
Politics and Security in South Asia: The Compound Crisis of 1990, Routledge,
London.
Kumar, Radha (2005), Making Peace with Partition, Penguin, New Delhi.
Parthasarthy, Gopalapuram and Kumar, Radha (2006), Frameworks for a Kashmir
Settlement, Delhi Policy Group, New Delhi.
Bose, Sumantra (1999), Kashmir: Sources of Conflict, Dimensions of Peace,
Economic and Political Weekly, Vol. 34, No. 13 (March 27 - April 2), pp. 762-768.
Noorani, A.G (2000), Questions about the Kashmir Ceasefire, Economic and
Political Weekly, Vol. 35, No. 45 (November 4-10), pp. 3949-3958.
Arambam, Lokendra (2007), Politics of ethnicity and armed violence in Manipur,
Manipur Research Forum.
Das, Rani Pathak (2008), Militancy in Manipur: Origin, Dynamics and Future,
Asian Europe Journal, Vol.6, No 3-4.
Gangte,T S (2007), Struggle for identity and land among the hill people of Manipur,
Manipur Research Forum.
45
Hanjabam, Shukhdeba Sharma (2008), The Meitei Upsurge in Manipur, Asia

Europe Journal, Vol. 6, No.1.
46
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SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

1. To study the causes of conflicts at workplace.

Overview of the topic

Case study analysis

4.1 Case study 1

CONFLICT MANAGEMENT AT WORK PLACE

More about conflict and conflict management

Conflict management techniques

Compromising: win some/lose some

Avoiding: no winners/no losers

When there is a high level of trust

When you don't want to have full responsibility

When you want others to also have "ownership" of solutions

When the people involved are willing to change their thinking as

When you need to work through animosity and hard feelings

The process takes lots of time and energy

Some may take advantage of other people's trust and openness

When people of equal status are equally committed to goals

When time can be saved by reaching intermediate settlements on

When goals are moderately important

Important values and long-term objectives can be derailed in the

May not work if initial demands are too great

Can spawn cynicism, especially if there's no commitment to honor

When an issue is not as important to you as it is to the other person

When you realize you are wrong

When you are willing to let others learn by mistake

When you know you cannot win

When harmony is extremely important

When what the parties have in common is a good deal more

One's own ideas don't get attention

Credibility and influence can be lost

When you know you are right

When time is short and a quick decision is needed

When a strong personality is trying to steamroller you and you

When you need to stand up for your rights

Can escalate conflict

Losers may retaliate

When the conflict is small and relationships are at stake

When you're counting to ten to cool off

Factors affecting our conflict modes

Types of Managerial Actions that Cause Workplace Conflicts

4. Leadership problems, including inconsistent, missing, too-strong or uninformed

Key Managerial Actions / Structures to Minimize Conflicts

4. Conduct basic training about:

Key Messages About Conflict

Basic Methods for Resolving Conflict

Ones power, position

When power comes

Losers are powerless

Both parties are

Conflict Resolution Continuum

Research problem- My objective is to determine the causes of conflict management at

Causes of conflict at Impact of conflict at Conflict

It leads to arise in Management practice

Causes of conflict at Impact of conflict at Conflict

: When I finish my work, I go to the canteen to take

: It is against office discipline to go to the canteen

: You should be satisfied as long as I do my work.

Saxena. Miss Saxena