Professional Documents
Culture Documents
9436
INTERNATIONAL JOURNAL OF RESEARCH REVIEW IN
ENGINEERING AND MANAGEMENT (IJRREM)
Tamilnadu-636121, India
Indexed by
1. Introduction
In any business concern, the four factors of production are man, machine, material and
money that are very important to achieve the goals of the organization. Among the four factors,
man is the living being and the prior cause for the success of the organization than the other
factors, so any organization consists of number of human resources who move towards achieving
the organizational goals.
Thus group effort is needed to smooth running of any business. but when there is more
than one person involving in an activity, it is very clear that there may be chances for conflicts
among them. Conflict is inevitable and necessary for the growth of any organization though it is
harmful sometimes.
When people with different backgrounds, temperaments, points of views, values, needs,
personalities, and attitude interact, it is likely that some type of conflict may arise. the conflict
may also develop due to perceptual differences of an individual. it is a conscious awareness of
occurrences, events or happenings in ones surroundings which may be considered as
threatening and derogatory such as loss of authority, role conflict, unequal or unfair treatment,
status incongruities and goals differences. Conflicts may also be encouraged by actions,
constraints and demands of the organization and responsibilities to be performed by the worker.
Conflict Meaning
Definition of Conflict
According to K.W.Thomas a process that begins when one party perceives that
another party has negatively affected, or is about negatively affects something that the first party
cares about.
The experts have been divided over the role of conflict in organizations and groups.
However there are mainly three schools of thought that emphasize the different roles of conflict
in the organizations. These three schools of thought present the traditional view, the human
relation view and the interaction view.
(i) The traditional view: the traditional view believed that conflict is harmful for the
organization. This view considered conflict as a totally negative phenomenon and considered it
synonymous with violence and destruction. in the traditional view conflict was believed to be a
dysfunction outcome of factors like poor communication, lack of trust among the employees and
a failure of the management to respond to the needs and desired of the employees. it was
believed that conflict could cause a loss in productivity and too much conflict at the work place
could also distract the managers from efficiently discharging their duties. in this way we see that
the traditional view considered conflict as a totally bad thing and advocated its complete
avoidance. this sometime resulted in a tendency to suppress the conflict and push it under the
carpet. by ignoring the presence of conflict, we somehow try to wish it away. both the scientific
management approach and the administrative school of management related heavily on
developing such organizational structures that would specify task, rules, regulations procedures
and authority relationships so that if a conflict develops, then these inbuilt rules will identify and
correct problems of such conflict. Thus, through proper management techniques and attention to
the causes of conflict, it could be eliminated and organizational performance improved.
(ii) Human relation view: the proponents of human relations view believe that conflict was a
natural occurrence in all groups and organizations and the management should accept conflict at
work place. This theory says that conflict is avoidable by creating an environment of goodwill
and trust. But still conflicts are bound to happen due to differences in opinions, faulty policies
and procedures, lack of cooperation, allocation of resources which will lead to distortion and
blockage in communication. Accordingly, management should always be concerned with
avoiding conflict if possible and resolving it soon if possible, in the interests of the organizations
and the individuals.
(iii) The interactions view: the inter-actionist approach went a step further from the human
relations approach which accepted conflict but the inter-actionist view in fact encouraged
conflict. This view is based on a belief that conflict could be a positive force in a group but it is
even necessary for a group to perform efficiently. thus this approach encourages conflict as these
approaches believes that if there is harmony, peace and co-operation in a group it can become
static and non-responsive towards the needs for change and innovation. Therefore it becomes
imperative that the leader of the group allows some conflict in the group so that it remains
creative viable and self critical. this conflict however should be kept under control at all times so
that the dysfunction consequences of conflict avoided.
Every individual has his or her own viewpoints towards a similar issue. Hence, there is
similar issue. Hence, there is enough and more scope for men who are interwoven in the
organizational structure to enter into conflicts while working together. Thus conflict is inevitable
whenever two or more human beings work together. for healthy and effective functioning of a
human being in an organization one should be adept in handling conflicts. An in resolved
conflict might trigger a long line of troublesome consequences for the person as well as to the
organization. Hence it is imperative to study about the various techniques and strategies adopted
by persons in conflict resolving strategies among the organizational supervisors. Therefore a
scientific enquiry in this area is meaningful and essential. The present study is one such attempt.
The present study attempts to find out the extent of conflict management strategies adopted
by the employees in tancem,. The assessment has been made with reference to solution oriented,
non-confrontational, control and also has focused on giving specific suggestions to improve the
relations in industrial sector. It is hoped the findings of the present study could provide an
empirical bases upon which conflict management strategies adopted by the employees has styled
to meet their needs of the industrial people. It gives them the intricate details that they actually
need to take their organization to greater heights. It also helps them to know where they actually
stand what they lack and they find it easier to improve upon them in a way they help their
workman and their sub-ordinates in maintaining a problem free organization. This study helps
the personnel department to identify the various tools and techniques and the type of training
programme that are to be conducted for their employees.
1.5 limitations
The study is conducted only in Madurai branches only, so the findings may not be
generalized.
The researcher has adopted only conflict management strategies and was unable to
concentrate on solution job stress related areas
As the study size is small, it may not actually represent the whole employees in the
organization.
2 Review of Literature
This review of literature involves collection of some literature and works previously done
in the same area and other related areas. by doing this the researcher can make a study to explore
new dimensions in the same area and add to the body of knowledge. several approaches to
conflict management have been proposed
Thibant and kelly (1956) is there study that have mention of three problems associated
with pressure tactics the cost of surveillance over the other partys behaviour.when threats
punishment and rewards and the unpleasantness of having to capitulate when the other party is
unknown.
Walton and mckersie (1965) have used the term integrative bargaining which comes
closes to what is referred to have as negotiation in integrative bargaining, new and better options
are generated.
Thompson.v.a (1965) this however should not be surprising, since a review of the
relationship between bureaucracy and innovation has found that conflict encourages innovative
solutions.
Lawrence and losch (1967) examined the effectiveness of various styles for handling
conflicts and fond that each of these techniques was used in organization to handle conflicts. the
distinction was that the high performing used more.
Lewis and pruitt (1971) found that when the bargainers placed heavy reliance on
pressure tactics, it resulted in failure to reach and agreements.
Filley (1978) controlled power oriented methods with problem solving methods of
conflict management. filley calls the functional method of conflicts resolution a problem
solving methods. According to him problem-solving methods evoke intellectual intensity rather
than emotional intensity or power.
Derr (1978) has argued in favour of a contingency approach. he has suggested their main
strategies of conflict power play, bargaining and collabor
3 Research Methodologies
Meaning:
Research design: The research design which was selected was narrative one. it narrates the
whole research in a simple manner.
The populations: The population or universe can be finite or infinite. The population is said to
be finite if it consist of a fixed number of elements so that it is possible to enumerate it in its
totality. So in this projects consist of finite population.
Sample size: about 100 samples are taken in Tamilnadu Govt cooperative milk producers
Period of survey
percentage method
chi square
correlation
Percentage method
In this project percentage method test was used. the following are the formula
Chi-square analysis
In this project chi- square test was used. This is an analysis of technique which analyzed
the stated data in the project. it analysis the assumed data and calculated in the study. the chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi square, symbolically written as (pronounce as ki- spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.
()2
Chi-square test ( 2 ) =
Where
o = observed frequency
e = expected frequency
c = no of columns
r = no of rows
Correlation
In probability theory and statistics, correlation, also called correlation coefficient, indicates
the strength and direction of a linear relationship between two random variables. in general
statistical usage, correlation or co- relation refers to the departure of two variables from
independence.
1 owner/manager 4 8
2 executive 13 26
3 team leader 12 24
4 employee 20 40
5 others(time keeper) 1 2
total 50 100
Inference: From the above table show that 20% of the respondents are employee. 13% of the
respondents are executive. 12% of the respondents are team leader. 4% of the respondents are
manager. 1% of the respondents are others.
total 50 100
Inferences: from the above table shows 28% of the respondents say employee conflict as source
of conflict. 22% of the respondents say management conflict as source of conflict.
Table no: 4.5 table showing opportunity provided by conflict for change
total 50 100
Inferences: from the above table shows that 18% of the respondents are agree that opportunity
provided by conflict for change. 12% of the respondents are disagree that opportunity provide by
conflict for change. 9% of the respondents are highly agree that opportunity provide conflict for
change. 6% of the respondents are highly disagree that opportunity provide by conflict for
change. 5% of the respondents are neither agree nor disagree about the opportunity provide
conflict for change.
Table no: 4.7 Table showing whether organization having approaches to resolving conflict
Inferences: from the above table 26% of the respondents say no about organization approaches
to resolving conflict. 24% of the respondents say dont know about organization approaches to
resolving conflict.
Table no: 4.9 table showing people know to use conflict resolving procedure
total 50 100
Inferences: from the above table 28% of the respondents are rarely feel work very stressful. 16%
of the respondents are sometimes feel work very stressful. 6% of the respondents are never feel
work very stressful.
Table no: 4.12 table showing organization deals with conflict among employees
4 others - -
total 50 100
Inferences: from the above table shows that 21% of the respondents say decrease in
productivity. 18% of the respondents say affect on the organizations working environment. 11%
of the respondents say grouping among employees.
3 disagree - -
4 strongly disagree - -
total 50 100
Inferences: From the above table shows that 30% of the respondents agree that workers work
with cooperate. 20% of the respondents strongly agree that workers work with cooperate.
2 no 28 56
3 dont know 22 44
total 50 100
Inferences: from the above table shows 28% of the respondents say no to employee assistant
program in organization. 22% of the respondents say dont know to employee assistant program
in organization.
4 highly disagree 4 8
5 neither agree nor disagree 13 26
total 50 100
Inferences: from the above table 18% of the respondents disagree disputants rights to
participate in decision-making. 13% of the respondents neither agree nor disagree disputants
rights to participate in decision- making. 11% of the respondents agree disputants rights to
participate in decision-making. 4% of the respondents highly agree and also highly disagree
disputants rights to participate in decision-making.
Table no : 4.21 table showing leaders and staff competent in dealing with conflict
1 true 18 36
2 tends to be true 24 48
3 tends not to be true 8 16
4 not true - -
total 50 100
Inferences: from the above table shows 24% of the respondents say tends to be true to workers
find way to cooperate. 18% of the respondents say true to workers find way to cooperate. 8% of
the respondents say tends not to be true to workers find way to cooperate.
Table no : 4.26 table showing workers adjust their priorities to reach a resolution
Table no: 4.27 table showing worker go back out of situation and do something else when
conflict occurs
Inferences: from the above table shows that 19% of the respondents say not true to workers go
back out of situation and do something else. 16% of the respondents say tends not to be true to
workers go back out of situation and do something else. 15% of the respondents say tends to be
true to workers go back out of situation and do something else.
Hypothesis
Null hypothesis: ho: there is no significant relationship between worker cooperation and regular
feedback.
Alternative hypothesis: h1: there is significant relationship between worker cooperation and
regular feedback.
= (2-1) (4-1)
= 1x3
=3
and regular
feedback
Inference: the calculated value is greater than table value. hence h0 null hypothesis is accepted.
Therefore, there is relationship between workers cooperation and regular feedback.
Correlation analysis
To compare the relationship between the according to workers find way to cooperate and
workers avoid different opinions
x x^2 y y^2 xy
0 0 24 576 0
nxy xy
=
nx 2 (x)ny 2 (y)
(4x100x100)2256
=
(4)(3856)(100)(4)(2672)(100)
400002256
=
15424100001068810000
37744
= 73.64x26.22
37744
= (1931.55)
=19.54
Inference: there exists a positive correlation between workers find ways to cooperate and
workers avoid different opinions.
5.1 Findings
36% of the respondents say tends not to be true to workers avoid different opinion.
48% of the respondents say tends to be true to worker adjust their priorities to reach a
resolution.
38% of the respondents say not true to workers go back out of situation when conflict
occur.
5.2 Suggestions
5.3 Conclusions
competition one party does not try to frustrate the attempts of another, but it happens in conflict.
Energizing conflicting parties, promoting change and increasing organization effectiveness are
some of the positive consequences of conflict.
References
www.google.com
www.aavin.com
www.yahoo.com