CONFLICT MANAGEMENT AND RESOLUTION IN BUSINESS ORGANIZATION
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CONFLICT MANAGEMENT AND RESOLUTION IN BUSINESS ORGANIZATION
INTRODUCTION
Background of the study
Conflicts in an organisation are unavoidable. Many authors define conflict as: battles, quarrels, resistance, bitter arguments between bosses and employees, or disparagement between persons who hold opposing ideas or beliefs. As a result, conflicts are viewed as an aberration and a major threat to an organization’s survival anywhere in the world.
Regular disagreements pose a threat to churches. The family has a high incidence of conflicts. The industries and civil service are perplexed by conflict. Anchor Insurance Uyo and another undisclosed media sale industrial in Uyo and its surroundings may be sitting on a hotspot of conflict.
Charles Dowin’s (1976) work on “origin of species” focuses on evolution theory, with recurring themes of “survival of the fittest” struggles for existence.
David Look Wood (1956) agreed, stating that the presence of a normative order or common value system does not imply that conflicts have completely disappeared; rather, the existence of normative order reflects the potential for conflict presence, whereas the absence of conflicts is both surprising and abnormal.
As a result, it is important to emphasise that no organisation is free of conflict. Conflicts are regarded a constant part of social structures and are unavoidable at both the individual and organisational levels. However, disagreements are not always a terrible thing; in fact, if properly managed, they can have potentially positive effects.
It has the potential to energise and revitalise organisations and organisations. The organisation is considered as a complete and harmonious whole.
Conflicts are viewed as a dysfunctional outcome that can be explained, for example, by a social action writer and the concept of a pluralistic approach to work organisation. Conflicts among competing subgroups are viewed as unavoidable.
Conflict is viewed as an inherent element of organisations, exacerbated in part by the organization’s structure. A pluralistic manager is more inclined to acknowledge that organisational disputes require careful handling and an attempt to reconcile conflicting interests.
Obviously, extreme situations of conflict within an organisation can have very painful or even disastrous consequences for some people, as well as a negative impact on organisational effectiveness.
Conflict situations can lead to excessive emotional or physical stress. Conflict can be viewed as a positive force, and in some cases it can be welcomed. For example, it can be viewed as a tool for incremental improvement in organisational design and function, as well as the decision-making process.
Conflict has the potential to drive evolution and internal and external transformation. When appropriately diagnosed and addressed, it can help to reduce the negative effects of an unwin-lose situation.
A survey of practicing managers revealed that they spend around 20 percent of their time dealing with conflict situations. Summit records both positive and negative conflict outcomes.
Positive results of conflict include
Better ideas developed.
People were obliged to look for fresh approaches.
Long-standing issues were brought to the forefront and handled.
Clarification of individual viewpoints.
Interest and creativity can be stimulated.
A chance for people to test their capabilities. Negative outcomes include:
People experienced feelings of defeat, greater estrangement, and a climate of mistrust and suspicion.
Individuals and groups focused on their own particular interests.
Resistance evolved instead of teamwork.
An increase in staff turnover.
There are three main types of conflict: distributive, structural, and human relations conflicts. Distributive conflict occurs when there are conflicts of interest between employers and employees.
Structural conflicts are difficulties that occur as a result of interactions inside the formal structures of the organisation.
Common types have various perspectives, attitudes, and beliefs. Conflict between individuals in the same group is typically generated by personality differences or associated pressures.
Conflict between individuals and groups is related to how individuals deal with the pressure for conformity imposed by their group. There are intergroup conflicts caused by competition for product market share or shared resources. Conflicts with others arise as a result of an individual’s unresolved fears and identity crises.
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