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 !rd Se"ester

Interna# Guide

Mrs$ K%yati Ka&i#

Assistant Pro'essor

MBA De&art"ent

COERS(%oo# o' Mana)e"ent

*TTARAKHAND TECHNICAL *NI+ERSIT,-

DEHRAD*N

./001/0223

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ST*DENT DECLARATION

This proe!t has been underta"en in partial fulfillment of the requirements for the a#ard of

degree of Master of Business Administration of $ttara"hand Te!hni!al $ni%ersit&' oor"ee

This proe!t #as e*e!uted during the +th semester under the able guidan!e of Mrs ,h&ati "apil

urther' . de!lare that the dissertation entitled /onfli!t management at #or" pla!e is m&

original #or" and not submitted for the a#ard of an& other degree or diploma

Counter Si)ned By4 Na"e 5 Fu## Si)nature o' t%e Student

Is%a )and%i

ACKNOWLEDGEMENT

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. feel m&self pri%ileged at ha%ing an opportunit& to than" the people #ho helped me at all stages

of m& resear!h #or" The report is the out!ome of the guidan!e and %aluable suggestions

pro%ided b& all the fa!ult& of 3 S!hool of Management (3-SM) . #ould li"e to

e*press m& sin!ere than"s and primaril& the gratitude to Mrs ,h&ati ,apil' 4e!turer' MBA

5epartment' 3- SM' oor"ee #ho had been the main dri%ing for!e in guiding' in the

anal&sis and presentation of the proe!t #or" right from the initiation to the final stage

. also #ish to e*press m& sin!ere than"s to m& parents' friends and #ell #ishers for their

enthusiasti! support and #ho ha%e dire!tl& or indire!tl& helped me in one #a& or the other in

preparation of the final report

Is%a Gand%i

MBA I+ SEM 6 COER

SCOPE OF THE ST*D,

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Almost e%er& a!ademi! dis!ipline has its theoreti!al approa!h of understanding !onfli!ts 6

e!onomists are fo!used on game-theor& and de!ision-ma"ing' ps&!hologist e*plore interpersonal

!onfli!ts' so!iologists ta"e status and !lass !onfli!ts as the fo!al point' #hile politi!al s!ien!e is

!entered on intra-national and international !onfli!tsTherefore to re%ie# the !onfli!t literature as a #hole is an almost impossible tas" 7o#e%er' our

!onfli!t re%ie#' though mainl& !on!entrated on interstate and international !onfli!ts' #ill tr& togi%e short introdu!tion of the disputed notions and different definitions of a !omple*

phenomenon !alled !onfli!t

Students bring different ideas' goals' %alues' beliefs and needs to their teams and these

differen!es are a primar& strength of teams These same differen!es ine%itabl& lead to !onfli!t'

e%en if the le%el of !onfli!t is lo# Sin!e !onfli!t is ine%itable' one of the #a&s in #hi!h fa!ult&members !an help students impro%e their abilities to fun!tion on multidis!iplinar& teams is to

#or" #ith them to de%elop their understanding of !onfli!t and their !apabilities to manage andresol%e !onfli!t

8hat is !onfli!t and !onfli!t management

8h& learn more about !onfli!t and !onfli!t management

7o# do people respond to !onfli!t

8hat modes do people use to address !onfli!t

8hat fa!tors !an affe!t our !onfli!t modes

7o# might &ou sele!t &our !onfli!t management st&le

7o# might &ou appl& this information

OB7ECTI+ES OF THE ST*D,

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1 To stud& the !auses of !onfli!ts at #or"pla!e

2 To stud& the impa!t of !onfli!ts at #or"pla!e

To stud& the !onfli!t management strategies and benefits

CONTENTS

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Chapter 1 O8er8ie9 o' t%e to&i(

2$2 Introdu(tion

2$/ Con'#i(t "ana)e"ent at 9or: a(e

2$! W%at is (on'#i(t and (on'#i(t "ana)e"ent;

2$< Peoe res&onse to9ards (on'#i(t$ Fi)%t or

'#i)%t

2$= Con'#i(t "ana)e"ent te(%ni>ues

2$? Fa(tors a''e(tin) our (on'#i(t "odes

2$@ Ty&es o' Mana)eria# A(tions t%at Cause

Wor:a(e Con'#i(ts

2$ Key Mana)eria# A(tions

2$1 Con'#i(t Reso#ution Continuu"

Page 7 to

19

Chapter2 Literature re8ie9 Page 20

Chapter3 Resear(% Met%odo#o)y Page 23

Chapter4 Case study ana#ysis


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CHAPTER2

INTROD*CTION

INTROD*CTION

onfli!t ma& be defined as a struggle or !ontest bet#een people #ith opposing needs' ideas'

beliefs' %alues' or goals onfli!t on teams is ine%itable: ho#e%er' the results of !onfli!t are not

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predetermined onfli!t might es!alate and lead to nonprodu!ti%e results' or !onfli!t !an be

benefi!iall& resol%ed and lead to qualit& final produ!ts Therefore' learning to manage !onfli!t is

integral to a high-performan!e team Although %er& fe# people go loo"ing for !onfli!t' moreoften than not' !onfli!t results be!ause of mis!ommuni!ation bet#een people #ith regard to their

needs' ideas' beliefs' goals' or %alues onfli!t management is the prin!iple that all !onfli!ts

!annot ne!essaril& be resol%ed' but learning ho# to manage !onfli!ts !an de!rease the odds of nonprodu!ti%e es!alation onfli!t management in%ol%es a!quiring s"ills related to !onfli!t

resolution' self-a#areness about !onfli!t modes' !onfli!t !ommuni!ation s"ills' and establishing

a stru!ture for management of !onfli!t in &our en%ironment

.f #e !an learn to manage this highl& probable e%ent !alled !onfli!t then #e are less apt to

pra!ti!e destru!ti%e beha%iors that #ill negati%el& impa!t our team Although !onfli!t ma& be

misunderstood and unappre!iated' resear!h sho#s that unresol%ed !onfli!t !an lead toaggression Most of us use !onfli!t s"ills that #e obser%ed gro#ing up' unless #e ha%e made a

!ons!ious effort to !hange our !onfli!t management st&le

CONFLICT MANAGEMENT AT WORK PLACE

De'inition

A !onfli!t !an be defined as an ongoing state of hostilit& bet#een t#o or more people or groups

onfli!t management on the other hand is the short or long-term management pro!ess used toresol%e issues #here either part& is being stubborn' infle*ible' diffi!ult' or #hate%er

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.n most instan!es' !onfli!ts bet#een staff members and managers are silent Staff members do

not e*press their %ie#s or feelings of !onfli!t openl& in front of their immediate manager and prefer to %oi!e their !on!erns or bad feelings about their manager to their !olleagues' famil&

members or friends .f &ou are !urrentl& fa!ing a !onfli!t situation in &our #or"ing en%ironment'

ha%e &ou loo"ed at the root !ause of this !onfli!t

There are a number of sour!es of !onfli!t and here are ust a fe#;

< =oor !ommuni!ation !hannels< ri!tion bet#een t#o or more people>departments

< ri!tion bet#een emplo&ee and manager

< 4a!" ?ob re!ognition and emplo&ee de%elopment

< 4a!" of support from management< perational !hanges to business

< 4a!" of information

< 4a!" of resour!es< Salar& negotiation deadlo!"s

Con'#i(t and (on'#i(t "ana)e"ent

onfli!t ma& be defined as a struggle or !ontest bet#een people #ith opposing needs' ideas' beliefs' %alues' or goals onfli!t on teams is ine%itable: ho#e%er' the results of !onfli!t are not

predetermined onfli!t might es!alate and lead to nonprodu!ti%e results' or !onfli!t !an be

benefi!iall& resol%ed and lead to qualit& final produ!ts Therefore' learning to manage !onfli!t isintegral to a high-performan!e team Although %er& fe# people go loo"ing for !onfli!t' more

often than not' !onfli!t results be!ause of mis!ommuni!ation bet#een people #ith regard to their

needs' ideas' beliefs' goals' or %alues onfli!t management is the prin!iple that all !onfli!ts

!annot ne!essaril& be resol%ed' but learning ho# to manage !onfli!ts !an de!rease the odds of nonprodu!ti%e es!alation onfli!t management in%ol%es a!quiring s"ills related to !onfli!t

resolution' self-a#areness about !onfli!t modes' !onfli!t !ommuni!ation s"ills' and establishing

a stru!ture for management of !onfli!t in &our en%ironment

More aout (on'#i(t and (on'#i(t "ana)e"ent4istening' oral !ommuni!ation' interpersonal !ommuni!ation' and team#or" ran" near the top of

s"ills that emplo&ers see" in their ne# hires 8hen &ou learn to effe!ti%el& manage and resol%e!onfli!ts #ith others' then more opportunities for su!!essful team memberships are a%ailable to

&ou

.f #e !an learn to manage this highl& probable e%ent !alled !onfli!t (#e a%erage fi%e !onfli!ts

per da&)' then #e are less apt to pra!ti!e destru!ti%e beha%iors that #ill negati%el& impa!t our

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team Although !onfli!t ma& be misunderstood and unappre!iated' resear!h sho#s that

unresol%ed !onfli!t !an lead to aggression Most of us use !onfli!t s"ills that #e obser%ed

gro#ing up' unless #e ha%e made a !ons!ious effort to !hange our !onfli!t management st&leSome of us obser%ed good !onfli!t management' #hile others obser%ed fault& !onfli!t

management Most of us ha%e se%eral reasons to impro%e our !onfli!t-management s"ills

a!ult& members should help students de%elop their !onfli!t management s"ills Most people donot resol%e !onfli!ts be!ause the& either ha%e a fault& s"ill set and>or be!ause the& do not "no#the organi@ations poli!& on !onfli!t management All team members need to "no# their !onfli!t

st&les' !onfli!t inter%ention methods' and strategies for !onfli!t s"ill impro%ement

Peoe res&onse to9ards (on'#i(t Fi)%t or '#i)%t$

=h&siologi!all& #e respond to !onfli!t in one of t#o #a&s#e #ant to /get a#a& from the!onfli!t or #e are read& to /ta"e on an&one #ho !omes our #a& Thin" for a moment about

#hen &ou are in !onfli!t 5o &ou #ant to lea%e or do &ou #ant to fight #hen a !onfli!t presents

itselfC Deither ph&siologi!al response is good or badits personal response 8hat is important

to learn' regardless of our initial ph&siologi!al response to !onfli!t' is that #e shouldintentionall& !hoose our response to !onfli!t

8hether #e feel li"e #e #ant to fight or flee #hen a !onfli!t arises' #e !an deliberatel& !hoose a

!onfli!t mode B& !ons!iousl& !hoosing a !onfli!t mode instead of to !onfli!t' #e are more li"el&to produ!ti%el& !ontribute to sol%ing the problem at hand Belo# are fi%e !onfli!t response

modes that !an be used in !onfli!t

Con'#i(t "ana)e"ent te(%ni>ues

Missionaries get into !onfli!t #ith ea!h other =astors and la& people get into !onfli!tEolunteers in ministr& organi@ations find themsel%es in !onfli!t 7uman relations managers in

businesses often find themsel%es managing situations of inter-personal !onfli!t

Managing disagreements in #a&s that build personal and !ollegial relationships rather than

harming them Su!h disagreements or !onfli!ts !an o!!ur bet#een indi%iduals or bet#een groupsof people 7ere are fi%e strategies from !onfli!t management theor& for managing stressful

situations

Co##aoratin)4 9in9in

Co"&ro"isin)4 9in so"e#ose so"e

A((o""odatin)4 #ose9in

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Co"&etin)4 9in#ose

• A8oidin)4 no 9innersno #osers

Co##aoratin)

. #in' &ou #in

Sy"o#4 #l

Funda"enta# &re"ise4 Team#or" and !ooperation help e%er&onea!hie%e their goals #hile also maintaining relationships

Strate)i( &%i#oso&%y4 The pro!ess of #or"ing through differen!es #ill

lead to !reati%e solutions that #ill satisf& both partiesF !on!erns

W%en to use4

• 8hen there is a high le%el of trust

• 8hen &ou donFt #ant to ha%e full responsibilit&

• 8hen &ou #ant others to also ha%e Go#nershipG of solutions

• 8hen the people in%ol%ed are #illing to !hange their thin"ing as

more information is found and ne# options are suggested

• 8hen &ou need to #or" through animosit& and hard feelings

Dra9a(:s4

• The pro!ess ta"es lots of time and energ&

• Some ma& ta"e ad%antage of other peopleFs trust and openness

Co"&ro"isin)

Hou bend' . bendSy"o#4 o*

Funda"enta# &re"ise4 8inning something #hile losing a little is ,

Strate)i( &%i#oso&%y4 Both ends are pla!ed against the middle in anattempt to ser%e the "common good" #hile ensuring ea!h person !an

maintain something of their original position

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W%en to use4

• 8hen people of equal status are equall& !ommitted to goals

• 8hen time !an be sa%ed b& rea!hing intermediate settlements on

indi%idual parts of !omple* issues

• 8hen goals are moderatel& important

Dra9a(:s4

• .mportant %alues and long-term obe!ti%es !an be derailed in the pro!ess

• Ma& not #or" if initial demands are too great

• an spa#n !&ni!ism' espe!iall& if thereFs no !ommitment to honor

the !ompromise solutions

A((o""odatin)

. lose' &ou #in

Sy"o#4 Tedd& Bear

Funda"enta# &re"ise4 8or"ing to#ard a !ommon purpose is more

important than an& of the peripheral !on!erns: the trauma of !onfrontingdifferen!es ma& damage fragile relationships

Strate)i( &%i#oso&%y4 Appease others b& do#npla&ing !onfli!t' thus

prote!ting the relationship

W%en to use4

• 8hen an issue is not as important to &ou as it is to the other person

• 8hen &ou reali@e &ou are #rong

• 8hen &ou are #illing to let others learn b& mista"e

• 8hen &ou "no# &ou !annot #in

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• 8hen it is not the right time and &ou #ould prefer to simpl& build

!redit for the future

• 8hen harmon& is e*tremel& important

• 8hen #hat the parties ha%e in !ommon is a good deal moreimportant than their differen!es

Dra9a(:s4

• neFs o#n ideas donFt get attention

• redibilit& and influen!e !an be lost

Co"&etin)

. #in' &ou lose

Sy"o#4 Shar"

Funda"enta# &re"ise4 Asso!iates "winning" a !onfli!t #ith !ompetition

Strate)i( &%i#oso&%y4 8hen goals are e*tremel& important' one must

sometimes use po#er to #in

W%en to use4

• 8hen &ou "no# &ou are right

• 8hen time is short and a qui!" de!ision is needed

• 8hen a strong personalit& is tr&ing to steamroller &ou and &ou

donFt #ant to be ta"en ad%antage of

• 8hen &ou need to stand up for &our rights

Dra9a(:s4

• an es!alate !onfli!t

• 4osers ma& retaliate

A8oidin)

Do #inners' no losers

Sy"o#4 Turtle

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Funda"enta# &re"ise4 This isnFt the right time or pla!e to address this

issue

Strate)i( &%i#oso&%y4 A%oids !onfli!t b& #ithdra#ing' sidestepping' or postponing

W%en to use4

• 8hen the !onfli!t is small and relationships are at sta"e

• 8hen &ouFre !ounting to ten to !ool off

• 8hen more important issues are pressing and &ou feel &ou donFt

ha%e time to deal #ith this parti!ular one

• 8hen &ou ha%e no po#er and &ou see no !han!e of getting &our

!on!erns met

Fa(tors a''e(tin) our (on'#i(t "odesSome fa!tors that !an impa!t ho# #e respond to !onfli!t are listed belo# #ith e*planations of

ho# these fa!tors might affe!t us

< Gender Some of us #ere so!iali@ed to use parti!ular !onfli!t modes be!ause of our gender or e*ample' some males' be!ause the& are male' #ere taught /al#a&s stand up to someone' and' if

&ou ha%e to fight' then fight .f one #as so!iali@ed this #a& he #ill be more li"el& to use

asserti%e !onfli!t modes %ersus using !ooperati%e modes

< Se#'(on(e&t The #a& #e thin" and feel about oursel%es affe!t ho# #e approa!h !onfli!t 8ethin" our thoughts' feelings' and opinions are #orth being heard b& the person #ith #hom #e

are in !onfli!t

< E&e(tations 8e belie%e the other person or our team #ants to resol%e the !onfli!t< Situation 8here is the !onfli!t o!!urring' do #e "no# the person #e are in !onfli!t #ith' and

is the !onfli!t personal or professional

< Position .Po9er3 8hat is our po#er status relationship' (that is' equal' more' or less) #ith the

person #ith #hom #e are in !onfli!t

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< Pra(ti(e =ra!ti!e in%ol%es being able to use all fi%e !onfli!t modes effe!ti%el&' being able to

determine #hat !onfli!t mode #ould be most effe!ti%e to resol%e the !onfli!t' and the abilit& to

!hange modes as ne!essar& #hile engaged in !onfli!t

< Deter"inin) t%e est "ode Through "no#ledge about !onfli!t and through pra!ti!e #e

de%elop a /!onfli!t management understanding and !an' #ith ease and limited energ&'

determine #hat !onfli!t mode to use #ith the parti!ular person #ith #hom #e are in !onfli!t< Co""uni(ation s:i##s The essen!e of !onfli!t resolution and !onfli!t management is the

abilit& to !ommuni!ate effe!ti%el& =eople #ho ha%e and use effe!ti%e !ommuni!ation #ill

resol%e their !onfli!ts #ith greater ease and su!!ess

< Li'e e&erien(es As mentioned earlier' #e often pra!ti!e the !onfli!t modes #e sa# our primar& !areta"er(s) use unless #e ha%e made a !ons!ious !hoi!e as adults to !hange or adapt

our !onfli!t st&les Some of us had great role models tea!h us to manage our !onfli!ts and

others of us had less-than-great role models ur life e*perien!es' both personal and

professional' ha%e taught us to frame !onfli!t as either something positi%e that !an be #or"edthrough or something negati%e to be a%oided and ignored at all !osts

5is!erning ho# #e manage our !onfli!t' #h& #e manage !onfli!t the #a& #e do' and thin"ingabout the %alue of engaging in !onfli!t #ith others are important 8ith better understanding #e

!an ma"e informed !hoi!es about ho# #e engage in !onfli!t and #hen #e #ill engage in

!onfli!t The ne*t se!tion pro%ides points for us to !onsider #hen determining if #e #ill enter

into a !onfli!t situation or not

Ty&es o' Mana)eria# A(tions t%at Cause Wor:a(e Con'#i(ts

2$ Poor (o""uni(ations

a 3mplo&ees e*perien!e !ontinuing surprises' the& arenFt informed of ne#de!isions' programs' et!

b 3mplo&ees donFt understand reasons for de!isions' the& arenFt in%ol%ed in

de!ision-ma"ing! As a result' emplo&ees trust the Grumor millG more than management

/$ T%e a#i)n"ent or t%e a"ount o' resour(es is insu''i(ient$a 5isagreement about G#ho does #hatG

b Stress from #or"ing #ith inadequate resour!es

!$ Persona# (%e"istry- in(#udin) (on'#i(tin) 8a#ues or a(tions a"on) "ana)ers and

e"oyees- 'or ea"e4

a Strong personal natures donFt mat!h

b 8e often donFt li"e in others #hat #e donFt li"e in oursel%es

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+ ondu!t basi! training about;

a .nterpersonal !ommuni!ations

b onfli!t management! 5elegation

J 5e%elop pro!edures for routine tas"s and in!lude the emplo&eesF inputa 7a%e emplo&ees #rite pro!edures #hen possible and appropriate

b Iet emplo&eesF re%ie# of the pro!edures! 5istribute the pro!edures

d Train emplo&ees about the pro!edures

K egularl& hold management meetings' for e*ample' e%er& month' to !ommuni!ate ne#initiati%es and status of !urrent programs

L onsider an anon&mous suggestion bo* in #hi!h emplo&ees !an pro%ide suggestions

A :ey attitude 'or anyone ne)otiatin) a (on'#i(t is to 9a#: a "i#e in "y s%oes$ Atte"&t to

8ie9 t%e (on'#i(t t%rou)% t%e ot%er &arties eyes$

T%is 9i## %e#& a )reat dea# in )ettin) &ast &er(e&tions t%at #o(: reso#ution$

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Key Messa)es Aout Con'#i(t

Con'#i(t is neit%er )ood nor ad

Con'#i(t is ine8ita#e

Con'#i(t does not %a8e to resu#t in 9inners and #osers

In (on'#i(t ot% &arties tend to e#ie8e t%at t%eir o&inion is 'a(t

Too o'ten ot% &arties see t%e"se#8es as inno(ent 8i(ti"s 9%o re&resent t%e side o' trut%

and 'airness

Too o'ten ot% &arties &er(ei8e a## destru(ti8e a(ts (arried out y ot%ers (o"ete#y #ind to

identi(a# a(ts (arried out y se#' or t%ose on J"y side$

Basi( Met%ods 'or Reso#8in) Con'#i(t

Met%ods W%at Ha&&ens

W%en *sed4

A&&ro&riate to *se

W%en4

Ina&&ro&riate to

*se W%en4

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=o#er or ompete

(.I7T)

ollaboration

(A3)

ompromise or

Degotiation

5enial' A%oidan!e

(4.I7T)

A!!ommodating'

Smoothing %er

(333)

nes po#er' position

or strength settles the

!onfli!t

.m ,' &oure not,

Mutual respe!t andagreement to #or"

together to resol%e

results in .m ,'

Houre ,

3a!h part& gi%es up

something in order tomeet mid#a&' often

lea%ing both parties

dissatisfied#ere both sort of ,

=eople ust a%oid a

!onfli!t b& den&ing

its e*isten!e

.m not ,: &oure

not ,

5ifferen!es are

pla&ed do#n andsurfa!e harmon& is

maintained &oure

,' .m not ,

8hen po#er !omes

#ith position ofauthorit& and this

method has been

agreed upon

Time is a%ailable:

parties !ommitted to#or"ing together as

#e %ersus the

problem' not #e-the&

Both parties are

better off #ith a

!ompromise thanattempting a #in-lose

stan!e

onfli!t is relati%el&

unimportant' timingis #rong' a !ooling

off period is needed

8hen preser%ation of

the relationship is

more important at themoment

4osers are po#erless

to e*pressthemsel%es: their

!on!erns

Time' !ommitment

and abilit& are not present

Solution be!omes so

#atered do#n that

!ommitment b& both parties is doubtful

onfli!t is important

and #ill notdisappear' but #ill

!ontinue to build

.f smoothing o%er

leads to e%ading the

issue #hen others areread& to deal #ith it

Con'#i(t Reso#ution Continuu"

Ne)otiation Mediation Aritration Adudi(ation

19



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dis!ussion bet#een

t#o parties' #or"ing

to#ard rea!hing

agreement' #ithout

assistan!e

a %oluntar& pro!ess

#ith an impartial third

part& helping

disputing parties to

rea!h a mutuall&

benefi!ial

agreement

using an independent

third part& to settle a

dispute: third part&

determines a binding

settlement

!onfli!t is resol%ed

using the usti!e

s&stem #ith udge

N>or ur&

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CHAPTER-2

LITERATURE REVIE

LITERAT*RE RE+IEW

S9a"i- Pra8een ./00@3 argues that the intensit& and longe%it& of the !onfli!t !annot be

e*plained through reasons of a failure in the modern state s&stem

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Bose- Su"antra ./00!3 The author brings out the pe!uliarit& of the !onfli!t' #hi!h he terms as

essentiall& about so%ereignt&' b& un!o%ering the la&ers of differen!es in the so!ial and politi!al

fabri! of the state

D%o#a:ia- A"it ./00=3 The fo!us of this boo" is on the potential that international mediation

presents in !onfli!t management and resolution in the !ase of .ndia-=a"istan !onfli!ts

Das)u&ta- C%andras%e:%ar ./00/3 The boo" studies the militar& and diplomati! de%elopments

during 19+L-+O in%ol%ing the three "e& a!tors.ndi a' =a"istan and Britain and ho# thesede%elopments shaped their de!ision-ma"ing

S(%o'ie#d- +i(toria ./00


23/47


Das- Rani Pat%a: ./003 This arti!le tra!es the origins of militan!& in Manipur .t is #ritten b&

a s!holar based at the entre for 5e%elopment and =ea!e Studies in Iu#ahati' .ndia #ho has#ritten on militan!& and other pea!e and se!urit&-related issues for leading .ndian resear!h

institutions

Gan)te-T S ./00@3 This arti!le anal&ses the struggle for identit& generated b& fragmented ethni!

!laims and !ounter !laims among the hill peoples of Manipur

Hanaa"- S%u:%dea S%ar"a ./003 This arti!le !riti!all& anal&ses the reasons for the rise

of militan!& in Manipur and loo"s at the effe!ts the promulgation of the Armed or!es Spe!ial

=o#ers A!t 19JO (AS=A) on the people of Manipur

23



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CHAPTER!

RESEARCH METHODOLOG,

RESEARCH METHOLODG,

24



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Resear(% &ro#e" M& obe!ti%e is to determine the !auses of !onfli!t management at

#or"pla!e and also to stud& the impa!t of !onfli!t management effi!ien!& and to pro%ide

suggestions for o!!upational stress management

Resear(% desi)n The resear!h methodolog& is des!ripti%e and anal&ti!al t&pe as . ha%e

des!ribed and anal&@ed the pre stated fa!ts regarding !onfli!t management through !ase studies

DATA *SED4 S3D5AH 5ATA has been !olle!ted !hiefl& from the follo#ing sour!es;

Resear(% &a&ers

7ourna#s

Arti(#es

Internet

Data (o##e(tion too#s ase stud& anal&sis is used A deep insight is sought on in!reasing impa!t

of !onfli!ts at #or"pla!e

25



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CHAPTER<

CASE ST*D, ANAL,SIS

CASE ST*DIES

CASE 2

M>s Eishal 7ea%& 3ngineering 4td Bhopal has ten !adres of emplo&ees ranging from managing

dire!tor to uns"illed labour The super%isors are diploma holders Man& of them get higher

salaries than the engineering graduates $ns"illed labourers are gi%en higher salar& than the

26



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super%isor in three !ases 4o#er manager first is treated more personall& than the lo#er manager

three Middle management !onsists of qualified' e*perien!ed engineers The !ompan&

distinguishes bet#een MBA engineers' non- MBA engineers and onl& MBAs The s&stem is full

of di%erse attitudes and personalities The organisation has started thin"ing about future problems

of di%erse nature #hi!h ma& !ome up .t has no problem as &et' but s&mptoms are seen at t#o or

three pla!es

ANAL,SIS

Case Na"e Causes o' (on'#i(t at

9or: a(e

I"&a(t o' (on'#i(t at

9or: a(e

Con'#i(t

"ana)e"ent

Strate)ies

.neffi!ient

management of

labour for!e

*n'air

re"uneration an

Middle le%el of

management is gi%en

lo#er salar& than the

lo#er le%el of

management

*n'air "ana)e"ent

&ra(ti(e The

!ompan& distinguish

MBA engineers' non-MBA engineers and

onl& MBAs

.t leads to loss in

effi!ien!& as

emplo&ees are not

satisfied #ith their

#or"

.t leads to arise in

!onfli!t among

%arious le%els of

management

The pa&roll s&stem

should be re%ie#ed

Management pra!ti!e

should be re%ie#ed

INTERPRETATION4

!ter analysin" the case# $ !elt that the main pro%lem is &i'erse attit(&e o!

the or"anisation towar&s &i)erent employees o! same *(alifcation orposition in the or"anisation.

CASE /

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S%ir#ey and Adu# ot% 9or: 'or a so't9are de8e#o&"ent (o"&any

Shirle& and Abdul both #or" for a soft#are de%elopment !ompan& The manager of the ne#

produ!t di%ision #as originall& the leader of the proe!t team for #hi!h she inter%ie#ed and

hired Abdul Shirle&' another proe!t team member' also inter%ie#ed Abdul' but strongl&

opposed hiring him for the proe!t be!ause she thought he #as not !ompetent to do the ob

Se%en months after Abdul #as hired' the manager left the proe!t to start her o#n !ompan& and

re!ommended that Abdul and Shirle& ser%e as oint proe!t leaders Shirle& agreed relu!tantl&-

#ith the stipulation that it be made !lear she #as not #or"ing for Abdul The Ieneral Manager

!onsented: Shirle& and Abdul #ere to share the proe!t leadership

8ithin a month Shirle& #as angr& be!ause Abdul #as representing himself to others as the

leader of the entire proe!t and gi%ing the impression that Shirle& #as #or"ing for him Do#

Shirle& and Abdul are meeting #ith &ou to see if &ou !an resol%e the !onfli!t bet#een them

Shirle& sa&s; Gight after the oint leadership arrangement #as rea!hed #ith the Ieneral

Manager' Abdul !alled a meeting of the proe!t team #ithout e%en !onsulting me about the time

or !ontent 7e ust told me #hen it #as being held and said . should be there At the meeting'

Abdul re%ie#ed e%er&oneFs duties line b& line' in!luding mine' treating me as ust another team

member #or"ing for him 7e sends out letters and signs himself as proe!t dire!tor' #hi!h

ob%iousl& implies to others that . am #or"ing for himG

Abdul sa&s; GShirle& is all hung up #ith feelings of po#er and titles ?ust be!ause . sign m&self

as proe!t dire!tor doesnFt mean she is #or"ing for me . donFt see an&thing to get e*!ited

about 8hat differen!e does it ma"eC She is too sensiti%e about e%er&thing . !all a meeting and

right a#a& she thin"s .Fm tr&ing to run e%er&thing Shirle& has other things to do-other proe!ts

to run-so she doesnFt pa& too mu!h attention to this one She mostl& lets things slide But #hen .

ta"e the initiati%e to set up a meeting' she starts umping up and do#n about ho# . am tr&ing to

ma"e her #or" for meG

ANAL,SIS4

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9or: a(e


9or: a(e

Con'#i(t

"ana)e"ent

Strate)ies

onfli!t bet#een the

oint proe!t leaders

Shirle& and Abdul

Di''erin)

e&e(tations

3*pe!tation of

different emplo&ees

from their peers

Co"&etition 9it%in

t%e or)anisationAn&

one doesnt #ants to

be left behind

Wor: under&ressureThe

inter%ie#er and the

inter%ie#ee are

for!efull& as"ed to

#or" as peers

onfli!t bet#een

superiors regarding

their subordinates

4oss in effi!ien!& of

#or"ers

A fear is de%eloped inthe minds of the

superiors

Meetings to be

organi@ed before

inter%ie#ing a

!andidate

Training should be

pro%ided

The& should beentrusted that their

subordinates are

promoted due to their

effi!ien!&

INTERPRETATION4

After anal&sing the !ase' . felt that the main problem is fear among the emplo&ees regarding their

performan!e and promotion s!hemes

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CASE !4

W%en Con'#i(t Boi#ed et9een t%e su&erior and t%e suordinate

The Dational Ilobe ompan& of 5elhi put in an ad%ertisement in the PSituation Ea!ant !olumn

of the Statesman in April' 199L' for a t&pist in their T&ping Se!tion in the grade of s1K00-2J00

(e*!lusi%e of dearness allo#an!e) The offi!e of the !ompan& flooded #ith appli!ations from all

o%er the !ountr& After s!reening of appli!ations' onl& t#el%e appli!ants #ere !alled for

inter%ie# Ten da&s after the inter%ie#' am 5in' 2J &ears old and a graduate of the 4u!"no#

$ni%ersit&' re!ei%ed an appointment letter from the !ompan&

am 5in oined the !ompan& on ?une 1' 199L 7e #as as"ed to report to the Se!tion ffi!er

in!harge of the t&ping se!tion am 5in #as on probation for a period of si* months

5uring the first months' it #as obser%ed that am 5in did his #or" on time and intelligentl&

A!!ording to one filling !ler"' he grasped his #or"ed so qui!"l& and easil& that it made some of

his !olleagues green #ith en%& $suall& after ha%ing finished his o#n assignment' he helped

other people in the se!tion

After about si* months' #hen the probation #as o%er' the Se!tion ffi!er noti!ed that am

5in starting lea%ing his room too often 7a%ing obser%ed am 5in for about a #ee" in his ne#

habit' the Se!tion ffi!er' Miss Sa*ena !alled him in her room

Miss Sa*ena ; am 5in' . see &ou lea%ing &our seat too often

these da&s

am 5in ; 8hen . finish m& #or"' . go to the !anteen to ta"e

m& tea

Miss Sa*ena ; .t is against offi!e dis!ipline to go to the !anteen

during the #or"ing hours Hou !an go to the

!anteen during the lun!h inter%al

am 5in ; Hou should be satisfied as long as . do m& #or"

if m& %isits to the !anteen interfere #ith m&

#or"' then . #ill stop going out

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Miss Sa*ena "ept am 5in under !lose obser%ation as a follo#-up to her !on%ersation #ith

him She found that am 5in not onl& #ent out as frequentl& as he did before' he also too" a fe#

!olleagues along The Se!tion ffi!er started gi%ing am 5in more #or" than #as due to him

ne morning there #as an unpleasantness bet#een am 5in and Miss Sa*ena Miss Sa*ena

had as"ed to !arr& out an addiotnal assignment

am 5in ; 3%er sin!e . started going to the !anteen for tea'

&ou ha%e been #anting m& blood .f . default in

m& assignments' &ou ha%e e%er& right to pull me

up 8hen . do m& ob regularl&' #h& should . be

perse!uted for rela*ing after e%er& t#o hours

Hou are no# gi%ing me an assignment #hi!h is

in addition to m& normal #or" .s it fairC

Miss Sa*ena ; Hou are e*!eeding &our limits' am 5in .n this

offi!e' &ou ha%e to a!!ept #hat . sa& Hou ha%e to

!arr& out m& instru!tions Hou #ill ha%e to do this

assignment or else be prepared to suffer the

!onsequen!esQ

am 5in ; Hou are no# threatening . "no# &our moti%e

The moti%e is not to get #or" done .t is to tea!h

me a lesson

Miss Sa*ena ; . #arn &ou Hour beha%ior is undesirable

am 5in ; . "no# #hat &ou are dri%ing at . might as #ell

tell &ou it is not eas& to dismiss me 3%en if &ou

su!!eed in dismissing me' there is no dearth of

obs for a good t&pist

7a%ing said this' am 5in #al"ed out Miss Sa*ena reported it to a%i Mohan' Manager

in!harge of the se!tion The manager !alled him and administered a stri!t #arning

31



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a%i Mohan ; Miss Sa*ena has told me e%er&thing Hou ha%e

to obser%e offi!e dis!ipline regardless of &our

effi!ien!& And also' a%oid using strong language

#hen tal"ing to superiors

am 5in ; Hes' Sir' Ma& . state m& side of the stor&C

a%i Mohan ; Do' Miss Sa*ena has alread& told me e%er& thing

ANAL,SIS4


9or: a(e


9or: a(e

Con'#i(t

"ana)e"ent

Strate)ies

onfli!t Boiled

bet#een the superior

and the subordinate

Di''eren(e in

&er(e&tion am 5in

#ho is a t&pist in

Dational Ilobe

ompan& of 5elhi

starting lea%ing his

room too often during

the #or"ing hours

In'#uen(in) ot%ers

am 5in not onl&

#ent out as

frequentl& as he did

before' he also too" a

fe# !olleagues along

.t affe!ts the offi!e

dis!ipline regardless

of his effi!ien!& and

also using strong

language #hile

tal"ing to superiors

5ue to !onfli!t

bet#een am 5in

and Miss Sa*ena he

is disturbing the other

emplo&ees as #ell

air management

pra!ti!e should be

adopted #hi!h !an

!reate feeling of

fairness or ust among

the emplo&ees

am 5in should be

entrusted that he is

important for the

organi@ation

INTERPRETATION4

After anal&sing the !ase' . felt that the main problem is that am 5in #ho is a t&pist in Dational

Ilobe ompan& of 5elhi is brea"ing the dis!ipline of the organi@ation un!ons!iousl& and is

intera!ting #ith his superiors quite abruptl&

32



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CASE


34/47


CASE =4

/8h& ha%ent . re!ei%ed reimbursement for the t#o business trips . made last monthC As"ed

hidambaram as he entered $ma Se"arans ffi!e hamber Se"aran #as the budget offi!er for

the manufa!turing di%ision of a!har =apers Mills' a manufa!turer of ne#s paper hidambaram

#as a te!hni!al troubleshooter #ho #or"ed in manufa!turing but frequentl& dealt #ith !ustomer !omplaints that #ere !hanneled through sales representati%es and national sales dire!tors offi!e

Se"aran responded' /&ou "no# it ta"es nearl& four #ee"s for e*pense reimbursement' and

for one of those trips' &our tra%el request #as pro!essed after &ou returned The %i!e-president of

manufa!turing does not li"e to appro%e reimbursement after-the-fa!t All tra%el is supposed to be

preappro%ed and funds en!umbered for tra%el

/. "no# that' said hidambaram' but some of these sales representati%es #ant immediate

attention to !ustomer problems The& #ant me to go to the !ustomers #arehouse to inspe!t our

shipment #hen the !ustomer refuses a!!eptan!e . !ant #ait three da&s for appro%al .f . did' #e#ould lose !ustomers Hou "no# that the sales representati%es #ant ans#ers right a#a& so that

the& !an get their full !ommissions

/urthermore' !ontinued hidambaram' /sometimes . ha%e to !harge lodging and meals on

m& o#n !redit !ard' and the bills !ome due before . get reimbursed

/equest an ad%an!e' !ountered Se"aran

/There isnt time to get an ad%an!e' besides' ad%an!es are for onl& O0 per !ent of e*pe!ted

e*penses . still ha%e to pa& some e*penses out of m& o#n po!"et' hidambaram stated'

frustrated

/Thats eas& to handle %erestimate &our e*penses b& 20 per !ent' and &ou !an get an

ad%an!e for 100 per !ent of e*penses' Se"aran suggested

/. thin" these emergen!& that last &ear and . lost' Se"aran remar"ed

/8ell' &ou need to fight that battle again or !hange some of the reimbursement pro!edures .

am tired of ban"rolling the !ompan&' !omplained hidambaram as he left Se"arans offi!e

34



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ANAL,SIS4


9or: a(e


9or: a(e

Con'#i(t

"ana)e"ent

Strate)ies

3mplo&ee unsatisfied

#ith the dela& in

reimbursement of

e*penses b& the

!ompan&

De#ay in ee(ution

An emplo&ee has

made t#o business

trips &et he has not

re!ei%ed the e*penses

in!urred b& the

!ompan&

.t gi%es rise to

!onfli!t bet#een the

!on!erned emplo&ee

and the budget

offi!er

The reimbursement of

the e*penses should

be speeded up in

a!!ordan!e to trips

INTERPRETATION4

After anal&sing the !ase' . felt that the main problem is that !ompan& is not able to manage its

sales representati%es along #ith the management of the !ompan&

35



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CHAPTER=

FINDINGS

36



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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.

Con'#i(t "ana)e"ent in(#ude4 a!quiring s"ills related to !onfli!t resolution' self-a#areness

about !onfli!t modes' !onfli!t !ommuni!ation s"ills' and establishing a stru!ture for management

of !onfli!t in &our en%ironment

After anal&@ing the !ase studies the follo#ing inter%ention te!hniques #ere used;

ollaborating; #in>#in

ompromising; #in some>lose some

A!!ommodating; lose>#in

ompeting; #in>lose

A%oiding; no #inners>no losers

A'ter ana#yin) t%e (ase studies t%e 'o##o9in) &ro#e"s 9ere "ade4

=oor !ommuni!ation !hannels' fri!tion bet#een t#o or more people>department' ri!tion bet#een emplo&ee and manager' 4a!" of ob re!ognition and emplo&ee de%elopment' 4a!" of

support from management' 4a!" of information' 4a!" of resour!es' Salar& negotiation deadlo!"s

The !ase studies had the follo#ing benefits;

.n!reased understanding

.n!reased group !ohesion

.mpro%ed self-"no#ledge

=re%ention and o%er!oming !onfli!t resolution barriers and obsta!les

3mplo&ees be!ome profi!ient at resol%ing !onfli!ts

37



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CHAPTER?

CONCL*SION

38



39/47


CONCL*SION

Most people are #illing and interested in resol%ing their !onfli!ts: the& ust need the appropriate

s"ill set and opportunities in #hi!h to pra!ti!e this s"ill set 8ithout a !onfli!t s"ill set' people#ant to a%oid !onfli!t' hoping it #ill go a#a& or not #anting to ma"e a /big deal out of nothing

esear!h and personal e*perien!es sho# us that' #hen #e a%oid !onfli!t' the !onfli!t a!tuall&es!alates and our thoughts and feelings be!ome more negati%e

Through !onfli!t self-a#areness #e !an more effe!ti%el& manage our !onfli!ts and therefore our

professional and personal relationships urthermore' b& dis!ussing issues related to !onfli!t

management' teams !an establish an e*pe!ted proto!ol to be follo#ed b& team members #hen in

!onfli!t

39



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CHAPTER@

S*GGESTIONS

S*GGESTIONS

40



41/47


1 Build good relationships before !onfli!t o!!urs

2 4isten to others perspe!ti%es on the !onfli!t solution

o!us on sol%ing problems' not !hanging people

+ .f &ou !ant resol%e the problem' turn to someone #ho !an helpJ .dentif& the problem Ma"e sure e%er&one in%ol%ed "no#s e*a!tl& #hat the issue

is' and #h& the& are arguing

K =ro%ide appropriate training for all emplo&ees Tea!h e%er&one !onfli!t-resolution

s"ills' and e*pe!t people to use them

41



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CHAPTER

BIBILIOGRAPH,

BIBILIOGRAPH,

42



43/47


WEBSITES

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####i"ipedia!om

BOOKS

M D Mishra

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= Subba ao

43

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44/47


CHAPTER1

REFERENCES

44



45/47


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Bose' Sumantra (200)' ashmir# $oots of %onflict, Paths to Peace' Eistaar

=ubli!ations' De# 5elhi

5hola"ia' Amit (200J)' The $ole of &ediation in $esolving India-Pakistan %onflict# Parameters and Possibilities' Manohar =ubli!ations' De# 5elhi

5asgupta' handrashe"har (2002)' 'ar and (iplomacy in ashmir )*+-+' Sage=ubli!ations' De# 5elhi

S!hofield' Ei!toria (200+)' ashmir in %onflict# India, Pakistan and the nending

'ar ' Ei%a =ubli!ations' De# 5elhi

5i*it' ?&otindra Dath (2002)' India-Pakistan in 'ar and Peace' Boo"s Toda&' De#

5elhi

i@#an' eb N handran' Suba (200J)' Indo-Pak %onflicts# $ipe to $esolve/Manohar =ublishers' De# 5elhi

hari' = ' heema' =er%ai@ .qbal and ohen' Stephen =hilip (200)' Perception,

Politics and ecurity in outh 0sia# The %ompound %risis of )**1' outledge'

4ondon

,umar' adha 231145, &aking Peace with Partition' =enguin' De# 5elhi

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