Assignment

on
CONFLICT BETWEEN A COMPANY AND
MANAGEMENT

Submitted To:

Submitted By:
 TABLE TO CONTENT

Title Page No.

Introduction

Definition of conflict in an organization

Objectives

Description

Performance Review Conflicts

Conflicts with Customers

Leadership Conflicts

Companies Manage Workplace Conflict

10 ways to manage conflict in a business

Finding Alternatives

Overview of Organization

Corporate History

Nature of Business

Vision

Mission

Goals

Conclusion
Introduction: Conflict is inevitable in workplace settings, and conflicts can arise between
co-workers, supervisors and subordinates or between employees and external stakeholders,
such as customers, suppliers and regulatory agencies. Managing conflict is a key management
competency and all small business owners should study and practice effective conflict
management skills to maintain a positive workplace environment.

Definition of conflict in an organization:

Many factors prevent employees from direct and open communication – the result is a high
risk of conflict situations. If the managers apply direct communication on time, the conflict
can be avoided, or its impact can be minimized. Conflicts happen each day and their
successful management is a key element of organizational and managerial success. Finally,
conflict is a fact of our lives and if we are able to understand it and its impact on work
effectiveness, we can make conflict useful and use them to achieve better results.

Objectives:
To understand the new idea of Conflict.
To get practical idea about organizational environment.
To know conflict between a company and management.
To know the section policies of the organization.
To find out the differences of Recruitment & conflict of Square Pharmaceuticals
Limited.

Description
Conflicts of various magnitudes occur frequently. You share a workspace with a colleague
who consistently leaves the space disorganized and messy, which seems unprofessional to
you since patients are seen in that office. Or a senior colleague insists being the first author
on a research paper when you did all the work. In the preoperative area, the anesthesiologist
disagrees with your surgical plan in the presence of the patient. A more extreme example
would be a disruptive physician who yells or throws charts or instruments.

The frequency of conflict has been measured in several settings. In an observational study of
operating rooms, conflicts were described as “high tension events”; in all surgical cases
observed there was at least one and up to four high tension events.1 Another study found on
average four conflicts per operation emerged among operating room team members.2 In a
survey of 5,000 full time employees in nine different countries, 85% of employees dealt with
conflict at work to some degree and 29% dealt with conflict frequently or always.3 Another
viewpoint focuses upon “toxic personalities” defined as “anyone who demonstrates a pattern
of counterproductive work behaviors that debilitate individuals, teams, and even
organizations over the long term.”4 Conflict occurs frequently when working with such
people. In a survey, 64% of respondents experienced a toxic personality in their current work
environment and 94% had worked with someone like that during their career.4 In another
study, 91% of nurses reported experiencing verbal abuse.5 The impact of these interactions
on mood is significant. In a real-time study, employees recorded interactions with a coworker
or superior at four random intervals daily; the employees rated the interactions as positive or
negative and recorded their mood. The negative interactions affected the employee's mood
five times more strongly than positive encounters.6

Some would argue that conflict may be beneficial in certain situations, but in others it has
negative consequences.7 The proposed benefits of conflict include improved understanding
of the task, team development, and quality of group decision making. The other line of
thought suggests that conflict distracts from the immediate tasks and wastes resources on
conflict resolution. Whether or not it is occasionally helpful, it is clear that many instances of
conflict are harmful.

Conflict is associated with significant cost to organizations. In the study of employees from
nine countries, the average number of hours spent per week on workplace conflict varied
from 0.9 to 3.3 hours. In the United States, the average was 2.8 hours.3 The calculated
expense based on average hourly earnings in 2008 was $359 billion in lost time. High rates of
employee turnover and absenteeism are associated with environments where conflict is
poorly managed.

Health care is a complex system that requires effective teamwork and cooperation to function
well. Patient safety research reveals that patient outcomes are negatively impacted when
conflict mismanagement and other dysfunctions occur.8 9 10 Another consequence of poorly
managed conflict is disruption of care. In a national survey of physicians, almost two-thirds
of respondents reported seeing other physicians disrupt patient care at least once a month.11
More than 10% of the respondents reported witnessing that behavior daily.
Frequent causes of conflict include lack of clarity with expectations or guidelines, poor
communication, lack of clear jurisdiction, personality differences, conflicts of interest, and
changes within the organization.12 Behavior that results in conflict could include bullying,
limited communication or not sharing important information, and verbal or physical
violence.13 Employees cite personality clashes, stress, heavy workloads, poor leadership at
the senior and managerial levels, lack of honesty and openness, and lack of role clarity as the
most frequent causes of conflict.3

Although conflict cannot be avoided, it can be managed. Since conflict will always be present
on an individual and organizational level, it is important to develop the skills to appropriately
manage a difficult conversation or interaction. Experts agree that the skills necessary can be
acquired; they believe that conflict competence can be defined and learned. One definition of
conflict competence is “the ability to develop and use cognitive, emotional, and behavioral
skills that enhance productive outcomes of conflict while reducing the likelihood of
escalation or harm.”14 The goal is to be competent in having difficult conversations. One
model uses the terminology “crucial conversations and “crucial confrontations.” A “crucial
conversation” is defined as “a discussion between two or more people where (1) the stakes
are high, (2) opinions vary, and (3) emotions run strong.”15 Confrontations are those face-to-
face conversations in which someone is held accountable.16

Real life examples prove their statements and the benefits of improved conflict management.
One group demonstrated that teaching the necessary communication skills resulted in 10%
improvement in their habits of confronting difficult issues.16 With that change, customer and
employee satisfaction, productivity, and quality also improved. An information technology
(IT) group found that improved communication practices resulted in 30% improvement in
quality, almost 40% increase in productivity, and near 50% decrease in costs.16 CPP Global
report “Workplace Conflict and How Business Can Harness it to Thrive” study found
“training does not reduce the occurrence of conflict, but it clearly has an impact on how
conflict is perceived and can mitigate the negative outcomes associated with conflict.”3
Various models of successful conflict management have been proposed.14 16 The models
typically include discussions of common responses to conflict and ways to effectively address
conflict. These models will be combined and summarized in this article.

Performance Review Conflicts

No employee likes to receive a negative performance review, but giving negative feedback in
a review can be unavoidable based on the employee's own actions during the review period.

Employees may become angry over not receiving expected pay raises, promotions or other
performance-related incentives, and may lash out by spreading discontent through gossip and
a negative attitude at work. Employees may argue directly with supervisors during
performance reviews, creating sensitive situations that require tactful communication. To
resolve a conflict arising from a negative performance review, work directly with the
employee to create a solid, time-bound plan of action to improve her performance, and tie the
completion of these goals to guaranteed incentives. Allow employees a voice when setting
goals to increase their dedication to achieving the goals.

Conflicts with Customers

Sales and customer service employees can experience conflict with customers on a fairly
regular basis, depending on the industry. A common conflict experienced by salespeople is a
dissatisfied customer who feels personally defrauded by an individual salesperson.

For example, if a car salesman sells a used car without a performance guarantee or warranty
and the car breaks down on the buyer, the buyer may return to angrily confront the
salesperson and demand a refund. The best first step to solve these conflicts is to involve a
manager who has the right to offer refunds, discounts or other conciliatory gestures to the
customer unless you are in a situation where employees are empowered to make these kinds
of decisions.

Leadership Conflicts
Personality clashes between managers and subordinates can cause a range of interpersonal
conflicts to arise. Employees may feel bullied or pushed by more authoritarian managers, or
may perceive a lack of guidance from more hands-off managers. Managers with type-A
personalities may set goals that are too ambitious for their subordinates, setting them up for
failure and inevitable conflict.

To handle these personality mismatches, first try to garner an understanding between the
manager and the subordinate so that each understands the others' perspective in the situation.
Never treat conflict management situations as disciplinary hearings, as if managers are
inherently right and employees are inherently wrong; this is a reliable way to lose good
employees. If the two cannot come to an understanding, place the employee under the
supervision of another manager if possible.

Companies Manage Workplace Conflict

Self-Mediation
Employees should be encouraged to resolve minor conflicts by themselves. During employee
orientation, the topic of workplace conflict should be addressed. When conflict does arise,
employees should be instructed to privately approach the person they are having conflict
with, remain calm, state the issue and see if the parties can reach common ground. When
conflict cannot be resolved and is hindering productivity or morale, direct supervisors should
be notified so a mediated meeting between parties can take place.

Identifying the Cause

When conflict arises, the first step to finding a solution is to identify the problem. This can be
more difficult than it seems, as the reason for conflict is not always apparent. Sometimes
those involved in the conflict may say they just do not get along and cannot work with one
another. To the contrary, there is always a reason behind conflict. Managers must attempt to
delve deeper to get to the root of the problem. Common causes of workplace conflict include
difference in communication styles, perceived prejudice or hidden agendas, policy changes
and different expectations of worker input or goals. Once the cause is identified, it will be
easier to directly address the problem at hand and find a solution.

Formal Meeting
When a conflict comes to light, all parties should be required to meet with each other in a
controlled setting with a mediator present, often a manager or direct supervisor. It is
important for the manager to stay as neutral as possible until details about the nature of the
conflict become clear. At the meeting, all parties should be given equal time to share their
thoughts about when the conflict began and what it is about. Even if the matter seems
juvenile, the mediator must remain as neutral as possible and be careful not to use dismissive
language. The mediator should help the involved parties try to brainstorm solutions to the
problem and find a way to compromise. Often the conflict can be resolved during this stage,
as the parties may realize there was a misunderstanding of some sort.

Record Keeping
The mediator should keep a record of the date of the meeting as well as the general
complaints from all parties involved. After the meeting, the mediator and another manager
should discuss whether the conflict directly relates to company policy. If a policy is in place
that would end the conflict, management should make note of the policy and deliver it in
writing to all parties involved. For instance, if an employee feels another employee takes too
many breaks and does not work as hard as everyone else, restating and enforcing the
company break policy can quickly resolve the conflict.
10 ways to manage conflict in a business
1. Understand and evaluate people's emotional responses
2. Be self-aware
3. Consider the views of all parties involved
4. Get to the root of the issue
5. Accept people for who they are and who they are not etc.
Finding Alternatives
Sometimes workplace conflict cannot be remedied by citing company policy; in this case, the
conflict may persist after the initial meeting. If parties agree to try to work amicably,
management should periodically reevaluate the situation to ensure the conflict is resolved,
productivity remains high and the workplace environment remains welcoming. If the conflict
persists, it is critical to discuss alternatives with all parties. Alternatives include separation of
the people involved and redistribution of duties and responsibilities, which may be less than
desirable.

At all the sites, interviewees saw the relative seniority of the head of the Community
Relations/Social function as a significant driver of the function’s influence within the
company. In two cases, the seniority of the individual heading this function had been elevated
relatively recently. In one instance, this was seen as already having generated real changes in
practice. At a third site, the Social function had fully equivalent status to the technical side of
the project. Indeed, staff talked about the ‘Social Project’ and the ‘Technical Project’ as two
halves of the whole. This also brought with it expectations that the Social Project staff
provide equivalent rigor in their processes, and evidence of the value they offered to the
company, quite apart from the value to the communities. In the words of one interviewee:
“How does all of this create value for the project and for [the company]? We are not a
foundation, that is not our purpose, and we do not pretend to do that through the social
project. This social project creates value by creating security of tenure...by creating social
peace. It will give you land access, it will provide the conditions for this technical project to
be realized.”
Overview of Organization
LOGO of SQUARE GROUP
SQUARE PHARMACEUTICALS LIMITED

Corporate History
 Year of Establishment 1958.
 Incorporate as a Public Limited Company – 1964.
 Technical Collaboration Agreement with Janseen Pharmaceuticals of Belgium.
 A subsidiary of Johnson & Johnson International Limited – 1975.
 Technical collaboration Agreement with F. Hoffman – La Roche & Company Limited –
1984.
 Converted into Public Limited Company – 1991.
 Stock exchange listing (D & C) – 1995.
  Agreement with M/S. Bovis tanvec Limited of UK for implementation of Dhaka Plant –
1996.
 Awarded ISO- 9001 Certificate -1998.
 Business Lines- Manufacturing & Marketing of Pharmaceuticals finished product, Basic
Chemicals & Agro vet products.
 Authorized Capital: TK, 1000Million.
 Paid – UP Capital – TK, 250 Million.
 Number of Employees- 1775.

Nature of Business:-
SQUARE PHARMACEUTICALS LIMITED is the largest pharmacy company in Bangladesh. It was
established in 1958 & converted into a Public limited company in 1992. It has been continuously in
the first position among all national & multinational company in 1992. The sale turnover of SPL is
more than TK. 48 billion with about 14% market share having a growth rate of about 30%.The
company's annual turnover exceeds $300 million [2].The sales turnover of SPL was more than Taka
7.5 Billion (US$ 107.91 million) with about 16.92% market share (April 2006– March 2007) having a
growth rate of about 23.17%. It is exporting its pharmaceuticals and other products to around 30
countries of the world including Sri Lanka, Myanmar, Nepal, Kenya, Libya, Sri Lanka, Vietnam,
Afghanistan, Iraq, Ukraine and Yemen.

Vision:-
Square view business as a means to the material & social wellbeing of the investors, employees and
the society at large, leading to accretion of wealth through financial and moral gains as a part of the
process of the human civilization.

Mission:-
Square mission is to produce and provide Quality and innovative healthcare relief for people, maintain
stringently ethical standard in business operation also ensuring benefit to the Shareholder’s,
Stakeholder’s and the society at large.

The Business Slogan:-

SQUARE PHARMACEUTICALS LIMITED always uphold the dictum “Dedicated to advanced
technology.”
The Corporate Slogan:-
SQUARE Group of industries has a common corporate Slogan which is “Jibon Bachatey, Jibon
Sajatey.”
Objectives:-
Square objectives are to conduct transparent business operation based on market mechanism with in
the legal and social frame work with aims to attain the mission reflected by our vision.
 Total Commitment to the needs of customers.
 To follow the highest ethical standards.
 Continuous improvement of all work process.
 Permanent improvement of all the employees “Knowledge and Skills”.
 Securing the Quality of Products to match the Quality of Service.
 Preserving the company’s leading positioning the national market of Pharmaceuticals
industry.

Goals:-
 Strengthen operation in domestic to increase market share and profitability to offer more
value to the shareholders offer contract- manufacturing facility.
 Manufacture and market time demanded and international standard pharmaceutical in
domestic and export market.
 Association with global research based pharmaceutical company for marketing or
manufacturing their products.

Corporate Focus:-
Square vision, mission and Square objectives are to emphasize on the quality of product, process and
services leading to growth of the company imbibed with good governance practices.

Corporate Governance
Top Management:
Board of Directors
As per provisions of the Article of Association, Board of Directors holds periodic meetings to resolve
issue of policies and strategies, recording minutes/decisions for implementation by the Executive
Management.

Executive Management:
The Executive Management is headed by the Managing Director, the Chief Executive Officer (CEO)
who has been delegated necessary and adequate authority by the Board of Directors. The Executive
Management operates through further delegations of authority at every echelon of the line
management. The Executive Management is responsible for preparation of segment plans/sub-
segment plans for every profit centers with budgetary targets for every items of goods & services and
are held accountable for deficiencies with appreciation for exceptional performance. These operations
are carried out by the Executive Management through series of committees, sub-committees, ad-hock
committees, standing committees assisting the line management.

SQUARE Quality Policy:-

 Ensure strict compliance with WHO cGMP standards and local regulatory norms in every
phase of sourcing & procuring quality materials, manufacturing, quality assurance and
delivery of medicines.
 Ensure all activities through documented Quality Management System (QMS) complying
International Standard requirements of ISO 9001 through continuously developing Human
Resources by regular training and participation.
 SQUARE is committed to undertake appropriate review, evaluation and performance
measurement of processes, business activities and Quality Management System for continual
improvement to ensure highest standard, customer satisfaction, developing human resources
and company's growth.

The ten principles of Global compact (UN):-

The ten principles of Global compact initiated by the UN Secretary General as have been adopted by
Square Pharmaceuticals limited are as follows-

Human Rights-
1) Business should support and respect the protection of internationally proclaimed human rights
with in their sphere of influence.
2) Make sure that they are not complicit in human rights abuses.

Labor Standards-
3) Business should uphold the freedom of association and the effective recognition of the right
to collective bargaining.
 4) The elimination of all forms of forced and compulsory labour.
5) The effective abolition of child labour.
6) Elimination discrimination in respect of employment and occupation.

Environment-
7) Business should support a precautionary approach to environmental challenges.
8) Undertake initiatives to promote greater environmental responsibility.
9) Encourage the development and diffusion of environmentally friendly technologies.

Ethical Standards-
10) Business should work against corruption in all its forms, including exportion and bribery.

CHAIRMANS PROFILE

Mr. Samson H Chowdhury was born on 25 September, 1925. He was born in Faridpur
district in 1926 and studied in Calcutta After completing education in India he returned to the
then East Pakistan and settled at Ataikula village in Pabna district where his father was
working as a Medical Officer in an outdoor dispensary. In 1952, he started a small pharmacy
in Ataikula village which is about 160 km off capital Dhaka in the north-west part of
Bangladesh. Mr. Samson H Chowdhury then ventured into a partnership pharmaceutical
company with three of his friends in 1958. He set up the SQUARE PHARMACEUTICAL
Company as a proprietorship in 1958, with 12 people and TK 55000.00 in capital in a floor
space of 3000 square feet at Ataikula near pabna.
When asked why the name SQUARE was chosen he remembers - “We named it SQUARE
because it was started by four friends and also because it signifies accuracy and perfection
meaning quality” as they committed in manufacturing quality products’. Samson H.
Chowdhury is the chairman of SQUARE groups. Now he is a successful honest
businessman in our country.

Now he is a president of Bangladesh associate of publicity listed companies and Ex- vice
president of Metropolitan Chamber of commerce and Industries.
Now that small company of 1958 is a publicly listed diversified group of companies
employing more than 12,000 people. The current yearly group turnover is 300 million USD.

SQUARE today is a name not only known in the Pharmaceutical world, it is today a
synonym of quality- be it toiletries, health products, textiles, Agro Vet products, information
technology and few more. All these were possible due to his innovative ideas, tireless efforts,
perseverance and dedication with self confidence which contributed to his successful
achievements. Now the name “SQUARE” inspires trust. Under his dynamic leadership,
SQUARE is set to continue its progress globally.
Association:
o President, Metropolitan Chamber of Commerce and Industry (MCCI), Dhaka, in 1996
and 1997.
o Chairman, Micro Industries Development Assistance & Services (MIDAS).
o Member, Advisory Committee of the Bangladesh Association of Pharmaceutical
Industries.
o Founder President, Bangladesh Association of Publicly Listed Companies.
o Member, Executive Committee of Bangladesh French Chamber of Commerce and
Industry.
o Chairman, Transparency International, Bangladesh Chapter, 2004 - 2007.
o Vice-President: International Chamber of Commerce, Bangladesh
o Chairman: Central Depository Bangladesh Ltd.
o Life member: The Dhaka Club Limited, Dhaka.
o Former Director: The Federation of Bangladesh Chambers of Commerce and Industry
(FBCCI).
Accolades:
o “Business Executive of the Year” by American Chamber in Bangladesh in 1998.
o “Best Entrepreneur of the Country for the year 2000 – 2001” by the Daily Star and
DHL Worldwide Express.
o "Special contribution in country's industrial and commercial sectors for the year
2003" by "Merchantile Bank Award 2003"
o For Uncompromising Business Ethics, Honesty & Transparency of the year 2005 by
"Banker's Forum Award - 2005".
o Recipient of ICAB National Award “Best Published Accounts and Reports 2006 in
the Manufacturing Sector”.
o Recipient of NBR Award one of the Highest Tax-Payers in 2007-2008.
o Recipient of CIP (Exports) 2009-2010 status by the Government of The Peoples
Republic of Bangladesh.
 Managing Directors Profile

President of Metropolitan Chamber of commerce and Industries, Mr. Tapan Chowdhury is the
Managing Director of SQUASRE PHARMACEUTICALS LIMITED and SQUARE TEXTILE
LIMITED. He also the directors of SQUARE Toiletries Limited, Health Products, Pharma Package
Limited, Astras Limited, Bornali Printed Limited, SQUARE Informatix Limited and Chairman of
Pioneer Insurance Company Limited and Shelltech (PVT) Limited.

He is science graduate from Dhaka University in 1973 and got higher degree in Marketing from
London University.

He is also the Executive member of world alliance of YMCA- Geneva, General Secretary – Brothers
union club and Vice President of Bangladesh Badminton Federation and Bangladesh Volleyball
Federation.
 SQUARE PHARMACEUTICALS LTD.
CORPORATE HEADQUARTERS, DHAKA

Organogram of Human Resource Department

Managing Director

Executive Director,
Administration

General Manager
(Human Resources)

Senior Manager
Senior Manager
(Public
HR, CHQ
Relations)

Manager,
Manager
Executive
HR,CHQ
Secretary

Sr. Executive Sr. Executive

Executive Executive Executive Executive

Officer Officer Officer

Jr. Office Jr. Office Jr. Officer

Admin.
Assistant
 SQUARE PHARMACEUTICALS PRODUCTS

The formulation plants are producing wide range of dosage forms like –
Tablets:
Non-Coated (plain, chewable, dispersible, vaginal) Coated (sugar coated, film coated, enteric
coated) Sustained/Extended Released (coated, non – coated).
Capsules:
Granulated Material filled
Pellets Filled
Suppositories:
Suppocire based
Injections:
Vials containing Dry Powder for Injections Small Volume Liquid Parenterals
Liquids:
Oral Syrups (Sugar based, Non-Sugar based), Oral Suspensions, Topical Liquids.
Spray, Drops, Ointment, Cream and Powder:
Small Volume Sterile Eye & Ear Drops, Small
Volume Nasal Drops & Sprays, Topical Ointments & Creams, Topical Antibiotic Powder.
Oral Dry Powders:
Dry Suspensions (Antibiotic & Anti Infectives), Dry Syrups (Antibiotics).
Dry Powder Inhalers:
Partial Filled (Premix) Capsules for Respiratory Tract Application with a
Device.

Metered Dose Inhalers:

Pressurized Canisters for Oral use with an Actuator.

Chemical Division started commercial production in 1995. From the year 1997 it started its full-
fledged production and marketing to all top pharmaceuticals within the country including Aventis
Pharma, Novartis Bangladesh Ltd., Glaxo Smith Kline, ACI Ltd., Reckitt & Colman, Beximco
Pharmaceuticals Ltd., The Acme Laboratories Ltd, Eskayef Bangladesh Ltd., Opsonin Chemicals,
Renata Ltd., Essential Drugs Co. Ltd. etc. with good reputation and loyalty.
 New Products & Technologies
March, 10

Product Generic Name Strength Pack Size Dosage Form

Seclo
Seclo 40 IV
Injection Omeprazole 40 mg 1x1's IV Injection
Olicod
Liquid Filled
Hard Gelatin
Olicod Licap Cod Liver Oil 0.3 ml 5x10's Capsule
Camoval
Camoval 5/160
tablet Amlodipine + Valsartan 5 mg + 160 mg 2 x 10's Tablet

February, 10

Product Generic Name Strength Pack Size Dosage Form

Piramed
Piramed 200
tablet Topiramate 200 mg 2 x 10's Tablet
Piramed 25
tablet Topiramate 25 mg 5 x 10's Tablet
Clinface

Clindamycin
Clinface Gel Phosphate+Tretinoin 1.2%+ 0.025% 15 gm Gel
Beclomin
HFA
Beclomin 50 Beclometasone Metered Dose
HFA Inhaler Dipropionate 50 mcg/puff 200 puffs Inhaler
January, 10

Product Generic Name Strength Pack Size Dosage Form

Fona
Fona Gel Adapalene 0.30% 10 gm Gel
Livwel
Multivitamin and
Livwel Syrup Multimineral As per DS 100 ml, 200 ml Syrup
Burna
Burna Cream Silver Sulfadiazine 1% 25 gm Cream

Fexo Plus
Fexofenadine
Fexo Plus HCl+Pseudoephedrine
Tablet HCl 60 mg + 120 mg 3 x 10's Tablet
Neurolin
Neurolin 150
Capsule Pregabalin 150 mg 1x10's Capsule
Neurolin 50
Capsule Pregabalin 50 mg 3 x 10's Capsule
Promtil
Prochlorperazine
Promtil tablet Maleate 5 mg 15 x 20's Tablet
Beclomin
HFA
Beclomin 100 Beclometasone Metered Dose
HFA Inhaler Dipropionate 100 mcg/puff 200 puffs Inhaler
Beclomin 250 Beclometasone Metered Dose
HFA Inhaler Dipropionate 250 mcg/puff 200 puffs Inhaler
Sultolin HFA
Sultolin HFA Metered Dose
Inhaler Salbutamol Sulphate 100 mcg/puff 200 puffs Inhaler
Conclusion:
The paper analyzes the importance of conflict management in organizational communication
by looking into the basics of organizational communication (as an introduction into conflict
management) and, later, by focusing to conflict management strategies and styles. All
managerial levels have a responsibility for good organizational communication and conflict
management. Practical experiences have shown that managers cannot be left out of conflicts,
but must take active part in it. Conflicts should be solved by firstline managers, or, if the
conflict is significant, on the middle level of management. It is not appropriate to leave
conflict solving to top management, as it shows that managers at lower levels are not capable
to deal with conflicts and employees in general. Experience has also shown that solving
conflicts on higher levels negatively influences organizational effectiveness, since top
managers have other important business tasks.