CHAPTER I INTRODUCTION

1.1 INTRODUCTION

Conflict is the basic fact of life in groups and organizations. It is an inevitable feature of organizational life. The very nature of organizations guarantees the emergence of conflict. First organizations contain people with divergent personalities, perceptions and values. Second, those people are assigned to jobs that have contrasting characteristics, impart unequal degrees of status and frequently foster competition.

Finally, organizations contain groups that often have conflicting views and that must compete for scarce resources they need to achieve their goals. It is not possible to compress the essential ingredients of conflict in a precise definition because it occurs in many different settings and may take several forms- an enemy to be defeated, a moral dilemma to be resolved, a contract to be signed, a production quota to be beaten etc. Often, it is couched in such colorful expressions like controversy, strife, battle and clash. But the essence of conflict appears to be disagreement, contradiction and incompatibility. More specifically, conflict is a process in which an effort is purposefully made by one person or unit to block another that results in frustrating the attainment of the others goals or the furthering of his or her interests.

CONFLICT DEFINITION. Webster defines conflict as a state of disharmony. Richard Hughes claims in the book Leadership. Enhancing the lessons of experience that, Conflict occurs when two opposing parties have interests or goals that appear to be incompatible.

The word conflict is commonly used to mean a number of things such as competition, opposition, incompatibility irreconcilability, disharmony, clash, fighting and contention. Conflict is defined as a process which begins when one party (who may be individuals, groups or organizations) perceives that the other has frustrated or is about to frustrate some concern of his or hers. This neutral way of looking at conflict suggests that conflict itself is no evil, but rather a phenomenon, which can have constructive or destructive effects depending upon its management.

Conflict is a basic fact of life in groups & organization. It is an inevitable feature of Organizational life. As new man pointed out. Life is not a grant harmony; conflict exists

Conflict arises from disagreements over the goals to attain or the methods used to accomplish the goals. In organizations everywhere, conflict among different is inevitable, and sometimes the amount of conflict is substantial. Conflicts are not just prevalent among lower working groups but also among executives. various departments are faced with such conflicts more often. Higher officials heading

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1.2 IMPORTANCE OF THE STUDY According Robbins. S.P , conflict can have both positive and negative affects. The negative effects are common and more often than not the result of conflict (reduced productivity, decreased communication, and negative feelings, for example). On the other hand, small doses of conflict may actually be healthy. Competition increases a teams effort and pet up feelings are often revealed and offer better understanding of our teammates. These positive instances however are rare and certainly risky enough to preclude seeking them out!

Conflicts can be serious problem in any organizations. It might not bring about the demise f a firm but it certainly can hurt an organizations performance as well as lead to the loss of many good employees. All conflicts are not bad it has a positive side too.

Traditional school of thought has argued that conflict must be avoided, as it indicates a malfunctioning with in the group.

Human relations school of thought argued that conflict is natural and inevitable outcome in any group and that it need not be evil but rather has the potential to be a positive force in determining group performance

Interactionist school of thought argued that conflict could be a positive force in a group but explicitly argues the same conflict is absolutely necessary for a group to perform effectively.

A total absence of conflict can lead to apathy and lethargy. A moderate degree of focused conflict on the other hand can stimulate new ideas; promote healthy competition and energies behavior.

1.3 OBJECTIVE

1 2

To understand the different work place conflict/conflict situation. To understand the types of conflict resolution strategies adopted by the employees to resolve the conflicts.

To understand the influence of conflict resolution strategies adopt by the employees on their job performance.

1.4 RESEARCH METHODOLOGY

TITLE OF THE STUDY: A Study on Conflict Resolution Strategies in MM TOOLS

RESEARCH DESIGN:

Research Design is a catalogue of the various phases and facts relating to the formulation of a research effort. It is the arrangement of conductions for collection and analysis of data in a manner that aims to combine relevance to the purpose with economy in procedure.

Research design is the plan, structure and strategy of investigation conceived so as to obtain answer to obtain answer to research question and to control variance. The plan the over all scheme or programmed of research. It includes an outline of what the investigator will do from writing the hypothesis and their operational implication to the final analysis of the data. The structure of the research design is the outline, the scheme, and paradigm of the operations of the variable strategy includes the methods to be used to gather and analyses the data. In other words, strategy implies how the research objective will be research and how the problems encountered in the research will be tackled.

The design of the research adopted by the researcher is a Descriptive design.

DESCRIPTIVE DESIGN:

Descriptive studies aim at portraying the characteristics of a particular group or situation. One may undertake a descriptive study about the works in a factory, their age distribution, their educational level, the state of their physical health and so on and so

forth. One may under take to describe the organization of an industrial establishment or of ma trade union congress.

A descriptive study involves the following steps:

1 2 3 4

Formulation the objective of the study. Defining the population and selecting a sample. Designing the method of data collection. Analysis of the data.

UNIVERSES AND SAMPLING:

The universe of this research consists of the employees of MM TOOLS, Chennai. In this division of a total of 76 employees are works in the sales area. The distributions of the respondents as per their designation are as follows,

DETAILS OF EMPLOYEES

Designations Assistance Sales Manager Senior Sales Manager Sales Executive Sales Trainee Total

No. of Employees 16 35 20 5 76

Since the size of the universe is not too large a size. The researcher decided to make it as censes study by covering all of them. According all the employees are 8

distributed with questionnaire. However, at the end the researcher could get only 60 questioners returned. The failure of remaining 16 respondents was due to the touring nature of job and also due to constraint of time frame with which the researcher has to operate. The final number of samples/respondents covered by the study amounts to 60.

PILOT STUDY:

Before actually, undertaking the study, a pilot study was conducted at different organizations like Ambattur clothing Limited, Cumi ltd, SSI Technologies etc to get an idea about the feasibility of conducting a research study on the topic (work culture). During the process the researcher had a discussion with the HR executives there in and solicited their opinion on the various issues related to the study. Out of the pilot study the researcher decided to conduct a study at MM TOOLS.

OPERATIONAL DEFINITIONS:

CONFLICT:

Conflict is a disagreement among groups or co-workers in an organization. It occurs when a person or a group believes, its attempt to achieve its goals are being blocked by another person or group.

CONFLICT RESOLUTION : Conflict resolution is the direction toward helping individuals or groups in conflict with in the organization to surface their feelings and expectations about each other and to deal with them in an open, problem-solving way.

SOURCES OF DATA: Both primary and secondary source of information are used in the study. The data obtained from the respondents by the administrating of questionnaire forming the primary 9

source of data. Various books, journals, articles from newspapers, magazines and related websites formed the secondary data services.

TOOLS FOR DATA COLLECTION:

The tool used by the researcher for collecting data was a structured questionnaire. It was prepared in English and had closed ended questions. The questionnaire method was adopted, as most of the respondents were very busy during the office hours.

The questionnaire was prepared in keeping the objectives in mind; it was given to the respondent and collected back at a later date.

Contents of the questionnaire:

Contents of the questionnaire are divided into: a) Personal data of the respondents b) Causes for the conflict/conflict situation. c) Steps taken to resolve the conflict. d) Post conflict status. e) General opinion about conflict.

PRE TESTING:

In order to ascertain the validity of the tool of data collection, viz. questionnaire, a pre testing was done by the researcher with a selected number of 5 marketing staff of the organization. This was essential to find out the parts of the questionnaire, which was lacking perfection and also helped the researcher to identify the lacking areas and also modify some parts of the questionnaire. The exercise done in this regard was very useful for the researcher to give the final touch towards the questionnaire before putting into actual study.

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DATA COLLECTION:

Data collection was carried out at MM TOOLS in the month of January and February 2009.All the questionnaires were distributed to the employees at the work place. The researcher explained the purpose of the study to them personally.

PROCESS OF DATA ANALYSIS:

The statistical package used for the research study is SPSS (Statistical Package for Social Sciences.) through which the data was first entered and tabulated. Thetabulated data was interpreted to arrive at workable conclusions. Analysis and interpretation was made to the tabulated data.

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1.5 LIMITATIONS:

The researcher found it difficult to collect the data from the respondents as the respondents felt that there was a deviation from their regular work.

The researcher found it difficult to restrict the respondents by discussing with each other, which influenced the respondents original opinion about the study.

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CHAPTER II REVIEW OF LITERATURE

13

2.1 REVIEW OF LITERATURE

CAUSES AND SOURCES FOR CONFLICTS

According to Sehgal J.L , Conflict can occur anytime there sis a high level of interdependence, differences of values or beliefs, resources or rewards are scarce, people are under a great deal of stress, or they face an uncertain environment, But, according to Hughes, the most common cause of conflict is a breakdown in communications.

a) SOURCES OF CONFLICT MAY INCLUDE According to Robbins.S.P, conflict may cause by the following. (a) Resource constraint, which leads to competition for scarce resources; or (b) Power constraint, which leads to competition for enhancing power or; (c) Values and attitudes of managers, which lead to differences in approach to problem-solving; or (d) Interpersonal, inter group or inter organizational level relationships that lead to dysfunctional activities in the organization; (e) Promotion of self-interest in preference to group interest.

Competitions for resources and the basis on which this is conducted. Lack of absolute standard of openers, honest, truth, worthiness and integrity in general original behaviour and in dealings between staff, department, divisions and functions between different grades of staff and between seniors and subordinates, lack of mutual respect.

Lack of shared values, commitment, enthusiasm, and motivation & low moral.

(f) Unfairness, Unevenness & inequality of personal & Professional treatment often linked to perceptional of favoritism & scope goating.

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b) CONFLICT MAY BE CAUSED ON FOLLOWING ACCOUNTS

According to Verma.M.M & Aggarwal.R.K , conflict may cause by the following

(a) Firstly, personality clash theory simply maintains that between individuals or groups, ingrained styles with significant differences often lead to non-productive or even destructive relationships; (b) Secondly, conflicting ideas or values stemming from differences in background skills or training produce unproductive relationships; and (c) Thirdly, competition between persons for authority, status or rewards works towards a breakdown in relationships.

Each theory by itself does not provide full explanation about the why of conflict, but they might together lead the way to conflict resolution.

Some common factors, which lead to conflicts, are Late coming. Often leave More wastage Chatting with others Friend to his enemy Slow in work Decision making

TYPES OF CONFLICTS

According to Sehgal J.L, there are different types conflicts exist in and around the world. The conflict can be commonly divided in to three factors. They are as follows

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1. INTRAPERSONAL CONFLICT

For example, firstly you can have conflict within oneself and you may get an excellent job offer in a city where you cannot go. So you face an approach-avoidance conflict where you are attracted and repelled by the same object. Secondly, you may be attracted to two equally appealing alternatives like watching a TV serial or going to a cinema show. This is called approach-approach conflict. Thirdly, you may be repelled by two equally unpleasant alternatives like joining your fathers business that you dont like or continuing with the present unpleasant assignment. This is called avoidance-avoidance conflicts.

2. INTERPERSONAL CONFLICT

As interpersonal form of conflict occurs mostly due to personal dislikes or personality differences. If the differences of opinion between individuals are only about task-related matters, the conflict can be construed as technical conflict rather than an interpersonal conflict. However, technical or task-related conflict and interpersonal conflict may influence each other due to role-related pressures. The sales manager for instance, might put the blame on the production manager for his not being able to achieve the sales target because of the latter insistence on not introducing a variety of models and may start disliking the production manager thinking that he is a stubborn and inefficient manager. It is not easy to demarcate whether the conflict between two parties is based on manifest rational factors or the hidden personal factors.

3. INTRAGROUP CONFLICT An intra group conflict arises mostly due to an individuals inability to conform to the group norms. For instances, in a production group no worker can easily afford to deviate substantially from the norms of group production. Therefore, either an individual 16

agrees to come to terms with other group members or he leaves the group. Usually, the individual concerned and other group members would try to influence each other through several mechanisms of group0 dynamics leading to different episodes of conflict.

Different stages of conflict are

1. Latent conflict. 2. Perceived conflict. 3. Felt conflict. 4. Manifest conflict. 5. Conflict aftermath

CONFLICT RESOLUTION AND CONFLICT MANAGEMENT

a) STEPS INVOLVES IN CONFLICT RESOLUTION

According to Peterson.R , listed out the step involves in conflict resolution. In order that we are able to resolve that conflicts:

(1) Firstly, we need to identify the conflict. (2) Secondly, we should try to isolate the functional and dysfunctional aspects of the conflict. Although, a clear line of demarcation cannot be drawn, yet the effort spent wills product worthwhile results. (3) Thirdly, leaving aside the fundamental and deep-rooted types of conflict, number of conflicts may be resolved by the application of confrontation design technique. Direct method of conflict resolution through confrontation between the warring elements might yield successful results. (4) Fourthly, in case the conflict is caused over the local (group) goals, we should try to provide al larger (super-ordinate) goal, to which the interests of contesting parties can be made to merge. For example, conflict between production department and production engineering department personnel may be sunk into 17

insignificance, when a major rival group threatens to invade the market with products of new design. (5) Fifthly, where the conflict is caused over the problem of resource constraint, it can be resolved by increasing the size of resources. For example, by increasing the budget or by increasing the opportunities for promotions, a number of problems will be resolved. (6) Sixthly, certain type of problems or conflict is best resolved by letting them cool off. Sometimes, the opposite result might happen and this alternative may fail. (7) Seventhly, sometimes conflicts that arise over minor differences or a temporary misunderstanding might be relieved, if the chief executive talks to both the parties to explain the futility of their differences to calm down their feelings. (8) Eighthly, contesting parties might develop an understanding themselves or though an arbitration and compromise in a spirit of give and take. (9) Ninthly, if one of the contestants were fighting a wrong case, the might be suppressed and stopped from fighting by a command from his superior. (10)Tenthly, one of the parties may be shifted or transferred (may be, the whole group) to stop the conflict. For example, some times Para-military units are disbanded and their (or some of their) personnel are transferred to different units to resolve the conflict where intensities of differences are extremely high.

b) NEED FOR CONFLICT RESOLUTION

Conflict management has assumed great importance in the field of Organizational behaviour. Socio-economic changes and the raising expectations of enlighten people in our society create a need for an efficient management of organizational conflict. The importance of excellent, even competent management is regularly pronounced upon by there who see how much the world depends upon productive organizations for well being and believe that at least part of the effectiveness for those organization depends on optimal conflict management.

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Conflict has both positive and negative sides. The methods adopted by them to bring out the positive aspects of conflicts would bring beneficial changes in any Organization. It is in the hands of the manager to resolve a negative conflict and stimulate a positive conflict for motivation and better results.

c) METHODS OF CONFLICT RESOLUTION

According to Henry Milton , had stated different method of conflict resolution techniques are as follows

(1) Problem solving: Face to face meeting of the conflicting parties for the purpose of identifying the problems and resolving it through open discussions.

(2) Super ordinate Goal: Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.

(3) Expansion of resources: When a conflict is caused by the scarcity of a resource- say, money, promotion, opportunities, office space expansion of the resource can create a win-win solution.

(4) Avoidance: With drawl from or suppression of the conflict.

(5) Smoothing: Playing down of difference which emphasis common interests between the conflicting parties.

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(6) Compromise: Management was its formal authority to resolve the conflict and than communicates its desires to the parties involve.

(7) Altering the human variable: Using behavioral change techniques such as human relations training to alter attitude and behaviour that cause conflict.

(8) Altering the Structural variables: Changing the formal organization structures and the interaction patterns of conflicting parties through job redesign, fraters, escape of co-ordination, positions and the like

d) CONFLICT RESOLUTION STRATEGIES:

In addition to the negotiating recommendations from Fisher and Ury, Hughes prescribes five conflict resolution strategies: competition, accommodation, sharing, collaboration, and avoidance. Hughes defines these strategies in relation to the level of cooperation (the partys desire to satisfy the others concern) and assertiveness (the partys desire to satisfy their own concerns)(that exist. First, competition is a win-lose orientation where the desire to cooperate is low and assertiveness is high.

Their strategy is appropriate when quick decisions are vita (emergencies) or there is no popular decision to be found (link increasing dues in order to keep operating). Second, accommodation is the antithesis of competition where cooperation is high and assertiveness low. This strategy is valuable when it is important to appease the other party (unstable personality), the issue is not very important to you, or when you find yourself in the wrong on an issue.

The third strategy, sharing, is a compromise where medium assertiveness and cooperation are prominent. This zero-sum strategy may be as simple as sharing a room 20

instead of having it to yourself. The fourth strategy, collaboration, is the acme of negotiation whereby everyone wins. This orientation is certainly the one that will require the most time and effort to resolve but the rewards is worth it.

Finally, the last strategy is avoidance. You are neither assertive nor cooperative in this instance. This strategy is normally reserve for an issue too trivial to waste time on, used as an initial strategy to allow parties to cool down, or when others may resolve the conflict more effectively.

e) THOMAS KILMANN INSTRUMENT A MODE CONFLICT RESOLUTION According to Kenneth W. Thomas , had list out the conflict resolution strategies, which are common among the peoples during resolving the conflict. 1) Competing: A desire to satisfy ones interest, Regardless of the impact on the other party to the conflict. 2) Collaboration: A situation where the parties to a conflict each desire to satisfy fully the concerns of all parties. 3) Compromising: A situation in which each conflict Resolution Techniques. 4) Avoiding: The desire to withdraw from or suppress a conflict. 5) Compromising: A Situation in which each part to a conflict is willing to give up something. Statement of Research problem: No one strategy is appropriate in all situations each requires a different amount of time, energy, and cooperation. The examples listed with each strategy are just the beginning of a never-ending list of possibilities (and you may use a strategy midstream). The best one can do is to first recognize where all parties are oriented with respect to assertiveness and willingness to cooperated, then have realistic objectives based on the strategy you are about to employ, and finally, take advantage of the negotiating tips mentioned earlier.

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2.2 COMPANY PROFILE

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WORD-CLASS FACILITIES & WORKFORCE

We have a full-fledged plant with precision machinery and equipment to suit your requirements. We manufacture, supply and installation of lead cells, leaded trolley, toggle clamps, Hydraulic Scissors Lift. Our facilities include CNC machining, Cylindrical grinding, hardening, centreless grinding, plating, anodizing, thread rolling, powder coating, Tig welding etc.(painting), and facilities for fabrication. We have a dedicated work force of qualified and skilled technicians. Products Lead enclosures Trolley (Leaded & Mobile) Hydraulic Scissors lifts Toggle clamps CNC Machine components SS Fabrication

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Grinder Stand

Toggle Clamps

Aeronotical Body

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Friction Ring

Hydraulic Lift

Scissors

Lead Enclouser

Medical Consumable Base

Medical Medical Consumable Consumable Imager 5000 Tray 23

Medical Mac Consumable Hang

Over

Medical Consumer Steel Sleve TTH

DSGR Body

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Lead

Mac 5000 Trolley Machine Parts

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CUSTOMIZED SOLUTIONS

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INDUSTRY-WIDE CLIENTELE
Our reputed customer list includes:

Medical Industry

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We hope you will give us an opportunity to serve your special needs with our world-class ISO certified quality at a competitive price and help us to build a long relationship with you. [For information of the intended recipient only. Do not circulate without the permission of Madras Micro Tools.]

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LIST OF EXISTING MACHINERY

CNC machining Center

Milling machine

HMT Lathe machine

CNC machining Center Milling machine

No. Name of the Machine 1. CNC Machining Center 2. Milling Machine 3. Lathe Machine 4. Shaping Machine 5. Surface Grinding Machine 6. Drilling Machine Pillar Type 7. Drilling Machine 8. Power Hacksaw Cutting Machine Specification

HMT Lathe machine

Make MATSURA JAPAN HMT HMT RUBY BHURJI EFFICO KMP GANGA

Working Area 1200mm x 500mm x 600 ht 30 position Tool Changer FN2 - V LB17 24 Inches 400 x 150 x 250 1 Inch 1 / 2 Inches 200 Dia

9. Band Saw Cutting Machine 10. Arc Welding Machine 11. Compressor 12. Hand Press 13. Hand Drilling Machine 14. Hand Grinding Machine BLACK & DUCKER BOSCH HT 200 P 26 CHOWEL IGBT Inverter Tig / Arc Welding Machine 04mm 3/4 No.6 13mm KPT JERMEX SAC

15. Hand Jig Saw Machine 16.

CHAPTER III ANALYSIS

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DATA ANALYSIS AND INTERPRETATION

The researcher in order to study the dynamics related to the conflict and conflict resolution strategies among the industrial employee collected the data from MM TOOLS, CHENNAI.

The researcher collected necessary details on the following sub-heading i. Personal Data. ii. Respondents opinion on causes for the conflict in their work situation. iii. Steps taken by the respondents to resolve their conflict. iv. Post conflict status. v. General opinion of the respondents about the conflicts. The analysis carried on the data collected in the above mention areas are presented in this chapter.

I. ANALYSIS ON PERSONAL DATA: Several information pertaining the personal details of the respondent such as a 1. Age. 2. Sex. 3. Marital status. 4. Educational qualification. 5. Department. 6. Designation. 7. Years of experience.

were collected and analysis accordingly. The analysis outcome is as follows:

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TABLE NO: 1 RESPONDENTS BY THEIR AGE

SNO 1 2 3

AGE 20-30 YRS 30-40 YRS ABOVE 40 YRS TOTAL

Frequency 38 17 5 60

Percent 63.3 28.4 8.3 100

The table No.1 shows the distribution of respondents by their age. The table shows that majority (63.3) of the respondents' falls under the age group of (20 - 30 yrs) age. The remaining (36.7) respondents are in the age group of (30 - 40 yrs) & (above 40 yrs).

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TABLE NO 2 RESPONDENTS BY THEIR SEX

SNO 1 2 3

SEX MALE FEMALE TOTAL

Frequency 53 7 60

Percent 88.3 11.7 100

The table No.2 shows the distribution of respondents by their sex. The table shows that a majority (88.3%) of the respondents' are male. The remaining (8.3%) are females.

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TABLE NO 3 RESPONDENTS BY THEIR MARITAL STATUS

SNO 1 2

MARITAL STATUS MARRIED UNMARRIED TOTAL

Frequency 29 31 60

Percent 51.7 48.3 100

The table No. 3 shows the distribution of respondents by their marital status. According to this table with both married and unmarried respondents are found representing at 48.3% level and 51.7% level in the sample drawn.

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TABLE NO 4 RESPONDENTS BY THEIR EDUCATION QUALIFACTION

SNO 1 2 3

EDUCATION QUALIFACTION UG PG TOTAL

Frequency 15 45 60

Percent 25 75 100

Table no 4 shows that majority (75 %) of the respondents' are postgraduate. The remaining (25 %) of the respondents are undergraduates.

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TABLE NO 5 RESPONDENTS BY THEIR DESIGNATION

SNO 1 2 3

DESIGNATION Sales executive Senior sales executive Sales Trainee TOTAL

Frequency 35 7 5 60

Percent 58.3 33.3 8.3 100

The above (table no 6) shows the distribution of respondents by their designation. The table shows that majority (58.3%) of the respondents' are with the department of sales executive. One third of the respondents (33.3%) are senior sales executive. And very little of the respondents (8.3%) are sales trainees.

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TABLE NO 6 RESPONDENTS BY THEIR YEAR OF EXPERIENCES

SNO 1 2 3 4

EXPERIENCE 0-3 YRS 3-5 YRS 5-7 YRS ABOVE 7 YRS TOTAL

Frequency 8 23 8 21 60

Percent 11.7 45 11.7 31.7 100

The above (table no 7) shows the distribution of respondents by their year of experiences. The table shows that majority 58%) of the respondents' has the experience (0 - 5 yrs). Where a sizable number of respondents (42%) are found to have more than 5 yrs employees. II. ANALYSIS ON THE RESPONDENTS OPINION ON CAUSES FOR THE CONFLICT IN THEIR WORK SITUATION. In order to understand the causes, which give way for conflict/conflict situations, the researcher listed out eight key areas, which are in general, identified as the source area of conflicts. They are Improper or lack of communication. Disrupted inter personal relation. Quest of power. Anger With hold information. Non-co-operation with colleagues. Lack of humour Irritability in work environment

The data collected on those factors/situations were analyzed and the details are as follows:

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TABLE NO 7 IMPROPER OR LACK OF COMMUNICATION AS A CAUSE

SNO 1 2 3

RESPONSE Strongly agree Agree Disagree Total

Frequency 13 29 18 60

Percent 21.7 48.3 30 100

On the factor improper /lack of communication as a cause for creating conflict situation, the analysis (Table No.7) indicated that most of the respondents (70%) do agree with the improper /lack of communication among the employees contributes to the conflict situations.

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TABLE NO 8 DISRUPTED INTERPERSONAL RELATION AS A CAUSE

SNO 1 2 3

RESPONSE Strongly agree Agree Disagree Total

Frequency 10 14 36 60

Percent 16.7 23.3 60 100

On the factor disrupted inter personal relation as a cause for creating conflict situation, the analysis (Table No.8) indicated that most of the respondents (60%) do not agree with the disrupted inter personal relation among the employees contributes to the conflict situations.

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TABLE NO 9 QUEST OF POWER AS A CAUSE

SNO 1 2 3

RESPONSE Strongly agree Agree Disagree Total

Frequency 6 22 32 60

Percent 10 36.7 53.3 100

On the factor quest of power as a cause for creating conflict situation, the analysis (Table No.9) indicated that most of the respondents (53.3%) do not agree with the quest of power among the employees contributes to the conflict situations.

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TABLE NO 10 ANGER AS A CAUSE

SNO 1 2

RESPONSE Rarely Often Total

Frequency 51 9 60

Percent 85 15 100

On the factor anger as a cause for creating conflict situation, the analysis (Table No.10) indicated that most of the respondents (85%) do not agree with the anger among the employees contributes to the conflict situations.

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TABLE NO 11 WITH HOLD INFORMATION AS A CAUSE

SNO 1 2

RESPONSE Rarely Often Total

Frequency 28 32 60

Percent 46.7 53.3 100

On the factor withhold information as a cause for creating conflict situation, the analysis (Table No.11) indicated that most of the respondents (53.3%) do not agree with the withhold information among the employees contributes to the conflict situations.

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TABLE NO 12 NON-CO-OPERATION WITH COLLEAGUES AS A CAUSE SNO 1 2 3 RESPONSE Rarely Often Very often Total Frequency 44 14 2 60 Percent 73.3 23.3 3.3 100

On the factor non co-operation with colleagues as a cause for creating conflict situation, the analysis (Table No.12) indicated that most of the respondents (73.3%) do not agree with the non co-operation with colleagues among the employees contributes to the conflict situations.

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TABLE NO 13 LACK OF HUMOUR AS A CAUSE

SNO 1 2 3

RESPONSE Rarely Often Very often Total

Frequency 40 18 2 60

Percent 66.7 30 3.3 100

On the factor lack of humour as a cause for creating conflict situation, the analysis (Table No.13) indicated that most of the respondents (66.7%) do not agree with the lack of humour among the employees contributes to the conflict situations.

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TABLE NO 14 IRRITABLITY OF WORK ENVIRONMENT AS A CAUSE SNO 1 2 3 RESPONSE Rarely Often Very often Total Frequency 37 15 8 60 Percent 61.7 25 13.3 100

On the factor irritability in work environment as a cause for creating conflict situation, the analysis (Table No.14) indicated that most of the respondents (86.7%) do not agree with the irritability in work environment among the employees contributes to the conflict situations.

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III. ANALYSIS ON THE STEPS TAKEN BY THE RESPONDENTS TO RESOLVE THEIR CONFLICT. In order to understand the steps taken by respondent, to find solution/resolving conflict situation, the researcher listed out the following eleven key factors that are commonly used in work situation. 1 2 3 4 5 6 Reiterated of my position Negotiate to reach compromise Investigate to find solution. Firm in pursuing my position Give & take to compromise. Exchange accurate information to solve a conflict

7 Avoid open conflict 8 9 Middle ground for breaking dead locks Avoid hard feelings

10 Brief & straight to point 11 Long lectures & speech The data collected on those factors/situations were analyzed and the details are as follows:

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TABLE NO 15 REITERALTED OF POSITION AS A RESOLVING STEP SNO 1 2 3 RESPONSE Strongly Agree Agree Disagree Total Frequency 5 10 45 60 Percent 8.3 16.7 75 100

On the factor reiterated of position as a step for find solution/resolving conflict situation, the analysis (Table No.15) indicated that most of the respondents (75%) do not agree with the reiterated of position among the employees contributes to the conflict situations.

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TABLE NO 16 NEGOTIATE TO REACH COMPROMISE AS A RESOLVING STEP SNO 1 2 3 4 RESPONSE Strongly Agree Agree Disagree Strongly Disagree Total Frequency 28 21 7 4 60 Percent 46.7 35 11.7 6.7 100

On the factor negotiate to reach compromise as a step for find solution/ resolve conflict situation, the analysis (Table No.16) indicated that most of the respondents (81.7%) do agree with the negotiate to reach compromise among the employees contributes to the conflict situations.

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TABLE NO 17 INVESTIGATE TO FIND SOLUTION AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Strongly Agree Agree Disagree Total

Frequency 23 31 6 60

Percent 38.3 51.7 10 100

On the factor investigate to find solution as a step for find solution/resolve conflict situation, the analysis (Table No.17) indicated that most of the respondents (90%) do agree with the investigate to find solution among the employees contributes to the conflict situations.

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TABLE NO 18 FIRM IN PURSUING THEIR POSITION AS A RESOLVING STEP

SNO 1 2 3 4

RESPONSE Strongly Agree Agree Disagree Strongly Disagree Total

Frequency 4 21 31 4 60

Percent 6.7 35 51.7 6.7 100

On the factor firm in pursuing their position as a step for find solution/resolve conflict situation, the analysis (Table No.18) indicated that most of the respondents (58.4%) do not agree with the firm in pursuing my position among the employees contributes to the conflict situations.

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TABLE NO 19 GIVE & TAKE TO COMPRIMISE AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Strongly Agree Agree Disagree Total

Frequency 31 24 5 60

Percent 51.7 40 8.3 100

On the factor give and take to compromise as a step for find solution/resolve conflict situation, the analysis (Table No.19) indicated that most of the respondents (91.7%) do agree with give and take to compromise among the employees contributes to the conflict situations

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TABLE NO 20 EXCHANGE ACCURATE INFORMATION TO SOLVE A CONFLICT AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Strongly Agree Agree Disagree Total

Frequency 12 40 8 60

Percent 20 66.7 13.3 100

On the factor exchange accurate information to solve a conflict as a step for find solution/resolve conflict situation, the analysis (Table No.20) indicated that most of the respondents (86.7%) do agree with the exchange accurate information to solve a conflict among the employees contributes to the conflict situations.

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TABLE NO 21 AVOID OPEN DISCUSSION AS A RESOLVING STEP

SNO 1 2 3 4

RESPONSE Strongly Agree Agree Disagree Strongly Disagree Total

Frequency 25 21 10 4 60

Percent 41.7 35 16.7 6.7 100

On the factor avoid open discussion as a step for find solution/resolve conflict situation, the analysis (Table No.21) indicated that most of the respondents (76.7%) do agree with the avoid open discussion among the employees contributes to the conflict situations.

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TABLE NO 22 MIDDLE GROUND FOR BREAKING DEAD LOCKS AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Strongly Agree Agree Disagree Total

Frequency 6 14 40 60

Percent 10 23 67 100

On the factor middle ground for breaking dead locks as a step for find solution/resolve conflict situation, the analysis (Table No.22) indicated that most of the respondents (67%) do not agree with the middle ground for breaking dead locks among the employees contributes to the conflict situations.

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TABLE NO 23 AVOID HARD FEELINGS AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Strongly Agree Agree Disagree Total

Frequency 6 41 13 60

Percent 10 68.3 21.7 100

On the factor avoid open discussion as a step for find solution/resolve conflict situation, the analysis (Table No.23) indicated that most of the respondents (78.3%) do agree with the avoid open discussion among the employees contributes to the conflict situations.

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TABLE NO 24 BRIEF & STRIGHT TO POINT AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Rarely Often Very often Total

Frequency 6 38 16 60

Percent 10 63.3 26.7 100

On the factor brief & straight to point as a step for find solution/resolve conflict situation, the analysis (Table No.23) indicated that most of the respondents (90%) do agree with the brief & straight to point among the employees contributes to the conflict situations.

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TABLE NO 25 LONG LECTURES & SPEECH AS A RESOLVING STEP

SNO 1 2 3

RESPONSE Rarely Often Very often Total

Frequency 50 8 2 60

Percent 83.4 13.3 3.3 100

On the factor long lecture & speech as a step for find solution/resolve conflict situation, the analysis (Table No.25) indicated that most of the respondents (83.3%) do not agree with the long lecture & speech among the employees contributes to the conflict situations.

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IV. ANALYSIS ON POST CONFLICT STATUS. In order to understand the post conflict status taken by the respondents, after winning/losing the conflict situation, the researcher list out the following eight key factors, which are commonly, taken by the employee.

12 Bossy: I got my way 13 Feel the same as before 14 Feel pity for others. 15 Feel satisfied. 16 Feels surrendered. 17 Anger & irritated. 18 Accept & carry on. 19 Take vengeance.

The data collected on those factors/situations were analyzed and the details are as follows:

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TABLE NO 26 BOSSY:I GOT MY WAY AS A POST CONFLICT STATUS

SNO 1 2

RESPONSE Rarely Often Total

Frequency 50 10 60

Percent 83.3 16.7 100

On the factor bossy: I got my way as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.26) indicated that most of the respondents (83.3%) do not agree with the bossy I got my way among the employees after wining a conflict/conflict situations.

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TABLE NO 27 FEEL THE SAME AS BEFORE AS A POST CONFLICT STATUS

SNO 1 2 3

RESPONSE Rarely Often Very often Total

Frequency 21 33 6 60

Percent 35 55 10 100

On the factor feel same as before as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.27) indicated that most of the respondents (65%) do agree with the feel same as before among the employees after wining a conflict/conflict situation.

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TABLE NO 28 FEEL PITY FOR OTHERS AS A POST CONFLICT STATUS SNO 1 2 RESPONSE Rarely Often Total Frequency 20 40 60 Percent 33 67 100

On the factor feel pity for others as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.28) indicated that most of the respondents (67%) do agree with the feel pity for others among the employees after wining a conflict/conflict situation.

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TABLE NO 29 FEEL SATISIFED AS A POST CONFLICT STATUS RESPONSE Rarely Often Very often Total Frequency 10 21 29 60 Percent 16.7 35 48.3 100

SNO 1 2 3

On the factor feel satisfied as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.29) indicated that most of the respondents (83.3%) do agree with the feel satisfied among the employees after wining a conflict/conflict situation.

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TABLE NO 30 FEELS SURRENDERED AS A POST CONFLICT STATUS SNO 1 2 3 RESPONSE Rarely Often Very often Total Frequency 53 6 1 60 Percent 88.3 10 1.7 100

On the factor feels surrendered as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.30) indicated that most of the respondents (88.3%) do not agree with the feel surrendered among the employees after losing a conflict/conflict situation

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TABLE NO 31 ANGER & IRRITATED AS A POST CONFLICT STATUS SNO 1 2 3 RESPONSE Rarely Often Very often Total Frequency 46 9 5 60 Percent 76.7 15 8.3 100

On the factor feels anger & irritated as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.31) indicated that most of the respondents (76.7%) do not agree with the anger & irritated among the employees after losing a conflict/conflict situation.

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TABLE NO 32 ACCEPT & CARRY ON AS A POST CONFLICT STATUS

SNO 1 2 3

RESPONSE Rarely Often Very often Total

Frequency 11 34 15 60

Percent 18.3 56.7 25 100

On the factor accept & carry on as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.32) indicated that most of the respondents (81.7%) do agree with the accept & carry on among the employees after losing a conflict/conflict situation.

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TABLE NO 33 TAKE VENGEANCE AS A POST CONFLICT STATUS

SNO 1 2

RESPONSE Rarely Often Total

Frequency 51 9 60

Percent 85 15 100

On the factor take vengeance as a post conflict status after wining/losing a conflict/conflict situation, the analysis (Table No.33) indicated that most of the respondents (85%) do agree with the take vengeance on among the employees after losing a conflict/conflict situation

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(V) ANALYSIS ON GENERAL OPINION OF THE RESPONDENTS ABOUT THE CONFLICTS.

In order to understand the general perception about the nature and consequence of conflicts and this bearing on the employees and the organization well being the researcher collector the opinion of the respondents on the following statements about conflict, the researcher list out five key factors.

20 Conflict is negative experience 21 Conflict is constructive to organization 22 Ideal organization free form conflict. 23 Managers key position in conflict 24 Communication important for conflict management

The data collected on those factors/situations were analyzed and the details are as follows:

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TABLE NO 34 CONFLICT IS NEGATIVE EXPERIENCE AS A GENERAL OPINION

SNO 1 2 3 4

RESPONSE Strongly agree Agree Disagree Strongly Disagree Total

Frequency 27 14 13 6 60

Percent 45 23.3 21.7 10 100

On the factor conflict is negative experience, the respondents opinion on those conflict/conflict situations, the analysis (Table No.34) indicated that most of the respondents (78.3%) do agree with the conflict is a negative experience among the employees about the conflict situations.

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TABLE NO 35 CONFLICT IS CONSTRUCTIVE TO ORGANISATION AS A GENERAL OPINION

SNO 1 2 3 4

RESPONSE Strongly agree Agree Disagree Strongly Disagree Total

Frequency 12 36 6 6 60

Percent 20 60 10 10 100

On the factor conflict is constructive to organization, the respondents opinion on those conflict/conflict situations, the analysis (Table No.35) indicated that most of the respondents (80%) do agree with the conflict is constructive to organization among the employees about the conflict/conflict situations.

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TABLE NO 36 IDEAL ORGANISATION FREE FORM CONFLICT AS A GENERAL OPINION

SNO 1 2 3

RESPONSE Strongly agree Agree Disagree Total

Frequency 10 28 22 60

Percent 16.7 46.7 36.6 100

On the factor ideal organization free from conflict, the respondents opinion on those conflict/conflict situations, the analysis (Table No.36) indicated that most of the respondents (63.4%) do agree with the ideal organization free from conflict among the employees about the conflict/conflict situations.

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TABLE NO 37 MANAGERS KEY POSITION IN CONFLICT AS A GENERAL OPINION

SNO 1 2 3

RESPONSE Strongly agree Agree Disagree Total

Frequency 5 10 45 60

Percent 8.3 16.7 75 100

On the factor managers key position in conflict, the respondents opinion on these conflict/conflict situation statements, the analysis (Table No.37) indicated that most of the respondents (75%) do not agree with the managers key position in conflict among the employees about the conflict/conflict situations.

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TABLE NO 38 COMMUNICATION IMPORTANT FOR CONFLICT MANAGEMENT AS A GENERAL OPINION

SNO 1

RESPONSE Yes Total

Frequency 60 60

Percent 100 100

On the factor communication important for conflict management, the respondents opinion on about conflict/conflict situation, the analysis (Table No.38) indicated that all the respondents (100%) do agree with the communication important for conflict management.

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CHAPTER IV
FINDING, SUGGESTION AND CONCLUSION

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4.1 FINDINGS

1. FINDING ON PERSONAL DATA: Several information pertaining the personal details of the respondent were collected, analysis and interpretation accordingly. the outcome is as follows: 1 Majority (63.3%) of the respondents' falls under the age group of (20 30 yrs) age. 2 Majority (88.3%) respondents covered by the study are male respondents. 3 Both married and unmarried respondents are found representing at (48.3%) level and (51.7%) level in the sample drawn. 4 Majority of the respondents' are well educated and most (75%) of the respondents are postgraduate. 5 Majority (58.3%) of the respondents' are with the designation of sales executive 6 Majority (58%) of the respondents' has the experience of below five years only.

2. FINDINGS ON GENERAL OPINION OF THE RESPONDENTS ABOUT THE CONFLICTS

In order to understand the general perception about the nature and consequence of conflicts and its bearing on the employees and organization well being the researcher collected the opinion of the respondents on the following five key factors. Thereby it was found that the general perception about the nature and consequence of conflicts/conflict situation as listed by the researcher are as follows

Most of the respondents (61.7%) do not agree that conflict is a negative experience.

On the contrary, Most of the respondents (80%) do agree that conflict is constructive to organization. 71

Most of the respondents (63.4%) do agree that ideal organization free from conflict. Most of the respondents (75%) do not agree that managers hold a key position in giving way to conflicts.

All the respondents (100%) do agree that communication is an important aspect for conflict management.

3. FINDINGS ON THE RESPONDENTS OPINION ON CAUSES FOR THE CONFLICT IN THEIR WORK SITUATION

In order to understand the causes, which give way for conflict/conflict situations, the researcher listed out eight key areas, which are in general, identified as the source area of conflicts.

From the respondent feed back on them, it was found that 1 2 Improper/ lack of communication (70%) Withhold information (53.3%).

are the two key areas, which give way for conflict/conflict situation. On the other hand the other areas such as

2 3 4 5 6 7

Disputed interpersonal relation (60%) Quest of power (53.3%) Anger (85%) Non-cooperation with colleagues (73.3%) Lack of hum our (66.7%) Irritability in work environment (86.7%)

are not found to be causes for conflict in the work situation from the respondents, covered by the study.

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4. FINDINGS ON THE STEPS TAKEN BY THE RESPONDENTS TO RESOLVE THEIR CONFLICT

In order to understand the steps taken by respondent, to find solution/resolving conflict situation, the researcher listed out a set of eleven key factors that are commonly used in work situation. Among them 1 2 3 4 5 6 7 Negotiate to reach compromise (81.7%) Investigate to find solution. (90%) Give & take to compromise. (91.7%) Exchange accurate information to solve a conflict (86.7%) Avoid open discussion 76.7%) Avoid hard feelings (78.3%) Brief & straight to point (90%)

are found to be the steps overwhelmingly adopted by the respondents for their conflict resolution. On the other hand, the following other steps such as, 1 2 3 4 Reiterated of my position 75%) Firm in pursuing my position (58.4%) Middle ground for breaking dead locks (67%) Long lectures & speech (83.3%)

are not found to be steps taken to resolve conflict in the work situation from the respondents, covered by the study.

5. FINDINGS ON POST CONFLICT STATUS.

In order to understand the post conflict status taken by the respondents, after winning/losing the conflict situation, the researcher list out a set of eight key factors, which are commonly, taken by the employee.

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Among the factors listed, the following four factors such as 5 6 7 8 Feel the same as before (65%) Feel pity for others. (67%) Feel satisfied. (83.3%) Accept & carry on. (83.3%)

are found to be normally adopted by the respondents in the events of their wining/losing situation. On the other hand, it is found that the following four factors are not resorted by them. 1 2 3 4 Bossy: I got my way (83.3%) Feels surrendered. (88.3%) Anger & irritated. (81.7%) Take vengeance. (85%)

SUGGESTIONS TO THE ORGANIZATIONS

Organization should provide training to the employees to manage conflict in work place and also in the balance the work life.

An intensive training that covers the mediation process from finish start to with an emphasis on the mediators role and responsibility. The training should include conflict resolution skills, principled

negotiation, diversity Awareness and communication skills. Role Plays should be included to practice what they learned. 3 For any organization to be effective and efficient in achieving its goals, the People in the organization need to have a shared vision of what they are striving to achieve, as well as clear objectives for each team / department and individual. 4 "Best practices" and strategies for creating a workplace that enables fathers to better balance work and family life -5 To share information by keeping people in the group up-to-date with current issues

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TO THE EMPLOYEES

1 2

To express positive expectations about each other. To empower each other - publicly crediting colleagues who have performed well and encouraging each other to achieve results.

Team-build - by promoting good morale and protecting the group's reputation with outsiders.

To resolve potential conflict - by bringing differences of opinion into the open.

And facilitating resolution of conflicts.

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4.2 SUGGESTIONS HOW TO COPE WITH DIFFICULT, HARD TO PLEASE BOSSES WHO ARE PRONE TO DISAGREEMENT

1 2 3

Clarify expectations for every assignment. Be clear about priorities. Don't let your own feelings of stress trigger conflicts --wait until you have calmed.

4 5

Down to cope with disagreement. If the boss is angry, suggest that you want to investigate further before you discuss the topic. Know your facts. Time away also gives the boss time to cool down.

Develop action plans that you share with boss before you work to ensure you are both on same page.

7 8 9

Seek out mediator if you reach a serious impasse. Be willing to talk out a disagreement. Set a time and place to do so. Don't be confrontational --practice assertive communication.

10 Learn not to take issues personally. 11 Quit if all else fails. There is no reason to take verbal abuse.

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4.3 CONCLUSION

Conflict needs to be resolved when it causes major disruptions in the organization and absorbs time and effort that could be used more productively. Conflict should also be resolved when focus is on the groups internal goals rather on organizational goals. an absence of conflict may indicate that the organization is stagnant and the employees are content with the status quo. The purpose of conflict stimulation is to bring about

situations where all exposes differences of opinion for examination.

Conflict may give employees and opportunity to reveal differences of opinion that they previously kept to themselves. When all parties to the conflict are interested enough in an issue to challenge other groups, they often expose their hidden doubts or opinion. This inurn allows the parties to get to the heart of the matter and often to develop unique solutions to the problem.

Conflicts act as a catalyst for creativity and change in an organization.

in

adequate or excessive levels of conflict can hinder the effectiveness of a group or an organization, resulting in reduced satisfaction of group members, increased absence and turnover rates and eventually lower productivity. However, when conflict is at an

optimal level, competency and apathy should be minimized.

Motivation should be enhanced through the creation of a challenging and questioning environment with a vitality that makes works interesting and there should be the amount of turnover needed to rile the organization of misfits and poor performers.

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BIBLIOGRAPHY

78

REFERENCES

1 S.P.Robbins, Managing Organizational Conflict, A Non traditional Approach Eagle wood Cliffs, N J Prentice Hall, 1974 pp.93-94. 2 Dr.M.M.Verma & R.K.Aggarwal, Personnel Management & Industrial Relations. P.2 & 3. 3 R.Peterson. (eds), Conflict Management & Industrial relations Kluwer-Nijhoff, Boston ,1982) pp 119-140. 4 Henry Milton, Stress and Conflict Management 3rd (ed), Mc Millan Ltd, 1993 P 143. 5 Kenneth W.Thomas, Conflict & Negotiation process in organizations, in M.D.Dunnette, L.M Hough (eds), hand book of industrial and organizational psychology, 2nd (ed).,Vols polo Alto, CA : Consulting Psychologists, Press 1992 p.668. 6 Michaels Pat, Thomas-Kilmann CONFLICT MODE Instrument, in Kenneth W. Thomas and Ralph H. Kilmann (eds), Conflict Resolution Strategies, Consulting Psychologists Press, Inc.,March 19, 2001. 7 Sehgal J.L, Conflict Management Print well Publishers, Jaipur, 1991. 8 C.B.Mamoria, Satish Mamoria and S.V.Gankar, Dynamics of Industrial Relations, P 321. 9 Fred Luthens, Organizational Behavoiour, 8th, Mc Graw- Hill, 1998 P 298-318.

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QUESTIONNAIRE

CONFLICT RESOLUTION STRATEGIES

1. Age:

20-25 years 25-30 years 30-35 years 35-40 years 40 years & above

2. Sex:

a) Male

b) Female

3. Marital Statuses: a) Married

b) Unmarried

4. Educational Qualification:

a) Under graduation b) Post graduation c) Others

5. Department:

6. Designation:

7. Year of Experience:

a) Less than 3 years b) 3 5years c) 5 7 years d) Above 7 years

8) Below given are a few occasions related to the rising of conflicts normally faced in work situation. Read the statements and relate the to your work situation. Put a ( ) mark in the appropriate place. (a) Improper or lack of communication 80

a) Strongly agree ( ) b) Agree ( )

c) Disagree (

d) Strongly disagree (

(b) Disrupted inter-personal relations a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

(c) Quest of power a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

(d) Merge between companies a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

9. Indicate the signs of friction, which leads to conflicts in your work situation. (a) Anger a) Rarely ( ) b)often ( ) c)Very often. ( )

(b) With holding information a) Rarely ( ) b)often ( ) c)Very often. ( ).

(c) Reluctant to co-operate a) Rarely ( ) b)often ( ) c)Very often. ( )

(d) Lack of humour a) Rarely ( ) b)often ( ) c)Very often. ( )

(e) Irritability a) Rarely ( ) b)often ( ) c)Very often. ( )

10. Do you think that an ideal organization is the one, which is completed free from conflict. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

81

11. Do you think that managers are in a key position to have an influence on conflicts. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

12.I argue my case with my co-workers to show the merits of my position. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

13.I negotiate with my co-workers so that a compromise can be reached. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

14.I try to investigate an issue with my co-workers to find a solution acceptable to us. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

15.I am firm in pursuing my side of the issue. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

16. I use give and take so a compromise can be made. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

17.I exchange accurate information with my co-workers to solve a problem. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

18. I avoid open discussion of my differences with my co-workers. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

19. I propose a middle ground for breaking dead locks. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

20. I try to keep my disagreements with my co-workers to myself in order to avoid hard feelings. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

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21. Do you think communication is an important factor in conflict management?

a) Yes (

b) No ( )

22. In order to avoid conflicts (in work situation) what do you prefer while communicating?

(a) Brief and straight to the point. a) Rarely ( ) b)often ( ) c)Very often. ( )

(b) Long lectures and speech a) Rarely ( ) b)often ( ) c)Very often. ( )

(c) Others please specify. i) ii)

23. How do you feel after you win a conflict? (a) Bossy: I got my way. a) Rarely ( ) b)often ( ) c)Very often. ( )

(b) Feel the same as before as usual. a) Rarely ( ) b)often ( ) c)Very often. ( )

(c) Feel pity for others. a) Rarely ( ) b)often ( ) c)Very often. ( )

(d) Feeling satisfied in the best interest of the company. a) Rarely ( ) b)often ( ) c)Very often. ( )

83

(e) Others please specify i) ii)

24. How do you feel after you lose a conflict? (a) Feel surrendered and lost a) Rarely ( ) b)often ( ) c)Very often. ( )

(b) Angry and irritated a) Rarely ( ) b)often ( ) c)Very often. ( )

(c) Feel satisfied with outcome (accept & carry-on) a) Rarely ( ) b)often ( ) c)Very often. ( )

(d) Feel to take vengeance a) Rarely ( ) b)often ( ) c)Very often. ( )

(e) Others (please specify) i) ii)

24. Overall do you think conflict is a negative experience for you? a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

25. Do you think conflicts are Constructive to the organization. a) Strongly agree ( ) b) Agree ( ) c) Disagree ( ) d) Strongly disagree ( )

84