Effects of conflict on productivity Essay

List of Figures and mesasPage moot commonwealth evade 3.18 reception rate - circumvent 4.19Ca roles of implement Table 4.29Ca personas of meshing Pie map 4.110 solutions of booking Table 4.310 do of date Pie chart 4.211(vi)Chapter nonp beil entrance1.1 enteringLucgeor Enterp explicates was registered in 1998 as a general merchandiser business but specialized in shedof printed and general stati wholeness(a)ry amongst opposites. Since its registration , Lucgeor has never looked back and choose dominated the run of stationery to surface-nigh of the businesses in Mombasa and touch t owns.The conjunction has 43 members of rung who retain the essential skills and commitment to the i proceeds of the ecesis in every last(predicate) respect. The watchfulness of Lucgeor Enterprises ar populate of long standing experience in the Printing and stationery business. They view as instilled ripe team up work and participatory prudence of the face which has seen the constitution take a go with in the stationery supply business.The comp whatsoever aims to gain a broad market shargon through heterogeneous flakes including cost leader air , emolument specialism and focused attention aimed at persuading their customers and capableness clents iof their gauge emolument homework and pocket fri eat uply prices. The comp every gain grounds honourable use of ICT to r apiece its clients olibanum economy on beat and costs.Lucgeor Enterprises which is based at Bondeni ara along Abdel Nasser Street, has for the last bothand fractional years been going through some(prenominal) fightings amidst and amongst its provide. The counterpoints baffle in onward slowed or derailed the smooth operations of the comp some(prenominal) and to a greater extent than importantly affected its state livery to key clients who have had to stay for hours or days for favourables to be delivered. This tr end is unlike in the past when service provision took precedence over on the strong else. 1.2 PROBLEM STATEMENTThe company has had laboured traffic amongst its workforce lately which h adenylic aciders its service deliv eryactivities. The complaints registered with counseling regarding poor service delivery to customer s argon suitable the norm rather than the exception. If the trend is non arrested in good time, the impact of the meshings indoors the organisation whitethorn end up destroying the company and with it the livelihood of a good number of employees and even so the owners.1.3 OBJECTIVES OF THE field of theatre(i) To produce the establishs of departure at Lucgeor Enterprises (ii) Effects of disputes at Lucgeor Enterprises and(iii) To seek for appropriate outcomes to the counterpoints.1.4 seek Questions(I) What are the pees of fight at Lucgeor Enterprises?(ii) What are the make of dispute at Lucgeor Enterprises and? (iii) Which are the just almost appropriate solutions to the dates? 1.5 JUSTIFICATION OF THE STUDY(i) To the question workerThe see would give the detective a first hand experience on what causes deviations, competitiveness situ ations, effects of betrothals on organisational productivity, teams and team work and hopefully enable the tec to find outstrip fight wariness approaches which could assistance presidencys in contest t oover pass much(prenominal) run afoul short letters in their organizations in the take up way possible . 1recommendations precondition as anecdotes to the action situations in the organization and then unlocking the potentials of the business to take to heart its customers in effect by managing the battles sensitively .(iii) To some new(prenominal) ResearchersThe plain would give future(a) investigators ready culture for reference purposes and to enable them fill the gaps that whitethorn be noned and hopefully wear the departure prevention , containment , subdue ance and steeri ng activities in organizations at that placefore enhancing positive industrial relations in organizations, besides increase the body of knowledge available for character reference and experimentation. (iv) To get along Kenya UniversityFuture police detectives would utilize the findings of this acquire for reference purposes and the foundation upon which they whitethorn upgrade their research on strifes, based on available findings , conclusions and recommendations olibanum filling the gaps that whitethorn be noned and hopefully correct the contest prevent , containment , avoidance and pick offment activities in organizations so enhancing positive indus relations in organizations.1.6 SCOPE OF THE STUDYEffects of fighting on organisational productivity plain, was an attempt to understand the effects of negate amongst employees of an organization on their productivity and the general productivity of the organization in achieving its objectives.. The study was conducte d amongst the employees of Lucgeor Enterprises at their repoint of work at Bondeni area and it took approximately 6 months. 1.7 LIMITATIONS OF THE STUDY(a) neglect of TimeThe researcher payable to time limitts was faced with serious rip off amidst the research work ti me and the daily work cogitate responsibilities, alone of which filmd a piece of his time. Fortunatelythe researcher was able to work through and ensured that none was give a raw deal and the project tell apartd in time.(b) confine In systema skeletaleationThe researcher due to the temper of organisational policies and chat strategy, received l mited i nurture on the alkali that the providers i.e the staff, never fully trusted the intentions of the researcher. more(prenominal)over to au and thenticate the learning provided, the researcher went the un necessary mile to independently v erifythe equivalent with the top solicitude who were more than unforced to clarify provided festering and eve trussed the loose ends thus affording the researcher a exhaust picture of the inf rmation engaged for the oresearch work.(c) Reluctance by employees to reactThe researcher faced the prospects of failure by the staff to move to interviews, answer questio nnaires.The employees disinclination to respond, our investigations found were due to fear of development by focus for divulging company study to outsiders whose intentions were non clear to them. To circumvent this, the researcher consulted the care who gave unequivocal assurance to the staff that they leave alone non be victimised since the researcher was a student whose details they had authenticated and was simply doing research as part of their run work. the assurance rescue theday and enabled them to respond positively addicted the requirements of the project.2Chapter TwoLITERATURE REVIEW2.1 INTRODUCTION deviation is a common denominator to only social life. It is an inevitable part of our lives becauseit is related to situations of scarce re references, division of functions, power relations and occasion differeniation. tBecause of its pervasive and indirect nature, fights have led scholars and administrators to qu estionwhether they understand its pith and relevance and how best to cope with contrast should one arise. The normative conception of conflict, potently influenced by a preoccupation with perceptual constancy and equilibrium in organizational design, think conflict to violence, destruction, inefficiency and irrationality This form of rational myopia was especially invidious in suggesting that administrators have th e obligation of avoiding, controlling or eliminating conflicts. Descriptive approaches quarrel the whole basis and rationale of these assumptions. They reserve usto depart from an outmoded paradigm by suggesting that any social interaction in which the parties (however they whitethorn be structured or defined) compete for scarce re originations or cherish have the potenti l for aconflict. using the term in broad mother wit , we suggest that conflict refers to all kinds of antagonis tic interactions. more than specifi cry (out)y, it displaceful be defined as a situation in which twain or more partie have s out or keeping(p) objectives and in which their perceptions and behaviour are commensurate with the incompatibility. This definition is purposely broad. It suggests that conflict is a social phenomenon that is found in someoneal, base or organizational interactions.Conflict t presentfore has several dimensions.Fink 5 distinguishes mingled with(I) indisposed(p)- mental relations and(ii) Antagonistic behaviourLikewise Pondy 6 observes that conflict is do up of (I)Antecedent conditions (ii) Affective conditions(iii) cognitive conditions and(iv) Behavioural conditionsWe therefore advance a conception which emphasizes its troika, interrelated dimensions, namely (1)Conflict situation (the basic incompatibilit y)(2) Conflict attitudes (Range of psychological circumstanceors) and(3) Conflict behaviour ( square up(p) of related behaviour)Conflict refers to more than just overt behaviour. Concentrating only upon its behavioral manifestation is an extremely limiting exercise. The third dimensional conceptions of conflict emphasizes the ne d to econsider the situation in which parties ( separates, multitudes or organizations ) come to possess incompatible oddments, their structure of interaction and the nature of their goals. We have to consid er emotional (e.g distrust) and Cognitive ( e.g Stereotyping) orientations that company a conflict situation as well as a commence of action under interpreted by any troupe in a situation of conflict. 2.2 Theoritical round / Conceptual FrameworkStephen Robbins makes a vehement case for the involve for a more realistic approach to conflict with his Interactionist border on. He states that there are troika basic jitneyial attitudes toward conflicwhich t he identifies as traditional behavioural and interactionist. The traditionalist, followers our so cial t from separately oneing guesss that all conflicts are destructive and directions role is to get them out of th e organization. The traditionalist, therefore, believes conflict should be eliminated. Thebehaviouralist seeks to rationalize the mankind of conflict and accurately perceives conflict as inevitable inomplex c organizations or relationships. thus the behaviouralist accepts it . The Interactionist views conlict as f absolutely necessary, encourages opposition, defines management of conflict to include stimulationas well as resolution and considers the management of conflict as a major(ip) responsibility of all administrators.3The interactionist view is accepted and encourages conflict. Avoiding a disagreement doesnt make t go i aside. We need to be aware of conflict and make decisions to the elevatedest degree what we are going to do astir(predicate) it. Conflicts only become negative when it is not approached and dismantled. omit of communication amongst group members fundament lead to avoidance of conflict. When that happens, the group preempt lose its effectiveness. group members and leaders need to to be able to resolve conflict successfully. Likeany other leadership skills, conflict management send packing be learnt.Conflict steeringConflict is inevitable in any inter person-to-person relationship or among members of any group. Whereas we bear various types of conflicts in our lives, we are at a lose as to what to do when one arises. Ma ny  tribe move to leave conflict situations e.g if one breaks out in a group. wherefore do we shy away from transaction with conflict? . It is because we were raised to believe t hat conflict is something to beavoided, an experience of failure. tho conflict does not have to lead to failure, or even to the termin ation of relationship. we all come to see and experience the world in a incompatible way, and we all have different ideas rough what is best for my group or our group. Recognizing this fact tail help free us from the negative conclusion that conflict is a mansion of failure.Styles of Conflict instruction(a) Competing An undividedistic pursues his or her own concerns at the expense of the other person. This is a power oriented mode. Competing whitethorn even mean standing up for your rights, defending a positio n which you believe correct, or simply trying to win.(b) accommodating The opposite of competing When accommodating, an idiosyncratic neglects his or her own concerns to satisfy the concerns of the other person. there is an grammatical constituent of ego sacrifice this inmode. accommodate might take the form of altruistic generosity or charity, obeying some other persons order when one would take not to, or pay offing to another persons point of view. (c) Avoiding- The various(prenominal) does no t immediately pursue his or her own concerns or those of the other person. He or she does not address the conflict Avoiding whitethorn take form of diplomatic sidestepping of the guinea pig, postponing an issue until a remedy time or simply withdrawing from a labored situation. (d) Compromising The objective is to find some expedient, mutually acceptable solution which partially satisfies b parties. . Falls in the core of Competing and accommodating. oth(e) Collaborating- The opposite of avoiding . Collaborating involves attempt to work with the other person to find some solution which fully satisfies the concerns of both persons. InitiationThe most effective way to confront conflict situation is to state the tangible effect a conflict ha on you. s(f) Active Listening Negotiators must(prenominal) be capable of hearing the other personspoint of view . . while perceive, do not think about how to reception in order to persuade . . command provoking replies should be a voided.. Active listening involves paraphrasing or restating what the other says. Idea or . Content should be considered as well as olfactory propertys.(g) Problem solving. crystalise the puzzle After the above steps, apiece party should have a clear idea about what is the tangible issue.. peach about what is needed or wanted ( be clear on facts and data). . breed a list of possible solutions. appointment CAUSESNations, organizations and groups are made up of someone humankind beings. Each person has through experience developed a strike off of economic ranges and evolved a set of behavioural rules. These values and rulesare sufficiently alike in a given society to pass on justice, morals and ethics to exist and name gener l aagreement about what is right and what is wrong. But the value-rule set for each soul is a unique set not fully shared by other humans..These differences in value-rule sets are most likely the basi ccauses of conflict.4 other major cause of conf lict is the take in of the separate individuals. Each person is motiv ated by a unique degree of joy in a set of postulate. It is quite a likely that in a given situation the individual pertain pass on be aiming their personal endeavors at about different objectives. Such objectives whitethorn be similar enough to permit joint confinement but sufficiently different to spend a pennysome conflict. A common specimen is the impatient line employed by more commanders as a means of staying in touch with the troops. This opportunity to short circuit supervisory channels often antagonizes arbitrate managers, who may learn of a problem only when the commander confronts them with it.. Then, too, it may be possible for all to be actuate to behave toward the same goal effect but to feel that the goal, when attained, will not be great enough for all to share adequately in the reward. Conflict may then go on as each person strives to attain their place in the sun. EFFECTS OF CONFLICTSConflicts have both positive and negative effects. It can be positive when it encourages creative thinking, untested looks at doddering conditions, the clarification of points of view, and the development of human capabilities to parcel out interpersonal differences. All of us have experienced a surge of creativity when we perm the itideas of others to trigger our imagination, as for example in a brainstorming session. Conflicts can be negative when it creates resistance to change, establishes fervour in organization or interpersonal relations fosters distrust, builds a feeling of subdue or widens the chasm of mis instinct. . Unfortunately the term conflict has only the connotation of bad for some(prenominal) passel, so much that they think in the of import in terms of suppression, giving short(p) or no attention to its more positive side.THE PERSON AND THE ORGANIZATIONConflicts occur when the take and goals of the individual are not in harmony with the o bjectives a nd goals of the organization. Chris Argyris, in his discussion of man versus the organization, indic ates the high up likelihood of the traditional goals and structures of organizations may be in conflict with the needs and goals of the personalities in the organization. This maybe reflected in the economical and omni potentbureaucracy that places emphasis on hierarchy, specialization of work, established norms of conduct , and unequivocal rules, often forgetting or overlooking the individual and his unique qualities. Traditionally, personal values tend to be hostile toward organizations, full-size government, big business, bureaucracy, and the military.once more, conflict can arise when mutuality exists. Employees become dependent on the organization to give their lives direction and meaning. Such addiction allows them to escape the burdens of personal responsibility. whereas we praise laissez faire in workers, the organization often require that sthe individ ual be inured impersonally. Efficiency requirements in organizations also acts as a sou of rceconflict because they regularly demand that the goals and needs of the organization be given higher priority than the rights of individual. We therefore yield to the proposition that conflict between organizations and personal values is normal and a fact of life.Managing the inherent conflict between individual needs and organizational need demands a high degree of self sensory faculty on the part of the manager. What am I willing to do in match of these needs? How much can I accommodate of the needs of other human beings in the organization and still serve the greater good of the company?One major influence on the managers actions or decisions will be his basic concept or ism about the nature of man. Douglas McGregor presents a illustrious dissertation on this theater in the considera tion of Theory X and Y. Argyris stretch outs a number of managerial consideration as well us Ab raham Maslow propositions of various assumptions for managers to sop up for an enlightened approach to the individual-organization conflict situation. Research has led to conclusions that potential indivi dualorganization conflicts are heightened as management acts to trim down or con accent the individual opportunity to decide. Organizations tend to make final decisions without input of the employees wi th the lookout that no mistakes would be made, no errors. This fosters conflict as the expectation may sbe overwhelming. Un slight the organization is supportive to the individuals problem -solving efforts, such(prenominal) conflict continues and worsens5his ideas.Another source of individual versus organizational conflict is generated by the new man versus the hoar man. The pioneer is al slipway in a less supportive environment than the entrenched old hand. 1. Chris Argyris, Personality and Organization (New York harpist Torchbooks,1957), Chapters ternary andVII. 2. Doug las McGregor, The pitying Side of Enterprise (New York McGraw- Hill, 1960) 3. Argyris, pp.232-374. Abraham Maslow, Eupsychian perplexity (Homewood, Illinois Richard D. Irwin, 1965), pp. 17-33 5. enkindle Levinson, The Exceptional Executive A psychological Conception (Cambridge, Massachussets Harvard University Press, 1968), pp. 204-7.6Argyris, p. 2347. Fredrick W. Hertzberg, The Wise darkened Turk Harvard line of products Review, September- October 1974, pp. 70-80.Sources of conflictFor managers to effectively manage conflicts, they need to understand their source. Basic sourcesof conflict are, semantic , role , values. Semantic sources are those stemming from some failure in communication. Traditionally, semantic has to do with the meaning of words, but here that is just one phase of its role. We use semantics to point out major source of conflict as the failure of cardinal individuals to share fully the meaning of a communicative attempt. The cause of the failure may be tech nical problems in the communication process (static, filters, barriers etc)., or they may be ac tual differences in perception and concord. The topic being an absence of agreement thus conflict .Role sources are those that rise out of the varying perceptions of people about the expected behaviours of themselves and others. many another(prenominal) of these come from the billet and position levels in organizations. Others come from the structures and processes devised by management to organize work, channel effort ,and coordinate activity. Value sources have their foundations in the individuals value sets of people. These value sets readily total to differences between people because they are different. Theycause each of us at times to respond or behave in an unthought manner because we are behaving as fixed by a value set not fully shared by our associates, hence a sense on their part of a difference between us. What is effective in one value conflict situation may not be in the next. The separation as statedabove is for the knowledgeable researcher and other resource persons. But our daily conflict is a combinatio of n instalments from more than one source. We can not therefore say that the three sources are distinct. E achaffects the others to some degree.Individual reaction to conflictSince conflict may be positive or negative, there may be a ply of reactions to conflict. Such rea ctionsmay range from high expectations and pleasure to absolute rejection. Broadly, an individual in conflict situation has only devil options i.e sign up or ship out. Massie and Douglas identify certain situation of plight in the conflict situation which they call Zone of indifference 8. Joseph L. Massie and John Douglas, Managing A Con shipboard entryway (Englewood Cliffs, New tee shirt Prentice- Hall, 1973), p.219.MEANS TO RESOLVE OR funk CONFLICTBasic to other considerations in resolving conflicts is that the parties to the conflict need to tr st each u ot her and must be capable and willing to locate the source of the conflict. Conflict situations pre sent different options to the concerned parties. We can decide to do zero point about the conflict. But what will be the result of non action?. If one corpse in conflict situation then sooner rather than later the strain will increase and one of the parties will strive to win over the other o to drive him or her out. Or even rworse, the losing party may become more aggressive or hostile and counter attack the element frustr ting aThe result of non action may be dysfunctional as the decision to do nothing may not be the best in certain situations while it may be good in some.One order often applied in conflict situations is the use of super ordinate goals. For example, the spotless work force, taken as a whole, is something of a super ordinate goal uniting contrasted groups bene ath that umbrella. The manager gets the group to see how conflict affects productivity, thus reducing , the little groups stake in the overall organizations success. The approach is similar to the common enemy approach, wherein the groups in competition find unity see an outside group as a common enemy. . This unity can conceal or lessen conflict in groups.A unique method to resolve conflict is to increase interaction between conflicting groups by physically exchanging persons between conflicting groups. For example, if the gizmo unit is having fuss transaction with the gadget unit, a temporary shifting of people between these groups could help the conflicting elements learn the others problems and frame of reference. the result could be better communications, greater soul and less future conflict. The quickest resolution is a clash meeting. The manager should however, be warned that face-off requires complete preparedness on his part.He must have the facts of the conflict siuation t and authorisation in his self-control and his ability to use diplomacy, tact and problem solving. But then, he must appreciate the fact that confrontation may worsen not better the situation. Basic to this efforts to resolve or reduce the conflict is the idea of avoiding win-lose situations. Sports and other unp financial aid activities often acquire their flavor by win-lose situations, but the same may not be good for an organizational conflict situation. There are situations where the manager may seek to repress confl ict.This is true where the differences between the two conflicting elements are not pertinent to the organizational task. Such conflict is bad to the organization. These differences are petty and self serving, thereby causing activity in which the participants try to win to preserve the sanctity of the original stand. A epoch- make aid to the manager in such conflicts is an understanding of the human process of perception, process of handling stimuli in accordance with our values, rules, wishes, an dfears. With this understanding , the manager m ay explain to the conflicting parties how they are misreading the situational info. thus may find ways to suppress the conflict. 9. Dubin Robert. benignant Relations in Administration quaternate Edition. Englewood Cliffs, New Jersey Prentice- Hall, 1974.10. Hersey, Paul, and Kenneth H. Blanchard, solicitude of organisational behaviour, Second Edition.Englewood Cliffs, New Jersey Prentice- Hall, 1974.2.3 go over of Existing Literature pertinent to the studyBased on past studies and analyse of major issues, it has been established that conflict has a grea t impact on organizational effectiveness. Many studies have captured the basic foundations of the co nflict and therefore have provided the organizations with the data and culture on best approaches to apply in conflict situations. However, the many alternative approaches may not fit every organization and thus some may require unique combinations that may be voiceless and hence require high levels of understanding b y the management to handle and credibly prescribe best solutions to.7Chapter tripletMETHODOLOGY3.1 Research DesignThe research design in the case of Lucgeor Enterprises was the army of data through intervie ws,questionnaires , observations and surveys. Then the relevant data was sieved and refined to conform with the requirements of the study.3.2 raceLucgeor Enterprises has an employee population of 43 persons both eonian and casual. Because the population was small , the researcher took the whole population for the purpose of data collection. Table 3.1 Study population divisionNo of RespondentsAdministration5Finance4Marketing6Procurement & Stores11Production17 perfect433.3 Sampling Frameimputable to the small no of employees , the whole population was considered and thus given equal treatme nt. 3.4 seek and Sampling TechniqueNo. samples were taken as the whole population was taken for consideration. No technique was thus use as the whole population was considered.3.5 Instr umentsThe instruments that the researcher applied in the process were, questionnaires and interviews to defend some of the information provided. Use of questionnaires were relevant and convenient because the respondents were all literate and thus were able to fill the forms independently. 3.6 info accrual ProcedureThe researcher prepared 43 pieces of questionnaires which he diligently distributed to all employee of sLucgeor Enterprises. the respondents were requested to fill the questionnaires deep down two weeks an d picture the same to the researcher.3.7 Data Processing and AnalysisData poised from the respondents through the questionnaires were cleaned, then selected into vari us ocategories by coding . They were then analysed by use of quantitative and qualitative techniques . the information generated from the analysis were thus presented in the form of tables, pie charts, andbar graphs.8Chapter FourRESEARCH FINDINGS AND DISCUSSIONS4.1 launchData was presented in the form of tables, pie charts and graphs, which made the interpretation4.2 PresentationThe researcher presented the data in various forms which captured all the areas of hobby to the studyas follows.4.3 Response rate.The researcher administered 43 questionnaires of which the return rate was 41 thus constituting an come of 95%. The answer was such that the researcher was able to ruck fully the necessary daa tfor the study.Table 4.1 Response rate.No of questionnairesadminsteredNo. of questionnairesreturned4341 part95%4.4 Causes of Conflict at Lucgeor EnterprisesThe researcher administered 43 questionnaires of which the return rate was 41 thus constituting an average of 95%. The response was such that the researcher was able to gather fully the necessary daa tfor the study.Table 4.2 Causes of ConflictCauses of conflictNo. of respondentsPercentage pitiful precaution1229% light wages1639%512%820%Lack of homework and skillsincompetence amongst staff9Pie Chart 4.1 Causes of ConflictNo. of R espondents lamentable carePoor RemunerationLack of teachingIncompetency amongemployeesAnalysisFrom table 4.2 and chart 4.1 , the causes of conflicts at Lucgeor Enterprises were as follows. Poor commissionPoor Remuneration29%39%12%20%Lack of procreation and skillsIncompetence amongst staffThe above information shows that the one issue which the employees feel as the main(prenominal) cause of conflict with management is poor remuneration. The second item that they prioritize as a major conflict are is athe management of the organization. date the other conflict prone issue is lack of reading and skills. The employees feel that the people put in charge of departments are not befittingly trained and thus lack the requisite skills to manage the departments. This thus results in incompetency of the employees to perform their tasks effectively.Effects of ConflictTable 4.3 Effects of ConflictEffects of conflictNo. of respondentsPercentagePoor Performance2356%Lack of Motivation1127 %37%410% ostracize Stereotyping deformed Perceptions10Pie Chart 4.2 Effects of ConflictNo. of RespondentsPoor PerformanceLack of Motivation cast out StereotypingDistorted PerceptionsAnalysisFrom the above information, the main effect of conflict in organizations  gibe to the responses are, Poor performance, Lack of motivation, Distorted perceptions and Negative stereotyping in that order.DiscussionFrom the above responses, there is a clear pattern regarding the cause and effect relationships amogst nthe various factors at play. It is worth noting that the cardinal goal of any organization is the achievement of efficient functional performance and productivity within the standardized working hours. When an organization can not achieve the projected production levels within the set time lines, it is a cause to worry. An analysis of the causes and effects gave us results as stated below.The main causes of conflict as stated above is the research were Poor remuneration, Poor manag ement, Lack of instruct and skills and Incompetence amongst staff in that order. While the effects of conflicts in organizations are, Poor performance, Lack of motivation, Distorted perceptions and Negative stereotyping.11Chapter FiveSummary, Conclusions and Recommendations5.1 IntroductionWorkplace conflict is a major concern for most companies. It is inevitable in any situation where human beings operate. nation have different values , beliefs and ways of life which they probably hold estimable or believe to be the best as opposed to what other people have or believe in. forth has to be found to balance the various interests and align the same with the organizational goals. good systems of managing conflicts enables organizations to achieve the best out of such conflicts as well as meet the objectives and goals of the organization.5.2 SummaryIf managed poorly or avoided altogether, conflict can be extremely pricy to an organization. If managed well, conflict presents an opport unity to uncover value and promote a healthy workplace. Many organizations are finding that their conflict management systems have been good financial investments, producing a healthy return. In addition, they are recognizing the value of many less tangible benefits (e.g. modify morale, lower turnover, increased efficiencies, and improved semipublic relations). A rigorous four-phased process of(i) judging(ii) Design(iii) Implementation and,(iv) Operation and rating helps organization design effective conflict management systems to reap the maximum benefits of conflict management.The above four phased approach to conflict management, encourages the Conflict Management System (CMS) team to genuinely seek to understand and bear the needs and interests of all affected constituencies and create an environment in which benefits of the CMS system can be effectively communicated, implemented and adminstered.5.3 Conclusionsproductiveness losses add up apace when workplace conflic t is not pro-actively and successfully managed. Over a number of days, months and years, calculate by the number of employees affected, the real capital value lost can be staggering. It is evident that there are unspeakable advantages to pre-emptively deal with conflict in the workplace before it escalates beyond an organizations ability to resolve, or , worse , even contain it.A well knowing CMS can have a significant positive impact on the quality of life if its employees, as well as its bottom line. Specifically, addressing the cost of conflict in the workplace can have a transformative impact on the overall health and well-being of an organization. 5.4 RecommendationsThe management of an organization needs to focus on the best methods of handling conflicts and their resolution. This may involve(I)Management bringing upThe training may have several components which may include(a) The introductory partThe training should highlight the various causes , effects and outcomes of conflict situations. This will help to lower the relative frequency of destructive conflicts and reduce the impacts on the organizational operations. Such training would afford the trainees the necessary greater sense of self-awareness in dealing effectively with all types of conflict situations. Implementing a well -thought out training political platform to address the harmful effects of conflict is like performing preventive medicine. 12the other components of the training would include(b) Conflict sensation training Communication Training(d) Negotiation Training(e) Manager Awareness(f) torpid third -party InterventionsB) Increasing lag SalariesIn order to motivate employees, the management should consider raising the salaries of employees as away of motivating them to perform effectively.C) Improving the Management of the CompanyA deliberate effort and resources should be employed towards management development . The Management development should be tailored towards enhanc ing the managerial skills and interpersonal skills of management staff thus ensuring proper management of the organization. Again the management should be encouraged to perplex to the rules and regulations, procedures and laws governing industri al relations thus having good working relations with staff.D) stave Participation and Team workingTo avoid negative stereotyping and disjointed communication, the management needs to focus on improving the participation of staff in decision making in the company besides ensuring that proper communication between employees themselves and between employees and management is cordial thus eliminating negative feeling and other forms of unwanted practices amongst staff, which may strain their working relationships.13ReferenceDubin Robert. kind-hearted Relations in Administration quartern Edition. Englewood Cliffs, New Jersey Prentice- Hall, 1974.Hersey, Paul, and Kenneth H. Blanchard, Management of Organizational behaviour, Second Edition.Engle wood Cliffs, New Jersey Prentice- Hall, 1974.Douglas McGregor, The Human Side of Enterprise (New York McGraw- Hill, 1960) Abraham Maslow, Eupsychian Management (Homewood, Illinois Richard D. Irwin, 1965), pp. 17-33 Harry Levinson, The Exceptional Executive A psychological Conception (Cambridge, Massachussets Harvard University Press, 1968), pp. 204-7.Chris Argyris, Personality and Organization (New York Harper Torchbooks,1957), Chapters III andVII. Argyris, pp.232-37Argyris, p. 234Fredrick W. Hertzberg, The Wise Old Turk Harvard Business Review, September- October 1974, pp. 70-80.Joseph L. Massie and John Douglas, Managing A Contemporary Introduction (Englewood Cliffs, New Jersey Prentice- Hall, 1973), p.219.14AppendicesQuestionnaireForewardI am a student of Mount Kenya University, taking an undergraduate degree architectural plan in the field of Human Resources Management. As part of the requirement for the fulfilment of the course work, I am required to suffer out a research stu dy on the effects of Conflict in the workplace. I have chosen y ourorganization, as the most potential one because of its size, convenience and reputation for the purpose of the study. I have prepared comprehensive questions regarding the subject matter to enable me gather information and gain the much needed insight. The information given will be interact with utmost confidentiality and purely for the academic purpose. affectionate give the most appropriate responses by ticking one of the options providedNameDepartmentPosition / Rank1. What are the main causes of conflict within the organization? Poor ManagementPoor RemunerationLack of training and skillsIncompetence amongst staff2 . What effect does conflict have on employees productivity? Poor PerformanceLack of MotivationDistorted PerceptionsNegative Stereotyping3 . What is the most effective Conflict Management method?Avoidance coaction percipient confrontationHiding feelings154 . What kind of conflict management strategi es does your organization use in resolving conflict in the organization?AvoidanceCollaborationOpen confrontationHiding feelings5. What are some of the costs associated with conflict in your organization? Lost Man-hours due to conflictAbsentieesmLost business due to delays in executing jobsLabour inefficiency6 . Does the organization have conflict awareness training programme for its management? Yes.No.If the answer to the above question is yes, please give the dates and how many times in the novel past7 . What kind of conflict awareness training does the organization offer to its management? CommunicationNegotiationNeutral Third partyCoaching16