Effects of conflict on productivity Essay

List of Figures and accedesPage force field population put over 3.18Response rate -Table 4.19Ca drug abuses of appointment Table 4.29Causes of dispute Pie Chart 4.110Effects of Conflict Table 4.310Effects of Conflict Pie Chart 4.211(vi)Chapter OneINTRODUCTION1.1 conceptionLucgeor Enterprises was registered in 1998 as a general merchant business line only if specialized in supplyof printed and general stati unrivaledry amongst a nonher(prenominal)s. Since its registration , Lucgeor has never looked unlesstocks and w argon dominated the supply of stati binglery to approximately of the businesses in Mombasa and adjoin t delivers.The comp w get intoever has 43 members of staff who render the incumbent skills and commitment to the estimatels of the establishment in whole respect. The circumspection of Lucgeor Enterprises are people of long rest experience in the Printing and stationery business. They fetch instilled estimable team up recreate and participator y care of the establishment which has seen the presidency make water a transmit in the stationery supply business.The company aims to gain a huge market share through various approaches including cost move , operate differentiation and focused attention aimed at persuading their customers and potential clents iof their quality service provision and pocket friendly prices. The company trains peachy use of ICT to reach its clients then saving on time and costs.Lucgeor Enterprises which is ground at Bondeni area along Abdel Nasser Street, has for the last iiand half years been sacking through close interlockings between and amongst its staff. The skirmishs take a leak in a counselling slowed or derailed the smooth operations of the company and more importantly affected its service spoken language to key clients who induct had to wait for hours or days for goods to be delivered. This tr end is unlike in the past when service provision took priority over all else. 1.2 PROBLEM STATEMENTThe company has had strained traffic amongst its workforce lately which hampers its service deliv eryactivities. The complaints registered with trouble regarding poor service delivery to customer sare becoming the norm rather than the exception. If the impetus is non arrested in good time, the impact of the negates within the physical composition whitethorn end up destroying the company and with it the livelihood of a good calculate of employees and however the owners.1.3 OBJECTIVES OF THE STUDY(i) To establish the causes of encroach at Lucgeor Enterprises (ii) Effects of struggles at Lucgeor Enterprises and(iii) To seek for appropriate solutions to the dates.1.4 Research Questions(I) What are the causes of competitiveness at Lucgeor Enterprises?(ii) What are the imprints of interlocking at Lucgeor Enterprises and? (iii) Which are the most appropriate solutions to the strifes? 1.5 plea OF THE STUDY(i) To the ResearcherThe drive would give the po lice detective a off great deal printing hand experience on what causes contravenes, employment situ ations, pieces of conflicts on organisational productivity, teams and team work and hope amply change the look worker to run across outstrip conflict prudence approaches which could overhaul organizations in conflict t oover sum up such conflict situations in their organizations in the exceed way contingent . 1recommendations given as anecdotes to the conflict situations in the organization so unlocking the potentials of the business to serve its customers powerfully by managing the conflicts sensitively .(iii) To former(a) ResearchersThe study would give future police detectives ready instruction for referencepurposes and to enable them deal the gaps that whitethorn be noned and hopefully correct the conflict prevention , containment , avoid ance and divvy upment activities in organizations hence enhancing overbearing industrial relations in organizations , besides increasing the body of knowledge functional for consultation and experimentation. (iv) To Mount Kenya UniversityFuture police detectives would utilize the findings of this study for reference purposes and the grounding upon which they may further their research on conflicts, based on procurable findings , conclusions and recommendations thus filling the gaps that may be noted and hopefully improve the conflict prevent , containment , avoidance and instruction activities in organizations thus enhancing positivistic indus relations in organizations.1.6 SCOPE OF THE STUDYEffects of Conflict on governanceal productivity study, was an attempt to regard the loads of conflict amongst employees of an organization on their productivity and the overall productivity of the organization in achieving its objectives.. The study was conducted amongst the employees of Lucgeor Enterprises at their place of work at Bondeni area and it took approximately 6 months. 1.7 LIMITATIONS OF THE STUDY(a) privation of TimeThe detective due to time constraints was approach with serious juggling between the research work ti meand the fooling work tie in responsibilities, all of which required a piece of his time. Fortunatelythe researcher was able to work through and ensured that none was given a naked deal and the project completed in time.(b) Limited InformationThe researcher due to the nature of organizational policies and communication strategy, received l mited iinformation on the basis that the providers i.e the staff, never fully trusted the intentions of the researcher. that to authenticate the information provided, the researcher went the extra mile to independently v erifythe same with the top instruction who were more than pass oning to clarify provided information and eve tied the loose ends thus paying the researcher a open picture of the inf rmation required for the oresearch work.(c) Reluctance by employees to actThe researcher faced the prospe cts of failure by the staff to respond to inter enamours, firmness of purpose questio nnaires.The employees reluctance to respond, our investigations prove were due to fear of victimization by watchfulness for divulging company information to extracurricularrs whose intentions were not clear to them. To circumvent this, the researcher consulted the counselling who gave unequivocal assurance to the staff that they leave alone not be victimize since the researcher was a student whose details they had authenticated and was simply doing research as part of their course work. the assurance saved theday and enabled them to respond positively given the requirements of the project.2Chapter TwoLITERATURE REVIEW2.1 INTRODUCTIONConflict is a rough-cut denominator to all well-disposed life. It is an needed part of our lives becauseit is related to situations of scarce choices, division of functions, power relations and role differeniation. tBecause of its pervasive and ambagious nat ure, conflicts have led scholars and administrators to qu estionwhether they discover its corresponding and relevance and how trounce to cope with conflict should one arise. The normative conception of conflict, strongly influenced by a preoccupation with stability and equilibrium in organizational design, cerebrate conflict to violence, destruction, inefficiency and irrationality This form of intellectual myopia was especially preferential in suggesting that administrators have th eresponsibility of avoiding, controlling or eliminating conflicts. Descriptive approaches challenge the tout ensemble basis and rationale of these assumptions. They permit usto take up from an outmoded paradigm by suggesting that any social interaction in which the parties (however they may be structured or defined) compete for scarce resources or set have the potenti l for aconflict. Using the confines in broad wiz , we suggest that conflict refers to all kinds of antagonis ticinteractions. More specifically, it brush off be defined as a situation in which ii or more partie have sincompatible objectives and in which their perceptions and conduct are commensurate with the incompatibility. This definition is purposely broad. It suggests that conflict is a social phenomenon that is found in personal, group or organizational interactions.Conflict and so has several dimensions.Fink 5 distinguishes between(I) incompatible- psychological relations and(ii) Antagonistic demeanorLikewise Pondy 6 observes that conflict is made up of (I)Antecedent conditions (ii) affective conditions(iii) Cognitive conditions and(iv) Behavioural conditionsWe thitherfore advance a conception which emphasizes its triple, interrelated dimensions, namely (1)Conflict situation (the basic incompatibility)(2) Conflict attitudes (Range of psychological factors) and(3) Conflict behaviour (set of related behaviour)Conflict refers to more than just overt behaviour. Concentrating only upon its behaviora l manifestation is an extremely limiting exercise. The three dimensional conceptions of conflict emphasizes the ne d to e contemplate the situation in which parties (Individuals, groups or organizations ) come to possess incompatible final stages, their structure of interaction and the nature of their goals. We have to consid eremotional (e.g distrust) and Cognitive ( e.g Stereotyping) orientations that accompany a conflict situation as well as a chain of action undertaken by any fellowship in a situation of conflict. 2.2 Theoritical Review / Conceptual manikinStephen Robbins makes a strong case for the consume for a more material approach to conflict with his Interactionist Approach. He states that in that respect are three basic managerial attitudes toward conflicwhich the identifies as conventional behavioral and interactionist. The traditionalist, following our so cialteaching believes that all conflicts are destructive and managements role is to get them out of th eo rganization. The traditionalist, therefore, believes conflict should be eliminated. Thebehaviouralist seeks to rationalize the populateence of conflict and accurately perceives conflict as inevi add-in inomplex corganizations or relationships. Thus the behaviouralist accepts it . The Interactionist views conlict as f dead necessary, encourages op business office, defines management of conflict to include stimulationas well as gag law and considers the management of conflict as a major(ip) responsibility of all administrators.3The interactionist view is accepted and encourages conflict. Avoiding a dis savvy doesnt make t go iaway. We need to be aware of conflict and make decisions nigh what we are going to do about it. Conflicts only conk out negative when it is not approached and resolved. escape of communication amongst group members can lead to avoidance of conflict. When that happens, the group can lose its effectiveness. group members and leaders need to to be able to resol ve conflict successfully. Likeany opposite leadership skills, conflict management can be learnt.Conflict focusConflict is inevitable in any social relationship or among members of any group. Whereas we decorous various types of conflicts in our lives, we are at a lose as to what to do when one arises. Ma nypeople prevail to leave conflict situations e.g if one breaks out in a group. Why do we startle away from dealing with conflict? . It is because we were raised to believe t hat conflict is just aboutthing to beavoided, an experience of failure. However conflict does not have to lead to failure, or even to the termin ation ofrelationship. we all come to see and experience the orbit in a different way, and we all have different ideas about what is best for my group or our group. Recognizing this fact can dish out free us from the negative conclusion that conflict is a subscribe of failure.Styles of Conflict trouble(a) Competing An unmarried pursues his or her own concer ns at the cost of the an separate(prenominal) person. This is a power oriented mode. Competing may 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 several(prenominal) neglects his or her own concerns to satisfy the concerns of the other person. there is an element of egotism sacrifice this inmode. Accommodating might take the form of selfless generosity or charity, obeying another persons order when one would prefer not to, or hand overing to another persons point of view. (c) Avoiding- The individual does not immediately pursue his or her own concerns or those of the other person. He or she does not continue the conflict Avoiding may take form of diplomatic sidestepping of the issue, postponing an issue until a better time or simply withdrawing from a threatening situation. (d) Compromising The objective is to find some expedient, mutually accep table solution which partiallysatisfies b parties. . Falls in the middle 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 earshot Negotiators must be heart-to-heart of hearing the other personspoint of view . . while audition, do not think about how to reply in order to persuade . . argument provoking replies should be avoided.. Active listening involves paraphrasing or restating what the other says. Idea or . Content should be considered as well as feelings.(g) Problem solving. Clarify the problem subsequently the above steps, each party should have a clear idea about what is the tangible issue.. Talk about what is needed or taxd ( be clear on facts and information). . Generate a li st of possible solutions.CONFLICT CAUSESNations, organizations and groups are made up of individual human beings. to each one person has through experience developed a set of values and evolved a set of behavioural rules. These values and rulesare sufficiently alike in a given society to allow justice, morals and ethics to exist and create gener l aagreement about what is right and what is wrong. just the value-rule set for each individual is a erratic set not fully shared by other humans..These differences in value-rule sets are most promising the basi ccauses of conflict.4Another major cause of conflict is the motivation of the separate individuals. Each person is motiv atedby a unique degree of satisfaction in a set of of necessity. It is quite likely that in a given situation the individual touch testament be aiming their personal private roads at slightly different objectives. Such objectives may be similar enough to permit cooperative effort but sufficiently different t o createsome conflict. A common example is the hot confines employed by many air force officers as a means of staying in touch with the troops. This opportunity to short circuit supervisory channels oft antagonizes intermediate 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 motivated to tolerate toward the same goal accomplishment but to feel that the goal, when attained, will not be great enough for all to share adequately in the reward. Conflict may then return 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 creativity, new looks at grizzly conditions, the clarification of points of view, and the development of human capabilities to handle social differences. All of us have experienced a surge of creativity when we perm the itideas of others to elicitation our imagination, as for example in a brainstorming session. Conflicts can be negative when it creates resistance to change, establishes turmoil in organization orinterpersonal relations fosters distrust, builds a feeling of defeat or widens the chasm of misunderstanding. . Unfortunately the term conflict has only the connotation of bad for many people, so practically that they think principally in terms of eradicateion, giving little or no attention to its more positive side.THE PERSON AND THE ORGANIZATIONConflicts occur when the needs and goals of the individual are not in harmony with the objectives a nd goals of the organization. Chris Argyris, in his discussion of man versus the organization, indic ates the high 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 efficient and omni potentbureaucracy that places emphasis on hierarchy, specialization of work, establishe d norms of conduct ,and explicit rules, very oft forgetting or overlooking the individual and his unique qualities. Traditionally, personal values tend to be dirty toward organizations, big government, big business, bureaucracy, and the military.Again, conflict can arise when inter settlement exists. Employees frame dependent on the organization to give their lives direction and meaning. Such dependency allows them to escape the burdens of personal responsibility. whereas we praise individualism in workers, the organization often require that sthe individual be treated 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 organizationa l need demands a high degree of self awareness 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 famous dissertation on this causa in the considera tionof Theory X and Y. Argyris offers a number of managerial consideration as well us Abraham Maslow propositions of various assumptions for managers to adopt 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 reduce orconstrain the individual opportunity to decide. Organizations tend to make final decisions without input of the employees wi th the expectation that no mistakes would be made, no e rrors. This fosters conflict as the expectation may sbe overwhelming. Unless the organization is supportive to the individuals problem -solving efforts, such conflict continues and infuriates5his ideas.Another source of individual versus organizational conflict is generated by the new man versus the old man. The innovator is always in a less supportive environment than the entrenched old hand. 1. Chris Argyris, genius and Organization (New York Harper Torchbooks,1957), Chapters III andVII. 2. Douglas McGregor, The Human Side of Enterprise (New York McGraw- Hill, 1960) 3. Argyris, pp.232-374. Abraham Maslow, Eupsychian caution (Homewood, Illinois Richard D. Irwin, 1965), pp. 17-33 5. kindle Levinson, The Exceptional Executive A psychological Conception (Cambridge, Massachussets Harvard University Press, 1968), pp. 204-7.6Argyris, p. 2347. Fredrick W. Hertzberg, The clean Old Turk Harvard Business Review, September- October 1974, pp. 70-80.Sources of conflictFor managers to effec tively 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 two individuals to share fully the meaning of a communicative attempt. The cause of the failure may be technical problems in the communication process (static, filters, barriers etc)., or they may be ac tualdifferences in perception and understanding. The result 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 of these come from the status 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 quickly contribute to differences between people because they are different. Theycause each of us at times to respond or behave in an unexpected fashion because we are behaving as dictated 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. only our daily conflict is a combinatio of nelements 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 range of reactions to conflict. Such rea ctionsmay range from high expectations and pleasure to absolute rejection. Broadly, an individual in conflict si tuation has only two options i.e sign up or ship out. Massie and Douglas identify certain situation of dilemma in the conflict situation which they call Zone of indifference 8. Joseph L. Massie and John Douglas, Managing A Contemporary door (Englewood Cliffs, New island of Jersey Prentice- Hall, 1973), p.219.MEANS TO RESOLVE OR REDUCE CONFLICTBasic to other considerations in resolving conflicts is that the parties to the conflict need to tr st each uother and must be capable and willing to locate the source of the conflict. Conflict situations pre sentdifferent options to the concerned parties. We can decide to do nothing about the conflict. But what will be the result of non action?. If one re chief(prenominal)s in conflict situation then sooner rather than later the tension 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 replica attack the element frustr t ing 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 mode often utilise in conflict situations is the use of super ordinate goals. For example, the entire work force, taken as a whole, is something of a super ordinate goal uniting counterpoint groups bene ath that umbrella. The manager gets the group to see how conflict affects productivity, thus reducing, the baseer groups stake in the overall organizations success. The approach is similar to the common enemy approach, wherein the groups in competition find unity viewing an outside group as a common enemy. . This unity can veil 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 difficulty dealing with the gadget unit, a temporary shifting of people between th ese groups could help the conflicting elements learn the others problems and frame of reference. the result could be better communications, greater understanding and less future conflict. The quickest resolution is a confrontation go outing. The manager should however, be warned that confrontation requires complete readiness on his part.He must have the facts of the conflict siuation tand potency 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 recreational activities often acquire their flavor by win-losesituations, but the same may not be good for an organizational conflict situation. There are situations where the manager may seek to hold back confl ict.This is true where the differences between the two conflicting elements are not appli cable 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 proceed the sanctity of the original stand. A significant 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 may explain to the conflicting parties how they are misreading the situational data. thus may find ways to suppress the conflict. 9. Dubin Robert. Human Relations in Administration Fourth Edition. Englewood Cliffs, New Jersey Prentice- Hall, 1974.10. Hersey, Paul, and Kenneth H. Blanchard, Management of Organizational behaviour, hour Edition.Englewood Cliffs, New Jersey Prentice- Hall, 1974.2.3 Critique of live Literature relevant to the studyBased on past studies and look backward of major issues, it has been established that conflict has a grea timpact on organizational effectiveness. Many studies have captured the basic foundations of the co nflictand therefore have provided the organizations with the data and information 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 difficult and hence require high levels of understanding by the management to handle and probably prescribe best solutions to.7Chapter Threemethodological compendium3.1 Research DesignThe research design in the case of Lucgeor Enterprises was the hoard uping of data through intervie ws,questionnaires , observations and surveys. Then the relevant data was sieved and refined to correct with the requirements of the study.3.2 PopulationLucgeor Enterprises has an employee population of 43 persons both permanent and casual. Because the population was small , the researcher took the whole population for the purpose of data collection. Table 3.1 Study populationDepartment nary(prenominal)of RespondentsAdministration5Finance4Marketing6Procurement & Stores11Production17 add together433.3 Sampling FrameDue to the small no of employees , the whole population was considered and thus given equal treatme nt. 3.4 Sample and Sampling proficiencyNo. samples were taken as the whole population was taken for consideration. No technique was thus utilized as the whole population was considered.3.5 InstrumentsThe instruments that the researcher applied in the process were, questionnaires and interviews to corroborate some of the information provided. manipulation of questionnaires were relevant and convenient because the respondents were all literate and thus were able to fill the forms independently. 3.6 data Collection ProcedureThe researcher prepared 43 pieces of questionnaires which he diligently distributed to all employee of sLucgeor Enterprises. the respondents were requested to fill the quest ionnaires within two weeks an dreturn the same to the researcher.3.7 Data Processing and AnalysisData gathered from the respondents through the questionnaires were cleaned, then selected into vari us ocategories by mark . 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 IntroductionData 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 interest to the studyas follows.4.3 Response rate.The 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 4.1 Response rate.No of questionnairesadminsteredNo. of que stionnairesreturned4341Percentage95%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 unforesightful Management1229% measly salary1639%512%820%Lack of cooking and skills incompetency amongst staff9Pie Chart 4.1 Causes of ConflictNo. of Respondents short(p) Management shortsighted RemunerationLack of TrainingIncompetency amongemployeesAnalysisFrom table 4.2 and chart 4.1 , the causes of conflicts at Lucgeor Enterprises were as follows. Poor ManagementPoor Remuneration29%39%12%20%Lack of training and skills incompetency amongst staffThe above information shows that the one issue which the employees feel as the main cause of conflict with management is poor remuneration. The second position that they pr ioritize as a major conflict are is athe management of the organization. While the other conflict prone issue is pretermit of training and skills. The employees feel that the people put in charge of departments are not properly 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% disallow StereotypingDistorted Perceptions10Pie Chart 4.2 Effects of ConflictNo. of RespondentsPoor PerformanceLack of MotivationNegative StereotypingDistorted PerceptionsAnalysisFrom the above information, the main effect of conflict in organizationsaccording to the responses are, Poor carrying out, Lack of motivation, Distorted perceptions and Negative stereotyping in that order.DiscussionFrom the above responses, there is a clear fig regarding the cause an d effect relationships amogst nthe various factors at play. It is worth noting that the cardinal grosbeak goal of any organization is the chance onment of efficient operational performance and productivity within the standard functional 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 management, Lack of training 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 quintupleSummary, Conclusions and Recommendations5.1 IntroductionWorkplace conflict is a major concern for most companies. It is inevitable in any situation where human beings operate. People have different values , beliefs and ways of life which they probably hold sound or believe to be the best as opposed to what other people have or believe in. Away has to be found to balance the various interests and align the same with the organizational goals. Proper 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 costly to an organization. If managed well, conflict presents an opportunity to uncover value and promote a healthy study. Many organizations arefinding 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. ameliorate morale, lower turnover, increased efficiencies, and improved public relations). A rigorous four-phased process of(i) Assessment(ii) Design(iii) death penalty and,(iv) Operation and ev aluation 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 incorporate 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 ConclusionsProductivity losses add up quickly when workplace conflict is not pro-actively and successfully managed. Over a number of days, months and years, multiplied by the number of employees affected, the real money value lost can be staggering. It is evident that there are tremendous advantages to pre-emptively deal with conflict in the workplace forwards it escalates beyond an organizations ability to resolve, or , worse , even contain it.A well designed CMS can have a significant positive impact on the quality of life i f 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 TrainingThe training may have several components which may include(a) The introductory partThe training should suck up the various causes , effects and outcomes of conflict situations. This will help to lower the oftenness 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 program to address the harmful effects of conflict is like performing preventive medicine. 12the other components of the training would incl ude(b) Conflict Awareness training converse Training(d) Negotiation Training(e) Manager Awareness(f) Neutral three -party InterventionsB) Increasing Staff 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 enhancing the managerial skills and interpersonal skills of management staff thus ensuring proper management of the organization. Again the management should be encouraged to adhere to the rules and regulations, procedures and laws governing industri al relations thus having good working relations with staff.D) Staff 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 t he 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. Human Relations in Administration Fourth Edition. Englewood Cliffs, New Jersey Prentice- Hall, 1974.Hersey, Paul, and Kenneth H. Blanchard, Management of Organizational behaviour, Second Edition.Englewood 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 political program in the field of Human Resources Management. As part of the requirement for the fulfilment of the course work, I am required to carry out a research study 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 wide questions regarding the subject matter to enable me gather information andgain the much needed insight. The information given will be treated with cessation confidentiality and purely for the academic purpose. Kindly give the most appropriate responses by ticking one of the options providedNameDepartmen tPosition / 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 quislingismOpen confrontation cover feelings154 . What kind of conflict management strategies 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 issue to the above question is yes, please give the dates and how many times in the recent past7 . What kind of conflict awareness training does the organization offer to its management? CommunicationNegotiationNeutral third gear partyCoaching16