TITLE PAGE

CONFLICT MANAGEMENT AND ORGANISATIONAL PERFORMANCE IN NIGERIAN BREWERIES PLC, NINTH MILE ENUGU.

BY

EZEANYIM EKENE EZINWA 2006426001F

A DESSERTATION PRESENTED TO THE DEPARTMENT OF BUSINESS ADMINISTRATION, FACULTY OF MANAGEMENT SCIENCES, NNAMDI AZIKIWE UNIVERSITY AWKA, ANAMBRA STATE.

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF MASTERS IN SCIENCE(M.SC) DEGREE IN BUSINESS ADMINISTRATION.

DECLARATION

I Ekene Ezeanyim, with registration No. Msc/2006426001F hereby declare that this project is my original work and has not been previously presented wholly or in part for the award of any degree.

Signature

Dates

CERTIFICATION I certify that Ezeanyim Ekene .E, a postgraduate student in the Department of Business Administration with registration No.

Msc/200642600IF has satisfactorily completed her research work being part of the requirement for the Msc Degree in Business Administration in the Faculty of Management sciences, Nnamdi Azikiwe University, Awka, Anambra state, Nigeria.

DR.(MRS) EZIMMA NNABUIFE Project Supervisor Signature Date

PROF. C.I. ONWUCHEKWA Head of Department Signature Date

External Examiner

Signature

Date

DEDICATION

This project is dedicated to my beloved mother, may her gentle soul rest in peace and to my father who has been the source of my strength and to God almighty.

ACKNOWLEDGEMENT

This research was greatly assisted by a number of individuals who generously shared their expertise with me. Of particular value was my supervisor Dr. Ezimma Nnabuife for her patience and good criticism that ensured the completion and production of this research work.

My appreciation also goes to my friends who stood by me, Ginika Okoro, Uzoma Uzo, Chika Ojibe, and Njelita Ifeoma. To my beloved husband Barrister Okey Ezeanyim and my lovely kids, Michelle and Richee.

I also acknowledge the support and contribution from my siblings. I pray that almighty God will continue to bless you all.

ABSTRACT In a society where people with a diverse interests, views and values coexist, differences between such individuals and group are to be expected. This research CONFLICT MANAGEMENT & ORGANIZATIONAL PERFORMANCE, in Nigerian Breweries Plc, Enugu, is aimed at critically looking at conflict situations and its causes, as well as possible areas of improvement of conflicting situations for a better working environment in an Organisation. The research shows that Conflict comes from incompatibility of goals and interest and the result destroys the Organization. Conflict affects the Organisation in several ways such as decreased employee satisfaction, insubordination, decreased productivity, leads to economic loss, fragmentation. Descriptive and survey study were the tools used to elicit information. The major findings are that That Education does not have any effect on the opinion of respondents on Conflict Management Strategies. That there is no Significance different between the opinion of male and female respondents on the causes of Conflict. That there is a significant effect of Conflict on Organisational performance. The major conclusions drawn are that management strategies adopted in handling Conflict will not be affected by differences in Educational Qualification of the respondents, That management strategies adopted in handling Conflict will not be affected by differences in Educational Qualification of the respondents, also that the causes of Conflict in an Organisation will not have any difference whether it came from the male or female respondents. That the causes of Conflict in an Organisation will not have any difference whether it came from the male or female respondents. The Recommendations are as follows. That Management must adopt Conflict Management strategies that will improve on the Performance of the Organisation. That management should ensure a free flow of communication between the management and the employee. Management should encourage and promote interpersonal relationships among co-workers to improve on their morale

TABLES

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

2.1 - The Conflict Process 2.2 - The Conflict Process 2.3 - The Conflict Process 4.1- Sex distribution of the respondents 4.2- Age distribution of the respondents 4.3- Distribution of respondents by marital status

15 20 25 48 49 49

4.4- Distribution of respondents by educational qualification 50 4.5- Responses to research question one 4.6- Responses to research question two 4.7- Responses to research question three 4.8- Z Test for Hypothesis one 4.9- Z Test for Hypothesis two 4.10- Z Test for Hypothesis three 51 53 54 56 57 58

TABLE OF CONTENT

Title page Declaration Certification Dedication Acknowledgement Abstract` Tables

1 2 3 4 5 6 7

CHAPTER ONE INTRODUCTION 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 Background of the study Theoretical framework Statement of the problem Objectives of the Study Research Questions Research Hypotheses Significance of the study Scope of the study Limitations of the study

CHAPTER TWO LITERATURE REVIEW 2.1 2.2 2.3 2.4 2.5 Introduction Concept of Organizational Conflict Types of Organizational Conflict Conflict Process Causes of Conflict
8

2.6 2.7 2.8

Signs of Conflict Consequences of Conflict Conflict Management Techniques

CHAPTER THREE Research Design and Methodology 3.1 3.2 3.3 3.4 3.5 Introduction Research design Data collection method Population and sampling procedure Data analysis technique

CHAPTER FOUR Presentation and Analysis of Data

4.0 -Introduction 4.1 Preliminary presentation of data 4.2Research questions/ objective of study 4.2.1- Research question one 4.2.2- Research question two 4.2.3 -Research question three 4.3 -Hypotheses testing 4.3.1- Hypothesis one 4.3.2- Hypothesis two 4.3.3 Hypothesis three

CHAPTER FIVE Findings, Conclusion and Recommendations

5.1 5.2 5.3 5.4

Introduction Summary of findings Conclusion Recommendation

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CHAPTER ONE 1.1 Background of the Study Within any organization, there are usually different positions and jobs. People occupying these positions have different perceptions, goals, thought and concerns. It is difficult to conceptualize a society or an organization without inherent differences and contradictions and these leads to conflict. Conflict can be a serious problem in an organization. It can create organizational climate that makes it nearly impossible for employees to work together. Conflict is a natural and inevitable part of people working together and should be kept at a manageable level where it will not disorganize the activities of the organization towards the attainment of its objectives.

Conflict can also said to be beneficial to the organization where it brings about radical change in the organization existing power structure, current interaction pattern and entrenched attitude and also can lead to increase in productivity. While some conflicts are functional others are not. It can also affect the organization negatively when it is associated with decreased employee satisfaction, insubordination, decreased productivity, leads to economic loss, fragmentation to mention but a few. It is the
11

management major responsibility to device strategies in bringing down conflict as low as possible, which will enable the organization to still function to succeed (Robbins & Sanghi, 2005:418) against this background the study was being carried out on the negative effect of conflict.

1.2

Theoretical Framework The Theoretical Framework is based on the effect of conflict on Organisational performance. Conflict is a disagreement in which parties involved disagree about facts or opinion expressed by those in authority. There are different views based on those effects in this respect we shall discuss the functional and dysfunctional Conflict

(Ivanceveich, Konopaske and Matteson (2005: 365). Functional Conflict is a Confrontation between groups that enhances the organizational performance. e.g various department in an organization may be Conflict over most efficient and adaptive method of achieving a goal. They may agree on a goal but not on the means to achieving it. Without this type of conflict their will be little commitment to change. The second is the dysfunctional Conflict and it is Confrontation between groups that harm or hinder the organizational goal.
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Management must seek to eliminate dysfunctional Conflict. Similarly, (www.ehow.com) view the effects of conflict as 1. Insubordination- Insubordination develops because employees do not think management can maintain control over the company. 2. Drop in productivity.- Allowing a conflict to continue means that employee attention becomes more focused on the conflict and not on productivity. 3. Lack of Direction- Conflict can sometimes arise when management is unable to communicate the direction of the company to employees. Conflict will erupt as employees are allowed to interpret change within the company in their own way.

4.

Fragmentation- Conflict creates rival functions. Sometimes those functions are individuals, sometimes they are groups. Unresolved conflict can create tension between groups that may normally need to work together.

5.

Lack of New Ideas- Groups in conflicts tends not to collaborate on new ideas. When conflicts goes unresolved it can be difficult to create new ideas the company needs to solve problems it is facing. Effects of Conflict also have both functional and dysfunctional outcome(Robbins and Sanghi, (2006:410). Functional Outcomes - It
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is hard to visualize a situation in which open or violent aggression may be functional. But there are a number of instances in which its on possible to envision how low or moderate levels of conflict could improve the effectiveness of a group. Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tension released, and foster an environment of self evaluation and change.

Dysfunctional Outcomes The destructive consequences of conflict on a group or organizations performance are generally well known. A reasonable summary might state: uncontrolled opposition breed discontent, which act to dissolve common ties, and eventually lead to the destruction of the group. Dysfunctional varieties can reduce group effectiveness. Among the more undesirable consequences are a retarding of communication, reductions in group cohesiveness and subordination of group goals to the primary of infighting between members.

14

1.3

Statement of the Problem Every successful organization realizes different opposing views and debate in creating the organizational decisions. The decisions are focused on the side of the business leaders and on the side of the employees, either way, conflict is also present. Organization is clearly described as the collection of people working together to achieve a common goal.

In the concept of organization, the people or the members working under the umbrella of the leader are considered as a team that has a harmony and creates relationship in every activity that they do. On the other hand, the conflict is an action where there is a disagreement. The different behaviours of those members working together as a team are sometimes subject to conflict. Conflict

come from incompatible goals and interest and the result might destroy the organization. (www.Ivythesis.typepad.com )

It also results in decreased employee satisfaction, insubordination, decreased productivity, leads to economic losses, fragmentation e.t.c. These problem results in organizational looses which impact negatively on performance. These conflicts are intended to be studied in a broad and detailed manner.
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1.4

Objectives of the Study The general objective of the study is to determine the impact of Conflict and Conflict Management in the organizational conflict. Its specific objectives will include:(1) (2) (3) To ascertain how conflict will be managed effectively To ascertain the major causes of conflict To access the effect of organizational conflict on

performance. (4) Finally to make recommendations for the stated problem based on the findings from the study.

1.5

Research Questions This will provide a comprehensive description of the purpose of the study. Some questions to be answered in this study includes:a. b. What are the causes of organizational conflict What are the effects of such conflict on the

organizational performance c. What techniques do managers adopt in solving such conflict

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1.6

Hypotheses of the Study Hypothesis (i) Education has no effect on the opinion of respondents on conflict management strategies.

Hypothesis (ii) There is no significant different between the opinion of male and female respondents on the causes of conflict in an organization.

Hypothesis (iii) There is no significant effect of conflict on an organizational performance.

1.7

Significance of the Study The study is considered relevant to Nigerian Breweries Plc, Since the effect of conflict can hinder the performance of the Organization. It will also help in creating a cordial relationship, which is necessary for a conducive environment. The knowledge gained will also be vital the government in making the right policies that will positively affect the industries; it is also relevant to business students in furthering their studies. The owners of industries will also benefit in this study, which will provide a model for an effective means of man aging Conflict.

17

1.8

Scope of the Study The study covered conflict management in Nigerian Breweries Plc, as a manufacturing Company. It has multiple department and the effects of conflict must be managed and kept low.

1.9

Limitations of the Study The study however was not without hindrances and these limited the research. Some of the limitations encountered by the researchers are:(1) The inability to gain access into various department that make up Nigerian Breweries Plc, as a whole (2) There was also the refusal of taking out important journals and articles relating to the field of study for proper studying.

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CHAPTER TWO LITERATURE REVIEW

2.1

Introduction The successful management of human resources is one of the keys to the effective operation of an organization. For any organization to be effective and efficient in achieving its goal, the people in the organization need to have a shared vision of what they are striving to achieve, as well as clear objective for each team/department and individual. One also needs ways of recognizing and resolving conflict amongst people, so that conflict does not become so serious that co-operation is impossible. All members of any organization need to have ways of keeping conflict to a minimum and of solving problems caused by conflict, before conflict becomes a major obstacle to your work. This could happen to any organization, whether it is an NGO, a political party, a business or a government. (Www.etu.org). Conflict management is the process of planning to avoid conflict where possible and organizing to resolve where it does happen, as rapidly and smoothly as possible. (www.etu.org).

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Conflict management is the use of resolution and stimulation techniques to achieve the desired level of conflict (Robbins and Sanghi, 2005:408). Conflict management is a way of managing organizational conflict so as to keep it at a level where it will not result in disorganizing the activities of an organization thereby resulting in not allowing effective attainment of organizational objective (Onwuchekwa, (2007:202). Management which is the act of planning, organizing, leading and controlling the workforce of organizational members and of using all available organization resources to reach stated organizational goal (Stoner et al., 1995:7) assumes that the goal of conflict management to managers is to use dominance and suppression in handling conflict with employees. It states that negotiation can help to manage conflict of all types in a more effective and mutually satisfying way.

2.2

Concept of Organizational Conflict: Conflict involves a disagreement about the allocation of scarce resources or a clash of goals, status, values, perceptions, or personalities. Much of the conflict we experience arises from other communication of our wants, needs, and values to others.
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Sometimes we communicate clearly, but others have differing needs. Sometimes we communicate poorly, and conflict emerges to cause others misunderstand us (Stoner et al., 2007). (Robbins & Sanghi, 2005) Defined Conflict as a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. It describes that pant is any ongoing activity when an interaction crosses over to become an inter-party conflict. It encompasses the wide range of conflicts that people experience in organizations incompatibility of goals, differences over interpretations of facts, disagreements based on behavioural expectations, and the like. Finally, our definition is flexible enough to cover the full range of conflict levels from overt and violent act to subtle forms of disagreement. There are three schools of taught that describes conflict in groups and organizations. The traditional view argued that conflict must be avoided that it indicates malfunction within the group. Human relation view argues that conflict is a natural and inevitable outcome in any group and that it needs not be evil, but rather has the potential to be a positive force in determining group performance.

21

Interactionist approach is the most recent, perspective proposes not only that conflict can be positive force in a group but also explicitly argues that some conflict is absolutely necessary for a group to perform effectively (Robbins and Sanghi (2008:552). Robbins and Sanghi, 2005:401 also have other views as

2.3

Types of organizational conflict: Task Conflict: Take conflict relates to the content and goal of the work. It is the conflict that occurs as a result of the content and goal of the work.

(ii) Process Conflict: It relates to how to work get done in an organization. However, Robbins and Sanghi, 2005: 401 view, conflicts are not all good, but some conflict support the goal of the group and improve its performance: these are functional constructive forms of conflict. In addition, there are conflicts that hinder group performance, these are dysfunctional or destructive forms of conflict. In his study relationship conflict are almost always dysfunctional because it appeared that the friction and interpersonal hostilities inherent in relationship conflict increase personality clashes and decrease mutual understanding, which hinders the completion of

organizational goal.
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On the other hand, low level of process conflict and low to moderate levels of tasks conflict are functional. For process conflict to be productive, it must be kept low. Intense arguments about who should do what becomes dysfunctional when it creates uncertainly about tasks and leads to members working at cross purpose. Low to moderate levels of task conflict consistently demonstrates a positive effect on group performance because it stimulates discussion of ideas that help group perform better. 2.4 Conflict Process (Robbins and Sanghi, 2005:402), in his study identified conflict process as comprising of five stages: they include potential opposition, cognition and personalization, intentions, behaviour and outcomes. Table 2.1- The Conflict Process
Stage 1 Potential opposition or Incompatibility Antecedent conditions Communication Structure Personal variables Stage II Cognition And personalization Perceived conflict Felt Conflict Stage III Intentions Stage IV Behaviour Stage V Outcomes Increased group performance

Conflict-handling intension Competing Collaborating Compromising Avoiding Accommodating

Overt conflict Partys behaviour Others reaction

Decreased group performance

Source: (Robbins and Sanghi: 2005: 403)

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Stage 1: Potential opposition The first step in the conflict process is the presence of conditions that create opportunities for conflict to arise. They need not lead directly to conflict, but one of these conditions has been condensed in three general categories: communication, structure and personal variables. Communication communication can be a source of conflict. It represents the opposing forces that arise from semantic difficulties, misunderstandings and noise in the communication channels. Differing word connotations, jargons, insufficient exchange of information, and noise in the communication channel are all barriers to communication and potential antecedent conditions to conflict. Evidence demonstrates that semantic difficulties arise as a result of differences in training, selective perception and

inadequate information about others. The potential for conflict increases when either too little or too much communication takes place. Apparently, an increase in communication is functional up to a point, whereupon it is possible to over communicate, with a resultant increase in the potential for conflict. Too much information as well as too little can lay the foundation for conflict. Furthermore, the channel chooser for communicating can have an influence on stimulating opposition. The filtering process that occurs as information is passed between members and the
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divergence

of

communications

from

formal

or

previously

established channels offer potential opportunities for conflict to arise.

Structure Structure as used in this context includes variables such as size, degree of specialization in the task assigned to group, members, jurisdictional clarity, member goal compatibility, leadership style, reward system and the degree of dependence between groups. It indicates that size and specialization act as a force to stimulate conflict. The larger the group and the more specialized its activities, the greater the likelihood of conflict. Tenure and conflict have been found to be inversely related. The potential for conflict tends to be greatest when the group members are groups and when turnover is high. The greater the ambiguity in precisely defining where responsibility for actions lays, the greater the potential for conflict to emerge. Such jurisdictional ambiguities increase inter-group fighting for control of resources and territory. Groups within organizations have diverse goals. For instance, supply management is concerned with the timely acquisition of inputs at low prices, marketings goal concentrate on
25

disposing of outputs and increasing revenue, quality controls attention is focused on improving quality and ensuring that the organizations products meet standard. The flow of diversity of goals among groups is a major source of conflict. There are some indications that a close style of leadershiptight and continuous observation with general control of others behaviours increases conflict potential, but the evidence is not particularly strong. Too much reliance on participation may also stimulate conflict. Research tends to confirm that participation and conflict are highly correlated, apparently because participation encourages the promotion of differences. Reward systems, too, are found to create conflict when one members gain is at anothers expense. Finally, if a group is dependent on another group or if interdependence allows one group to gain at anothers expense, opposing forces are stimulated.

Personal Variables Includes the individual value system that each person has and the personality characteristics that account for individual idiosyncrasies and differences The evidence indicates that certain personality types for example, individuals who are highly authoritarian and dogmatic lead to potential conflict. Most important, and probably the most
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overlooked variable in the study of social conflict, is differing value system. Value differences, for example, are the best explanation of diverse issue such as prejudice, disagreements, over ones contribution to the group and the rewards one deserves, and assessments of whether this particular book is any good. Any differences in value systems are important sources for creating the potential for conflict. Stage II Cognition and Personalization If the condition cited in Stage 1 negatively affect something that one party cares about, Then the potential for opposition or incompatibility becomes actualized in the second stage. The antecedent conditions can lead to conflict only when one party or more is affected by, and aware of, the conflict, as perception is required in conflict. Therefore one or more of the parties must be aware of the existence of the antecedent conditions. However, because a Conflicts is perceived does not mean that it is personalized. In other words, A may be aware that B and A are in serious agreement but it may not make A tense or anxious, and it may have no effect whatsoever on As affection towards B. It is at the full level that individuals become emotionally involved, that parties experience anxiety, tension, frustration, or hostility.

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We have to keep in mind two points. First, stage II is important because its where conflict issues tend to define. This is the point in the process at which the parties decide what the conflict is. Stage III Intensions intervene between peoples perceptions and emotions and their overt behaviour. These intensions are decisions to act in a given way. Why are intentions separated out as a distinct stage? You have to infer the others intent in order to know how to respond to that others behaviour. Merely one party attributing the wrong intensions to the other party escalates a lot of conflicts. In addition, there is typically a great deal of slippage between intentions and behaviour, so behaviour does not always accurately reflect a persons intentions. Table 2.2- Dimensions of conflicts handling intentions Competing Collaborating

Compromising Avoiding Uncooperative Accommodating Cooperative Cooperativeness

Source: (Robbins and Sanghi, 2005:406) The table represents one authors effort to identify the primary Conflict handling intentions. Using two dimensions
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cooperativeness (the degree to which one party attempts to satisfy the other partys concerns) and assertiveness (the degree to which one party attempts to satisfy his or her own concerns) five conflict handling intentions can be identified: competing (assertive and uncooperative) avoiding collaborating and (assertive and

cooperative),

(unassertive

uncooperative),

accommodating (unassertive and cooperative), and compromising (midrange on both assertive and cooperativeness). Competing When one person seeks to satisfy his or her own interests, regardless on the impact on the parties to the conflict, he or she is competing. Example include intending to achieve your goal at the sacrifice of the others goal, attempting to convince another that your conclusion is correct and that his or hers is mistaken, and trying to make someone else accept blame for a problem. Collaborating When the parties to conflict each desire to fully satisfy the concerns of all parties, we have cooperation and the search for a mutually beneficial outcome. In collaborating, the intention of the parties is to solve a problem by clarifying differences rather than by

accommodating various points of view. Example includes attempting to find a win-win solution that allows both parties
29

goals to be completely achieved and seeking a conclusion that incorporates the valid insights of both parties. Avoiding A person may recognize that a conflict exists and wants to withdraw from it or suppress it. Example includes trying to just ignore a conflict and avoiding people with whom you disagree. Accommodating When one party seeks to appease an opponent, that party may be willing to place the opponents interest above his or her own. In other words, in order for the relationship to be maintained, one party is willing to be selfsacrificing, we refer to this intention as accommodating. Example are a willingness to sacrifice your goal so that the other parties goal can be attained, supporting reservations about it, and forgiving someone for an infraction and allowing subsequent ones. Compromising When one party to conflict seeks to give up something, sharing occurs, resulting in a compromised outcome. In compromising, there is no clear winner or loser. Rather, there is a willingness to ration the object of the conflict and accepts a solution that provides incomplete satisfaction of both parties concerns. The distinguishing characteristics of compromising therefore, is, that each party
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intends to give up something. Examples might be willingness to accept a raise of N20 an hour rather N30, to acknowledge partial agreement with a specific viewpoint, and to take partial blame for an infraction. Intentions provide general guidelines for parties in a conflict situation. They define each partys purpose. Yet, peoples intentions are not fixed. During the course of a conflict, they might change because of reconceptualization or because of an emotional reaction to the behaviour of the other party. However, research indicates that people have an underlying disposition to handle conflict in certain ways.

Stage IV Behaviour The behaviour stage is where conflicts become visible. The behaviour stage includes statements, actions and reactions made by the conflicting parties. These conflict behaviour are usually overt attempt to implement each partys intentions. But these behaviours have a stimulus quality that is separate from intentions. As a result of miscalculations or unskilled enactments, overt behaviour sometimes deviate from original intentions.

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Stage V Outcomes The action reaction interplay between the conflicting parties results in consequences. The model (table 2.1) demonstrates, these outcomes may be functional in that the conflict results in an improvement in the groups performance or dysfunctional in that it hinders group performance.

Functional Outcomes - How might conflict act as a force to increase group performance? It is hard to visualize a situation in which open or violent aggression may be functional. But there are a number of instances in which its on possible to envision how low or moderate levels of conflict could improve the effectiveness of a group. Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tension released, and foster an environment of self evaluation and change. The evidence shows that conflict can improve the quality of decision making by allowing all points, particularly the ones that are unusual or held by a minority, to be weighed in important decisions - conflict is an antitode for
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group think. It doesnt allow the group to passively rubberstamp decisions that may be based on weak assumptions inadequate consideration of relevant alternatives, or other debilities. Conflict challenges the status quo and therefore fathers the creation of new ideas, promotes reassessment of group goals and activities, and increases the probability that the group will respond to change.

Dysfunctional Outcomes The destructive consequences of conflict on a groups or organizations performance are generally well known. A reasonable summary might state: uncontrolled opposition breed discontent, which act to dissolve common ties, and eventually lead to the destruction of the group. Dysfunctional varieties can reduce group effectiveness. Among the more undesirable consequences are a retarding of communication, reductions in group cohesiveness and subordination of group goals to the primary of infighting between members. At the extreme, conflict can bring group functioning to a halt and potentially threaten the groups survival. In (www.beyondintractability.com) conflict process theses stages.
33

have

Table 2.3- The conflict process

Co nflic t Proc ess

>
Sta le m a te / hurting Co nflic t esc a la tio n Ne go tia tion/ d e-e sca la tio n Co nflic t em erg enc e

Disp ute settle m e nt

Latent c onflic t

Post-c onflict p ea ce b uilding

(www.beyondintractability.com)

>

The potential for conflict exists whenever people have different needs, value or interest, this is latent conflict stage. This may not become apparent until a triggery event leads to the emergence (or beginning) of the obvious conflict. Emergence may be followed quickly by settlement or resolution or it mat be followed by escalation , which can become very destructive. Escalation however, cannot continue indefinitely. De-escalation can be temporary or can be part of a broader trend towards settlement or resolution or escalation may lead to stalemate ,a situation in which neither side can win. If the pain of containing the conflict exceed that of maintaining the confrontation, the parties

34

are in what is called a hurting stalemate which often presents an idea opportunity for negotiation and a potential settlement. Finally, if and when an agreement is reached peace building efforts work to repair damaged relationships with the long-term goal of reconciling former opponents.

2.3

Causes of Conflict According to( Krataner and kiniker, 2004:360) causes of conflicts are

Goal Differences:- Ideally, interacting groups will always view their goal as mutually compatible and behave in such a way as to contribute to the attainment of both set of goals. Realistically however, this is frequently not the case. Several problems related to differences in goal can create conflict. Groups with mutually exclusive goals can find themselves in conflict. Example the marketing department usually have a goal of maximizing sales, on the other hand, create department seeks to minimize credit losses. In trying to meet its goals of lowering material cost, may contract with vendors supplying parts of questionable quality. Some incompatible goals may be more apparent than real: what is needed in those situations is for the conflicting groups to refocus
35

on larger organizational objectives. When limited resources must be allocated between groups, mutual dependencies increases and any differences in goals become more apparent. If money, space, the labour forces, and materials were unlimited, every group could pursue its own goals. But in virtually all cases, resources must be allocated or shared. When groups conclude that resources have not been allocated in an equitable manner, pressures toward conflict increase. When the limited resources are money, conflict potential is particularly strong. Finally, the different time horizons needed by groups to achieve their goals can be a source of conflict. Research scientists working for a chemical manufacturer may have a time perspective of several years, while the same firms manufacturing engineers may work within time frames of several months. With such differences in time horizons, problems and issues deemed critical by one group may be dismissed as unimportant by another, and conflict may erupt.

Perceptual Differences: Goal differences can be accompanied by differing perceptions of reality, and disagreements over what constitutes reality can lead to conflict. For example, Alumni and Faculty may have different perceptions concerning the importance
36

of a winning football program. Many factors cause organizational groups to form differing perceptions of reality. Many factors include status incongruence, inaccurate perceptions and different perspective. Conflict may stem from a variety of causes and understanding them is the first step in dealing with it effectively (www.teambuildingmc.com).

1. There is a perceived breach of faith and trust between individuals. -When one puts faith and trust in one another and that confidence is broken, it can create an emotional response that elevates to conflicts.

2. There is a miscommunication leading to unclear expectations.The ability to communicate is one of our most commonly used skills. As such, we sometimes take it for granted so that the words we use to communicate dont always clearly state the picture in our minds. When this occurs it often leads to frustration.

3. There are personality clashes- we are all different. Experts say that our personality are generally determined resulting in different sets of preferred behaviours. These differences in

37

personality are some of our greatest strengths as individuals and teams. Example some people may be outgoing,

spontaneous and talkative while others are introspections, serious and quiet etc.

4. There are differences in acquired value.- Our values are the beliefs we hold that help us make decisions about what is right or wrong, good or bad and normal or not normal. So we have different sets of value and beliefs that guides our decisions and behaviour, and the struggle on our believe is a strong driver of behaviour and a frequent source of conflict in our lives and in our teams.

5. Ego problems- it is another driver of our behaviour and decisions. Ego wants us to be right and moves us into defending our positions, sometimes unreasonably. One of the quickest way to diffuse an argument or conflict is to admit ones mistakes. And trying to see the situation from the other persons point of view.

6. There is underlying stress and tension.- Our lives today place enormous demands on our time and energy, but they exceed
38

our capacity to deal with them. Nevertheless, when we come to work and attempts to function normally with our team members. Too often however, this underlying stress surfaces at the slightest provocation and we find ourselves in conflict.

7. There is unresolved disagreement that has escalated to an emotional level- Disagreements are normal. When they are left unresolved, however, the associated feelings and emotions will remain in force, at least at some level. when another situation brings up the disagreement back to the forefront, these suppressed emotions can erupt with force, usually far in excess of those associated with those in the original disagreement. Therefore, it is critically important to resolve disagreement as soon as possible and not let them fester. 8. Lack of cordial relationship between management and labour When there disagreement as to how decisions will be taken on behalf of the employees and a consensus is not reached, there is bound to be conflict. 9. Poor organizational structure- organizational structure creates a culture of commitment. It makes employees aware of their responsibility, authorities and goal. But when is poorly

structured it brings about conflict in the organization.

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2.6

SIGNS OF CONFLICT Conflict can be head off before it gets to a huge problem, In other to be able to do this, you have to understand how to learn the warning signs of conflict. Conflict is like water too much causes damage to people; too little creates a dry barren landscape devoid of life and colour. We need water to survive, we need an appropriate level of conflict to thrive and grow as well. How we manage our natural resources of water through dams, reservoirs, and sluices determines whether we achieve the balance necessary for life. So too little conflict management, a balance must be struck between opposing forces and competing forces. (www.consultcli.com) Typically, organizational leaders do not view the

management of conflict as systematically as they do information, human resource, and financial management. Rather, conflict in organizations is viewed and managed in a piecemeal, ad hoc fashion as isolated events instead of looking for patterns and systematic issues. Conflict is the process of expressing dissatisfaction,

disagreement or unmet expectations within any organization interchange.

40

Conflicts in an organization shows up or manifests in several ways: Disputes Grievances, disciplinary actors, complaints lawsuits, strikes, threatened legal actions, and

disagreements (whether with internal parties or outside disputants) are all signs of conflict, they are the by - product of conflict. Competition Some organizational conflict manifests itself more subtly than as outright disputes. Competition,

particularly within an organization or between and among individuals within the organization may also be a sign of emerging conflict. Sabotage This not so subtle manifestation of conflict can be seen in turf battles when competence and integrity issues surface. Inefficiency or decreased output can be evidence of conflict. Hidden conflict can lead a disgruntled. Yet vital employee to refuse to participate efficiency and meaningfully as part of a team effort. Low Morale: Similar to inefficiency or lack of productivity, low morale is often a reaction to hidden conflict. Often it is the result of attempting to avoid or deny conflict or of frustration with attempts to protest organizational action or
41

inaction. Employees get weary of being treated poorly with no mechanisms for dealing with their frustrations they often lose energy, morale and motivation. Lack of productivity at work and home is also a sign of conflict

(www.angeronmymind.wordpress.com). Withholding Knowledge: Within many organizational

cultures knowledge is power, and withholding information is practiced as a form of control. Such behaviour is often a sign of distrust, status hierarchies, and an information caste system. Only certain people are entitled to know certain information. Information is shared according to status (title, seniority, or office size and location). A conflict develops with the interaction of independent people who perceive themselves as having goals that are incongruent with each other. Often one individual perceives another ad blocking the attainment of his or her goal. Conflict management is a technique which attempts to realign the incongruity between forces to be less damaging and to work on a problem situation. Some early signs of conflicts are

(www.angeronmymind.wordpress.com)

42

(a)

Behaviour changes- One may first notice changes in another person that begins to escalate towards conflict. For example if you work with another person with whom you have lunch everyday and they suddenly stop having lunch with you, this may lead to conflict, the behaviour changes are usually coupled with both, precipitate a conflict.

(b)

Lack of communication- Lack of communication when coupled with behaviour changes are bound to start a conflict.

2.7

Consequences of Conflict In defining conflict in terms of the effect it has on the organization, we shall discuss both functional and dysfunctional conflict. Functional conflict- it is a confrontation between groups that enhances and benefits the organizations performance. E.g two department in a hospital may be in conflict over the most efficient and adaptive method of delivering health care to low income earners. They agree on goals but not in the means to achieve it. Without this type of conflict there will be little communication to change and most groups likely would become stagnant. Functional conflict can lead to increased awareness of problems that need to be addressed, result in broader and more productive searches for

43

solution, generally facilitates positive change and adaptive innovation. Dysfunctional conflict - It is any confrontation or interaction between groups that harm the organization or hinder the achievement of organizational goal. Management must seek to eliminate dysfunctional conflict. Beneficial conflict can often turn into harmful ones. In most cases, the point at which functional conflict becomes dysfunctional is impossible to identify precisely. The same level of stress and conflict that creates a healthy and positive movement towards goals in one group may prove extremely disruptive and dysfunctional in another group (Ivanceviah et .al 2005 :306). There are other consequences of conflict and all are dysfunctional (www.ehow.com).

An organization is made up of groups of people and within groups of people conflicts are inevitable. Part of the measure of a good executive and management team is how they handle conflict. When conflict management is successful, there are limited negative effects and the company can move forward in a productive manner. When management does not offer conflict resolution, there can be many negative effects on the company.
44

Understanding

the

negative

effects

of

conflicts

on

your

organization can help emphasize the importance of conflict management.

Some of the effects of conflict are 1. Insubordination- A company with weak management develops problems with conflict that continue for the long term. Employees see that management is unable to resolve conflicts within the company and respect for the authority of management can be eroded. Insubordination develops because employees do not think management can maintain control over the company. 2. Drop in productivity.- Allowing a conflict to continue means that employee attention becomes more focused on the conflict and not on productivity. As a problem is allowed to linger, employees will attach more importance to resolving the issue in their favor rather than attending to worker productivity. 3. Lack of Direction- Conflict can sometimes arise when management is unable to communicate the direction of the company to employees. Conflict will erupt as employees are allowed to interpret change within the company in their own way.

45

4.

Fragmentation- Conflict creates rival functions. Sometimes those functions are individuals, sometimes they are groups. Unresolved conflict can create tension between groups that may normally need to work together. Such rivalries can make progress within the company difficult.

5.

Lack of New Ideas- Groups in conflicts tends not to collaborate on new ideas. When conflicts goes unresolved it can be difficult to create new ideas the company needs to solve problems it is facing.

6.

Quality of work- If a conflict is allowed to go on long enough, the parties involved may begin to show more interest in the conflict than in doing their jobs properly. Product quality can suffer, and in some cases the safety of the employees can be in jeopardy as well.

7.

Competition among conflicting parties Some organizational conflict manifests itself more subtly than as outright disputes. Competition, particularly within an organization or between among individuals within the organization are effects of conflict.

8.

Low Morale: Similar to inefficiency or lack of productivity, low moral is often a reaction to hidden conflict. Often it is the result of attempting to avoid or deny conflict or of frustration with attempts to protest organizational action or inaction. Employees get weary of being treated poorly with no mechanisms for dealing with their
46

frustrations they often lose energy, morale and motivation. Conflict can be exhibited physically, Psychologically or 1.Behaviorally by individuals (luthans F. and Holmes G. (2005:305) Physical Problems due to Conflict can be linked to health problems and such stress has effect on individuals which also affects to productivity of the organization. 2. Psychological effect are accompanied by anger, anxiety, depression etc. these problems are relevant to poor job performance, low morale and dissatisfaction.

2.8

Conflict Management Technique Different techniques can be used to manage conflict (www.etu.org). Dominating A dominating approach by a group to conflict resolution represents a maximum focus on meeting its own concerns, coupled with a minimal focus on meeting the concerns of the other group. Dominating tends to be a power-oriented approach. That is, to be successful it requires that the using group have sufficient power to force its resolution on the other group. A group may hold the balance of power because it is higher up in the organizational hierarchy (that is, it has more authority), it controls critical resources (for example, budgets, personnel, or important

47

knowledge). It has allied with powerful groups, or for a variety of other reasons. It is not unusual for both groups in a conflict to attempt a dominating approach to resolving their differences. Frequently, in such cases, this means that one of the groups has overestimated its own power relative to that of the other group. In such cases, the outcome can have negative consequences for one or both groups.

Accommodating In many respects, accommodating is just the opposite approach from dominating. An accommodating party places emphasis on meeting the needs of the other group, while minimizing its own concerns. Although accommodating may appear to be giving in. there are situation in which this may be an extremely beneficial approach for a conflicting group to use. For example, issues over which groups might conflict are not always of equal importance to each group. If the issues is critical to one group and of little importance to the other, obliging the first group through accommodating costs the second group little and may be seen as a goodwill gesture which helps maintain a cooperative relationship.

48

Problem Solving Problem solving represents what might appear to be theoretically ideas or best approach to conflict resolution. However, it can be extremely difficult approach to implement effectively. Problem solving, sometimes called collaborating or integrating, seeks to resolve conflict by placing maximum focus on both groups concerns. Successful problem solving requires that conflict groups display a willingness to work collaboratively towards an integrative solution that satisfies the need of all concerned. The greatest obstacle which must be overcome is the win-lose mentality that so often characterizes, conflicting groups. Unless the parties involved can rise above that kind of thinking problem-solving is not likely to be successful.

Avoiding Frequently some way can be found to avoid conflict. While avoiding may not bring any long-run benefit, it can be an effective and appropriate strategy in some conflict situations. Foremost among these is when avoiding is used as temporary alternative. Avoiding may also buy time needed by one or more of the groups to gather additional information necessary for a longrange solution. Avoiding may also be appropriate when other parties are in a better position to resolve the conflict or when other matters that are more important need to be addressed.
49

Compromising Compromising is a traditional method for resolving intergroup conflict. With compromise, there is no distinct winner or looser, and the resolution reached probably is not ideal for either group. Compromising can be used very effectively when the goal sought (for example, money) can be divided equitable if this is not possible, one group must give up something of value as a concession. Compromising might be useful when two conflicting parties with relatively equal power are both strongly committed to mutually exclusive goals. It may also represent a way of gaining a temporary settlement to particularly complex and difficult issues. We saw earlier that problem solving was a disable but difficult approach to conflict resolution. Compromise is a good back up strategy which conflicting parties can fall back on if their attempts at problem sowing are unsuccessful. Sometimes I may involve third party intervention, such intervention may take the form of appealing to a submit the conflict to some form of mediation or arbitration. (Krathner and Kinicki, 2004) Inadequate or excessive level of conflict can hinder the effectiveness absence and turnover of a group or an organization, resulting in reduced satisfaction of group members, increased absence and turnover rates and eventually,
50

lower productivity. On the other hand when conflict is at an optimal level, complacency and apathy should be minimized, motivation should be enhanced through the creation of a challenging and questioning environment with a vitality that makes work interesting. (Robbins and Sanghi, 2005:418).

51

CHAPTER THREE. RESEARCH DESIGN AND METHODOLOGY

3.1

Introduction This chapter discussed the methodological issues in this research. It contains the methods of data collection, Population, techniques for data collection, and sampling subjects used for the field research.

3.2

Research Design There are three types of educational research and they are quantitative, qualitative and mixed research. Quantitative research follows a deductive research process and involves the collection analysis of quantitative data to identify statistical relation of variables. eg observations (scaled rating), survey (closed ended) e.t.c Qualitative follows an inductive research process and involves the collection analysis of qualitative data. e.g

observation(normative) and survey(open-ended). Mixed research combines both the qualitative and quantitative research techniques in a simple study (www.utexas.edu).

52

The research design adopted for this study is a survey design which uses questionnaire to elicit information on the topic of interest.

3.3

Data Collection Method Data were obtained from both primary and secondary sources. (a) Primary data They are materials which the investigator originates for the purpose of the inquiry at hand. They were obtained through Questionnaires (they are structured, simple and direct questions) and personnel interview(they are obtained through conversation with the respondent). They are considered appropriate for the study. (b) Secondary data- They are materials not originated by the investigator himself but obtained from already existing data. They include Magazines, Journals, Newspapers, internet Published and Unpublished work which the researcher used for the literature review.

3.4

Population and Sampling Procedures. The population of this study used is a total number of 2230 employees in Nigerian Breweries Plc, Enugu. 400 questionnaires were distributed. Using Yaro Yamani formula for the sample size.
53

n = N 1+Ne2

Where n = sample size N = total Population E = Error population (5%) n= 2230 1 + 2230 (0.0025) 2230 = = 1 + 5.575 2230 = 1.25 339

Though by the formula 339 was computed,400 questionnaires will be distributed.

3.5

Data Analysis Techniques The data, collected for the study through interview, questionnaires and documentary methods from the research respondents, were tabulated so that interpretation of the data would be easy to understand. The uses of percentages were adopted to indicate the number of workers that responded to a particular question. The percentage with respect to the total number of workers that responded were used in the research study. Also the researcher made use of z test tool to test the hypotheses. The testing is with the view to determine, and establishing the validity and reliability of the hypotheses which are

54

preliminary assumptions. Mean and standard deviation were also used to answer research question. A question will be accepted is the mean opinion is greater than 3.000 of the cut-off point. The null Hypothesis will be rejected if what is obtained is less than 5.000. Computational formula (a) Mean Mean x = F1X1 F1 Where F1 X1 X = = = = Summation sign Frequencies Allocated point (5,4,3,2,1) Mean symbol

(b) Standard deviation S = F1X12 F1 Where X1= S,4,3,2,1 F1= Frequency =Summation sign S=Standard Deviation Z test One Sample Z = X - s/ n
55

F1X1 2 F1

Where X s n = = = = mean cut off point (3) standard deviation number

(d) Two sample Z = X1 X2 s12 + s22 n1 n2 Where X1 X2 = = mean for group one mean for group two variance for group one variance for group two number in group one number in group two

s12 = s22 = n1 n2 = =

(e) Percentage P = x x 100 n 1 Where X N = = number in group total number

(f) ANOVA

56

CHAPTER FOUR DATA PRESENTATION AND ANALYSIS 4.1 Introduction This chapter covers the data analysis. The presentation is in sections. The first section is on the preliminary presentation of data which involves the demographic characters. The second section is on research question while the last section is the test of hypotheses. The presentations are extractions from the computer printout and are attached to this work as appendix. The whole analysis were done using a computer software called SPSS (statistical package for social science version 15)

4.2

Preliminary Presentation Of Data This section presents the demographic characteristics of the respondents. Only four characteristics were treated, vis-avis sex of respondents, age distribution, marital status distribution and education / qualification. Percentage were used to further describe these features.

57

Table 4.1:- Sex Distribution of the Respondents. Sex Male Female Total Frequency 219 176 395 Percentage 55.4 44.6 100.00

Source: Field survey, 2010 The sex distribution of the respondents is such that of the 395 responds, 219 representing 55.4% of the respondents are males. (176) of the

respondents are females representing 44.6%. This shows that majority of the respondents are males. Table 4.2 Age Distribution of the Respondents. Age 0-24 years 25-34 years 35-44 years Above 45 years Total Frequency 56 24 138 177 395 Percentage 14.2 6.1 34.9 44.8 100.00

Source: Field survey, 2010 There are 56 respondents who are aged between 24 years representing 14.2% of the total respondents,. Those in the age bracket of 25-34 years are 24 in number, making about 6.1% of the total respondents. 34.9% of these respondents are aged 35-44 years, that is about 138 in number.

58

Out of the 395 respondents, 177 are aged above 45 years. This represents about 44.8% of the respondents. The above distribution shows that majority of the respondents are aged 35 years and above, they constituted about 79.7% of the respondents. Table 4.2 Distribution of Respondents by Marital Status Marital Status Single Married Seperated Widowed Divorced Total Frequency 20 214 96 52 13 395 Percentage 5.1 54.2 24.3 13.2 3.3 100.00

Source: Field survey, 2010 There are 20 single males and females among the 395 respondents. This group represents about 5.1% of the total respondents. Those that are married are about 54.2% of the respondents. The actual figure is 214 of the total respondents, About 96 of the respondents are seperated representing 24.3% while 52 about 13.2% of the respondents are

windows. Only 13 that is about 3.3% are divorced.

59

Table 4.4 Distribution of Respondents by Educational Qualification. Educational level No Education FSLC/SSCE/GCE OND/HND/BSC MSC and above Total Frequency 23 83 130 159 395 Percentage 5.8 21.0 32.9 40.3 100.00

Source: Field survey, 2010 The distribution of the respondents by educational qualification shows that 23 of the respondents have no former education. This represents about 5.8% of the respondents while 83 that is about 21% have FSLC or SSCE or General Certificate of education. (130) of the respondents have ordinary National Diploma (OND) or Higher National Diploma (HND) or Bachelor of Science (BSC), this represents. Majority of the respondents have master or its equivalent. This is about 40.3% of the respondent about 159 in the category.

4.2 Analysis of Research Questions 4.2.1 Research Question One. What are the causes of organizational Conflict. To answer this research question, about 13 variables were considered and the result of the analysis done are summarized in the table below.

60

Table 4.5 Responses to research question one s/ n 1 2 3 4 5 6 Poor communication / miscommunication Poor organizational structure Poor performance Repetitive negative behaviour Strong negative misperceptions 3.8025 3.7949 3.7266 3.7266 3.6506 Causes of conflict Mean Standard Deviation 1.13616 1.14704 1.17122 1.17338 1.3647 1.3613 Accepted Accepted Accepted Accepted Accepted Accepted Remark

Percieved breach of faith & trust between 3.6481 individual

7 8 9

Personality clashes / ego problem Differences in values Goal differences disagreement that

3.4785 3.4734 3.4709 was 3.4684

1.4361 1.2569 1.4518 1.2629

Accepted Accepted Accepted Accepted

10 Unresolved

escalated to an emotional level 11 Issues of wages and salaries 12 Unfavorable government policies 3.4633 3.4304 1.4516 1.5633 1.5646 Accepted Accepted Accepted

13 Lack of cordial relationship between 3.4253 labour and management Source: Field Survey, 2010

The above table 4.5 shows the major causes of conflict in an organization. They are ranked in order of the magnitude of their mean and standard deviation. Among the first top ranking causes are poor communication / miscommunication with a mean of 3.8025, Poor Organisational Structure with a mean of 3.7949,also Poor Performance has a standard deviation of 1.17122, Repetitive negative behaviour has

61

a standard deviation of 1.7338, strong negative misperception

is

accepted, also is Percieved breach of trust and faith between individuals, Personality clashes has standard deviation of 1.4361, Differences in value has a mean of 3.4734,Goal difference also has a standard deviation of 1.4518, Unresolved disagreement that has escalated to an emotional level is accepted and so is Issue of wages and salaries, Unfavourable government policies has a mean of 3.4304 and Lack of cordial relationship between labour and management has a mean of 3.4253, one good thing to note is that all the thirteen items presented are accepted as possible causes of Conflict in an organization.

4.2.2 Research Question Two What are the effects of conflict on the organizational performance? This research question was answered using ten variables extracted form the questionnaire, the summary is presented in this table below. Table 4.6 Responses to research question two S/n 1 2 3 Effect of conflict Communication breakdown Low morale Low quality Standard Mean Deviation 3.8177 1.14315 3.7215 1.7002 3.6481 1.35002 Remark Accepted Accepted Accepted

62

4 5 6 7 8

Low productivity Lack of direction Lack of new ideas Leads to economic loss

3.6380 1.1568 3.5722 1.1273 3.5418 1.2155 3.5266 1.4795

Accepted Accepted Accepted Accepted Accepted

Competitive among conflicting 3.4354 1.4152 parties

9 10

Insubordination Fragmentation

3.3949 1.53998 3.3848 1.5243

Accepted Accepted

Source: Field survey, 2010 The major effects of conflict according to the opinion pull is that of communication breakdown with a mean of 3.8177 , low morale has a mean of 3.7215, also low quality has a standard deviation of 1.35002 and low productivity is accepted as an effect of conflict, Lack of direction has a mean of 3.5722, Lack of new ideas has a mean of 3.5418, Economic loss has a standard deviation of 1.4795, amongst those accepted are Competition among Conflicting parties and

Insubordination, Fragmentation has a mean of 3.3848. . All the items asked in the questionnaire were accepted as effects of conflict in an organization and they singly and collectively contribute to organizational productivity.

4.2.3 Research Question three What technique do managers adopt in solving such Conflict. The techniques adopted by managers in solving organizational conflict are as presented in table.

63

Table 4.7 Responses to research question three

Conflict S/n 1 2 3 4 5 6 7 8 Techniques

Management Mean

Standard Deviation

Remark

Improvement in communication Constant dialogue Accommodating Compromising Avoidance Solving the problem Re- orientation Dominating by force on other party

3.6861 3.6456 3.6354 3.5646 3.5595 3.5013 3.4785 3.4658

1.33012 1.35779 1.1549 1.2454 1.4048 1.4041 1.30069 1.2889

Accepted Accepted Accepted Accepted Accepted Accepted Accepted Accepted

Source: Field Survey, 2010 From the table 4.7 above the whole items in the question are the possible ways / methods of handling conflict situations in an organization. They range from improvement in communication with a mean of 3.6861 to constant dialogue with a standard deviation of 1.35779, Accommodating is accepted and Compromising also,

Avoidance has a standard deviation of 1.4048,Solving the problem also of 1.4041, Re-orientation has a mean of 3.4785 and 1.2889 Dominating by force on the other party . is for

4.2

Test of Research Hypotheses This section deals with hypotheses testing, They are herewith presented below.

64

(1)

Education has no significant effect on the opinion of respondents on Conflict Management strategies.

(2)

There is no significant difference between opinion of male and female respondents on the causes of conflict in an organization.

(3)

There is no significant effect of conflict on organizational performance.

The above hypotheses are treated one after the other. Ho: Education does not have significant effect on the opinion of respondents on Conflict Management strategies. Ha: Education does haves a significant effect on the opinion of respondents on Conflict Management strategies. The opinion of respondents by educational level was compared using Anova, ( since we have more than three mean). The summary o the test done is shown in the table below. Table 4.8 ANOVA Test Result for Hypothesis one S/n 1 2 3 QUESTION ITEMS F-Value P-value 0.490 0.584 0.823 Remark Accepted Accepted Accepted

Improvement in communication 0.809 Constant dialogue Accommodating 0.649 0.291

65

4 5 6 7 8

Compromising Avoidance Solving the problem Re- orientation

0.281 0.598 0.551 0.362

0.837 0.617 0.648 0.780 0.825

Accepted Accepted Accepted Accepted Accepted

Dominating by force on other 0.301 party Source: Field Survey, 2010

Table 4.8 results showed that the null hypothesis was accepted at 0.05 level of Significance and the alternative rejected thereby concluding that Education does not have effect on the opinion respondents. of male and female

4.3.2: Hypothesis Two Ho: There is no significant different between the opinion of male and female respondent on the causes of conflict in an organization. Ha: there is a significant deference between the opinion of male and female respondents on the causes of conflict in an organization. The opinions of male and female respondent are compared or the 13 possible causes of conflicts. The summary of the analysis is presented in the table below.

66

Table 4.8 Z test for hypothesis two

s/n Cause of conflict Sex Mean S.D Number Z value P value Remark

1 2

Personality ego problem Poor performance

/ M F M F M F M F M F

3.4795 3.4775 3.7169 3.7386

1.4346 1.4420 1.1933 1.1464

219 176 219 176 219 176 219 176 219

0.015 0.183

0.988 0.855

Accepted Accepted

4 5

10

11

12 13

Strong negative misperception / stereotype Difference in value Lack of cordially r/ship between management & labour Poor organizational structure Perceived breach of faith and trust Issues of wages and salaries Repetitive negative behaviour Unresolved disagreement that has escalated to emotional level Unfavourable government policies Poor communication Goal difference

3.7078 1.3259 3.5795 1.4119 3.5205 3.4148 3.4201 3.4318 1.2537 1.2620 1.555 1.5806

0.928

0.354

Accepted

0.831 0.074

0.406 0.941

Accepted Accepted

M F M F M F M F M F

3.8174 1.1143 3.7670 1.1891 3.6210 1.3606 3.6818 1.3652 3.5114 1.4186 3.4034 1.4935 3.726 1.1878 3.7273 1.1586

776 219 176 219 176 219 176 219

0.433

0.665

Accepted

0.441

0.660

Accepted

0.735

0.463

Accepted

0.010

0.992

Accepted

3.5160 1.2827 176 3.4091 1.23875 219

0.836

0.404

Accepted

M F M F M F

3.4749 1.5244 3.3750 1.6129 3.1991 3.8068 3.484 3.4545 1.1357 1.400 1.4632 1.4415

176 219 176 219 1

0.631

0.529

Accepted

0.067 0.200

0.947 0.841

Accepted Accepted

67

The null hypothesis is accepted in all the cases signifying that there is no significant difference between the opinion of male and female respondents on the possible causes of conflicts in an organization.

4.3.3 Hypothesis Three Ho. There is no significant effect of conflict on performance. Ha: There is a significant effect of conflict on organizationa performance. The hypothesis was answered using all the effects of conflicts as listed on the question. This is so because each has an effect on organizational performances as established from the answers to the research question on the effects of conflict. The summary is presented in the table below. organizational

68

Table 4.9 : Z -test for hypothesis three

s/n Effect of conflict mean Cut off S.D Z value P value remark

1 2

Low morale

3.7215 3.00

1.1760 12.256 1.4795 7.074

0.000 0.000

Sig Sig

Lead to economic 3.5266 3.00 loss

3 4 5

Lack of new ideas Insubordination Communication breakdown

3.5418 3.00 3.3949 3.00 3.8177 3.00

1.2154 8.859 1.5399 5.097 1.1432 14.217

0.000 0.000 0.000

Sig Sig Sig

Competition among parties conflicting

3.4354 3.00

1.4152 6.115

0.000

Sig

7 8 9 10

Lack of direction Fragmentation Low productivity Low quality

3.5722 3.00 3.348 3.00

1.1273 10.087 1.5243 5.017 1.1568 10.961 1.3500 9.541

0.000 0.000 0.000 0.000

Sig Sig Sig Sig

3.6380 3.00 3.6481 3.00

The table above indicates that the null hypothesis was rejected in all cases. This shows that the alternative hypothesis is accepted thereby concluding that there is a significant effect of conflict on organizational performance.

69

CHAPTER FIVE

5.0

Introduction: In this chapter the summary of the findings was drawn from the questionnaire which was analyzed in chapter four that would be presented. Thereafter, conclusions and recommendation will be as to knowing the effect of conflict management in an organization such as Nigerian breweries Plc, Enugu.

5.1

Summary of findings This research work was conducted against the backdrop of conflict situations that have disrupted many peaceful and profitable organizations, with its consequences, and effects as the case may be the findings as follows:

1.

That Education does not have any effect on the opinion of respondents on Conflict Management Strategies.

2.

That there is no Significance different between the opinion of male and female respondents on the causes of Conflict.

3.

That there is a significant effect of Conflict on Organisational performance 4. That there are different causes of Conflict and the top ranked was poor Communication.

70

5.

That based on the responses the effect of Conflict is that of low morale.

6.

That having constant dialogue is one of the techniques for handling conflict situations.

5.2

ConclusionFrom the data gathered an analyzed by the researcher and following the major research finding above, the researcher drew the following conclusions: 1. That management strategies adopted in handling Conflict will not be affected by differences in Educational Qualification of the respondents 2. That the causes of Conflict in an Organisation will not have any difference whether it came from the male or female respondents. 3. That Conflict has an adverse effect on Organisational Performance. 4. 5. That Poor Communication is a major cause of Conflict. That low Morale is amongst the most ranked in the effects of Conflict. 6. That possible ways of handling Conflict situation in an Organisation is by Constant dialogue.

71

5.3

Recommendations In the light of the research findings and conclusions above, the researcher hereby recommends the following suggestions for Nigerian breweries plc, Enugu.

1.

That Management must adopt Conflict Management strategies that will improve on the Performance of the Organisation.

2.

That management should ensure a free flow of communication between the management and the employee.

3.

Management should

encourage

and

promote

interpersonal

relationships among co-workers to improve on their morale 4. There is need for constant dialogue between management and the employees to clarify issues and exchange ideas. 5. Management should re-orient employees on the effect of conflict on organizational performance. 6. Finally, good leadership on the part of management and employee representatives can be a strategy for preventing conflict.

72

Department of Bus. Administration Faculty of Management Science Nnamdi Azikiwe University Awka Anambra State. 23/04/10

The Chief Executive Officers, NB.PLC, Ama Enugu.

Dear sir, LETTER OF CONSENT. I am a postgraduate student of the above named institution and department. I am currently working on my research project titled Conflict Management and Organizational Performance. This work is in partial fulfillment of requirement for award for M.SC. in business Administration. It is purely for academics exercise. I hereby assure you that all information supplied will be kept confidential. Thanks in anticipation for your co-operation.

Yours faithfully Ezeanyim Ekene .F.

73

QUESTIONNAIRE Dear respondents,

Please help to complete this questionnaire, the information provided will be treated as confidential. A study on Conflict Management and Organizational performance.

Part A: 1. 2. 3. Sex ---- Male Age ---- 0-24, Marital status Divorced 4. Educational Qualification No Education FSLC/SSCE/CECE OND/HND/BSC MSC and above 25-34 Single Female 35-44 Married above 45 Separated Widowed

74

Part B Please tick in the space provided, on the option most suitable s/ n 1 2 3 4 5 6 Poor communication / miscommunication Poor organizational structure Poor performance Repetitive negative behaviour Strong negative misperceptions Percieved breach of faith & trust between individual 7 8 9 Personality clashes / ego problem Differences in values Goal differences disagreement that was Causes of conflict

10 Unresolved

escalated to an emotional level 11 Issues of wages and salaries 12 Unfavorable government policies 13 Lack of cordial relationship between labour and management

75

2. S/n 1 2 3 4 5 6 7 8 9 10 Effect of conflict Communication breakdown Low morale Low quality Low productivity Lack of direction Lack of new ideas Leads to economic loss Competitive among conflicting parties Insubordination Fragmentation 3. SA S/n 1 2 3 4 5 6 7 8 Conflict Management Techniques Improvement in communication Constant dialogue Accommodating Compromising Avoidance Solving the problem Re- orientation Dominating by force on other party A U SA A U

SA Strongly agreed A - Agreed U - Undecided D - Disagreed SD Strongly Disagreed

76

REFERENCES

Asika N. (1991) Research Methodology in the behaviour science Ikeja, Longman Nigerian Plc. Ibanceviah J.M, Konopaske, R. and Matteson M.T. (2005). (7th Edition) Organizational Behaviour and Management M.C. Graw Hill Publisher.

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