A Project Report on

Conflict Management in organization

In Partial Fulfillment of the Requirements of

Behavioral Science Course in
MBA (IB)
(2015-2017)
Amity International Business School

Submitted To: Submitted By :

Prof. Ms. Chitra Shubhankar Rudra

A1802015024

Amity International Business School

Amity University, Uttar Pradesh

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 OBJECTIVES OF THE STUDY

1. To study the causes of conflicts at workplace.

2. To study the impact of conflicts at workplace.
3. To study the conflict management strategies and benefits.

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 CONTENTS

Sr.No Title Page No.

1 Introduction 5
2 Literature Review 15
3 Research Methodology 18
4 Data Analysis 21
5 Findings 25
6 Conclusion 27
7 Suggestions 29
8 Bibliography 31

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 INTRODUCTION

INTRODUCTION

Conflict may be characterized as a battle or challenge between individuals with restricting needs,
thoughts, convictions, qualities, or objectives. Struggle on groups is unavoidable; on the other
hand, the aftereffects of conflict are not foreordained. Conflict may raise and prompt ineffective
results, or struggle can be usefully determined and prompt quality last items. Along these lines,
figuring out how to oversee conflict is indispensable to an elite group. Albeit not very many
individuals go searching for struggle, as a general rule, conflict results on account of

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miscommunication between individuals with respect to their needs, thoughts, convictions,
objectives, or qualities. Peace promotion is the rule that all conflicts can't as a matter of course be
determined, yet figuring out how to oversee clashes can diminish the chances of useless
heightening. Peace promotion includes securing abilities identified with conflict determination,
mindfulness about clash modes, struggle relational abilities, and building up a structure for
administration of conflict in your surroundings

On the off chance that we can figure out how to deal with this exceedingly plausible occasion
called conflict then we are less able to hone damaging practices that will contrarily affect our
group. In spite of the fact that conflict may be misconstrued and neglected, examination
demonstrates that uncertain clash can prompt animosity. The greater part of us use struggle
aptitudes that we watched growing up, unless we have tried to change our refereeing style.

CONFLICT MANAGEMENT AT WORK PLACE

Definition

A conflict can be characterized as a progressing condition of threatening vibe between two or

more individuals or gatherings. Peace promotion then again is the short or long haul
administration procedure used to determine issues where either gathering is being unshakable,
rigid, troublesome, or whatever.

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In many examples, clashes between staff individuals and administrators are quiet. Staff
individuals don't express their perspectives or sentiments of conflict straightforwardly before
their prompt administrator and want to voice their worries or terrible emotions about their chief
to their associates, relatives or companions. On the off chance that you are as of now confronting
a conflict circumstance in your workplace, have you taken a gander at the main driver of this
conflict.

There are a number of sources of conflict and here are just a few:
Poor communication channels.
Friction between two or more people/departments.
Friction between employee and manager.
Lack Job recognition and employee development.
Lack of support from management.
Operational changes to business.
Lack of information.
Lack of resources.
Salary negotiation deadlocks.

Conflict and conflict management

`
More about conflict and conflict management

Tuning in, oral correspondence, interpersonal correspondence, and cooperation rank close to the
highest point of aptitudes that businesses look for in their new contracts. When you figure out
how to viably oversee and resolve clashes with others, then more open doors for effective group
enrollments are accessible to you.

On the off chance that we can figure out how to deal with this very plausible occasion called
conflict (we normal five clashes every day), then we are less well-suited to hone damaging
practices that will contrarily affect our group. In spite of the fact that conflict may be
misconstrued and neglected, exploration demonstrates that uncertain clash can prompt hostility.
A large portion of us use conflict aptitudes that we watched growing up, unless we have tried to
change our peacemaking style. A few of us watched great peacemaking, while others watched
broken refereeing. The greater part of us have a few motivations to enhance our peace promotion
aptitudes.

Employees ought to offer understudies some assistance with developing their refereeing abilities.
The vast majority don't resolve clashes in light of the fact that they either have a defective ability
set and/or in light of the fact that they don't have the foggiest idea about the association's strategy
on peace promotion. All colleagues need to know their conflict styles, conflict mediation
routines, and methodologies for struggle aptitude change.

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People response towards conflict Fight

Physiologically we react to struggle in one of two wayswe need to "make tracks in an opposite
direction from the conflict" or we are prepared to "tackle any individual who comes our route."
Think for a minute about when you are in conflict. Would you like to leave or would you like to
battle when a conflict presents itself? Neither physiological reaction is great or terribleit's
close to home reaction. What is critical to realize, paying little heed to our introductory
physiological reaction to struggle, is that we ought to deliberately pick our reaction to conflict.

Whether we have a feeling that we need to battle or escape when a conflict emerges, we can
intentionally pick a conflict mode. By deliberately picking a conflict mode rather than to
struggle, we will probably profitably add to taking care of the current issue. The following are
five clash reaction modes that can be utilized as a part of content

Conflict management techniques

Teachers get into conflict with one another. Ministers and laypeople get into struggle. Volunteers
in service associations end up in conflict. Human relations administrators in organizations
regularly end up overseeing circumstances of between individual clash.

Overseeing contradictions in ways that fabricate individual and collegial connections instead of
hurting them. Such differences or clashes can happen between people or between gatherings of
individuals. Here are five methodologies from peacemaking hypothesis for overseeing
distressing circumstances

Collaborating: win/win

Compromising: win some/lose some

Accommodating: lose/win

Competing: win/lose

Avoiding: no winners/no losers

Factors affecting our conflict modes

Some factors that can impact how we respond to conflict are listed below with explanations of
how these factors might affect us.

Gender A few of us were associated to utilize specific clash modes due to our sexual
orientation. For instance, a few guys, on the grounds that they are male, were taught
"dependably confront somebody, and, in the event that you need to battle, then battle." If one
was mingled along these lines he will probably utilize decisive clash modes versus utilizing
helpful modes.

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 Self-concept The way we ponder ourselves influence how we approach struggle. We think our
contemplations, sentiments, and assessments merit being heard by the individual with whom
we are in struggle.

Expectations We believe the other person or our team wants to resolve the conflict.

Situation Where is the conflict happening, do we know the individual we are in conflict with,
and is the conflict individual or expert.

Position (Power) What is our energy status relationship, (that is, equivalent, more, or less) with
the individual with whom we are in conflict.

Practice includes having the capacity to utilize every one of the five clash modes viably,
having the capacity to figure out what conflict mode would be best to determine the conflict,
and the capacity to change modes as vital while occupied with struggle.

Determining the best mode Through information about clash and through practice we add to a
"peace promotion understanding" and can, effortlessly and constrained vitality, figure out what
struggle mode to use with the specific individual with whom we are in conflict.
Communication skills The pith of conflict determination and peace promotion is the capacity
to convey successfully. Individuals who have and utilize powerful correspondence will resolve
their conflicts without hardly lifting a finger and achievement.

Life experiences As specified prior, we regularly rehearse the conflict modes we saw our
essential caretaker(s) use unless we have settled on a cognizant decision as grown-ups to
change or adjust our conflict styles. A few of us had incredible good examples show us to deal
with our conflicts and others of us had not as much as awesome good examples. Our
backgrounds, both individual and expert, have taught us to casing conflict as either something
positive that can be worked through or something negative to be maintained a strategic
distance from and overlooked no matter what.

Types of Managerial Actions that Cause Workplace Conflicts

1. Poor communications

a. Employees experience continuing surprises, they aren't informed of new

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decisions, programs, etc.
b. Employees don't understand reasons for decisions, they aren't involved in
decision-making.
c. As a result, employees trust the "rumor mill" more than management.

2. The alignment or the amount of resources is insufficient.

a. Disagreement about "who does what".

b. Stress from working with inadequate resources.

3. "Personal chemistry", including conflicting values or actions among managers and

employees, for example:

a. Strong personal natures don't match.

b. We often don't like in others what we don't like in ourselves.

4. Leadership problems, including inconsistent, missing, too-strong or uninformed

leadership (at any level in the organization), evidenced by:

a. Avoiding conflict, "passing the buck" with little follow-through on decisions.

b. Employees see the same continued issues in the workplace.
c. Supervisors don't understand the jobs of their subordinates.

Key Managerial Actions / Structures to Minimize Conflicts

1. Consistently survey sets of expectations. Get your representative's info to them. Record
and date sets of expectations. Guarantee:

a. Work parts don't struggle.

b. No assignments "fall in a break".

2. Deliberately construct associations with all subordinates.

a. Meet at any rate once every month alone with them in office.

b. Get some information about achievements, difficulties and issues.

3. Get general, composed status reports and include:

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 a. Achievements.

b. Streams issues and needs from administration.

c. Plans for the forthcoming period.

4. Conduct fundamental preparing about:

a. Interpersonal interchanges.

b. Peace promotion.

c. Appointment.

5. Create systems for routine errands and incorporate the workers' information.

a. Have representatives compose strategies when conceivable and proper.

b. Get representatives' survey of the methods.

c. Disperse the strategies.

d. Train representatives about the strategies.

6. Routinely hold administration gatherings, for instance, each month, to convey new
activities and status of current projects.

7. Consider a mysterious recommendation enclose which representatives can give proposals

Basic Methods for Resolving Conflict

Methods What Happens Appropriate to Use Inappropriate to
When Used: When: Use When:

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Power or Compete Ones power, position When power comes Losers are powerless
(FIGHT) or strength settles the with position of to express
conflict. authority and this themselves; their
method has been concerns
Im OK, youre not
agreed upon
OK
Time is available; Time, commitment
Mutual respect and
Collaboration parties committed to and ability are not
agreement to work
(FACE) working together as present
together to resolve
we versus the
results in Im OK,
problem, not we-they
Youre OK
Both parties are Solution becomes so
Each party gives up
better off with a watered down that
Compromise or something in order to
compromise than commitment by both
meet midway, often
Negotiation attempting a win-lose parties is doubtful
leaving both parties
stance
dissatisfied
were both sort of
OK
Conflict is relatively Conflict is important
unimportant, timing and will not
People just avoid a
is wrong, a cooling disappear, but will
Denial, Avoidance conflict by denying off period is needed continue to build
(FLIGHT) its existence
Im not OK; youre
not OK When preservation of If smoothing over
the relationship is leads to evading the
Differences are more important at the issue when others are
played down and moment ready to deal with it
Accommodating, surface harmony is
Smoothing Over maintained. youre
(FREEZE) OK, Im not OK

Conflict Resolution Continuum

Negotiation Mediation Arbitration Adjudication

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discussion between a voluntary process using an independent conflict is resolved
two parties, working with an impartial third third party to settle a using the justice
toward reaching party helping dispute; third party system with judge
agreement, without disputing parties to determines a binding &/or jury
assistance reach a mutually settlement
beneficial
agreement

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 LITERATURE REVIEW

LITERATURE REVIEW

Swami, Praveen (2007) argues that the intensity and longevity of the conflict cannot be
explained through reasons of a failure in the modern state system.

13
Bose, Sumantra (2003) The author brings out the peculiarity of the conflict, which he terms as
essentially about sovereignty, by uncovering the layers of differences in the social and political
fabric of the state.

Dholakia, Amit (2005) The focus of this book is on the potential that international mediation
presents in conflict management and resolution in the case of India-Pakistan conflicts.

Dasgupta, Chandrashekhar (2002) The book studies the military and diplomatic developments
during 1947-48 involving the three key actorsIndi a, Pakistan and Britain and how these
developments shaped their decision-making.

Schofield, Victoria (2004) Schofield traces the political developments in Kashmir from the 16th
centuryonwards when the Mughal rulers conquered the valley in undivided India.

Dixit, Jyotindra Nath (2002) Its a detailed account of many contemporary events such as the
hijacking of an Indian airplane by Pakistani terrorists in 1999 Dixit provides evidence of
Pakistani involvement in numerous subversive activities in India in an attempt to destabilize the
latter.

Rizwan, Zeb & Chandran, Suba (2005) This book applies the set up conflict determination
hypothesis of "readiness" to ponder whetherthe Indo-Pak struggle has come to a phase of a
commonly harming stalemate and analysescertain preconditions that would make the timing
ready for determination.

Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003) This book is an
account of the events that took place in 1990 that, without blowing into a full-scale war, brought
India and Pakistan to the brink of it.

Kumar, Radha (2005) This book is a brief, but lucid, account of India-Pakistan relations and the
possibilities of peace between the two nations.

Parthasarthy, Gopalapuram and Kumar, Radha (2006), The structures in this booklet,
recommended by two driving examiners on Kashmir, offercomprehensive arrangement headings
planned to settle the Kashmir debate by common acknowledgment of all gatherings to the
conflict.

Bose, Sumantra (1999) investigates the ways to deal with peace on account of the Kashmir
struggle by considering the honest to goodness worries of all gatherings to the conflict including
regional sway, national security and the desires of the Kashmiri individuals.
Noorani, A.G (2000) This article by an eminent Indian lawyer and constitutional expert,
analyses the ceasefire declaration of the Hizb ul Mujahideen in 2000 and the implications for a
peace process over the Kashmir dispute.

Arambam, Lokendra (2007) This article, which is written by one of India's most respected
theatre directors who also comes from Manipur, looks at the fault-lines between the three major
communities in Manipur:

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Das, Rani Pathak (2008) This article traces the origins of militancy in Manipur. It is written by
a scholar based at the Centre for Development and Peace Studies in Guwahati, India who has
written on militancy and other peace and security-related issues for leading Indian research
institutions.

Gangte,T S (2007) This article analyses the struggle for identity generated by fragmented ethnic
claims and counter claims among the hill peoples of Manipur.

Hanjabam, Shukhdeba Sharma (2008) This article critically analyses the reasons for the rise
of militancy in Manipur and looks at the effects the promulgation of the Armed Forces Special
Powers Act 1958 (AFSPA) on the people of Manipur.

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RESEARCH METHODOLOGY

RESEARCH METHOLODGY

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Research design- An examination configuration is fundamental edge work or plan for a study
that aides the accumulation of information and examination of the information.

The research design adopted here is Descriptive.

Descriptive research: Descriptive studies, as their name implies, are

designed to describe something (Conflict Resolution Strategies).
Sampling plan:
Data : Primary data

Researcher design : Survey method

Researcher instrument : Questionnaire

Method of contact : Personal / E-mail / Telephonic

Sampling method:
Judgment Sampling

Sampling Unit
The project team

Sampling Area
Genpact

Accenture

Wipro

Sample Size
15 Team members

3 Team Leads

SCOPE & LIMITATIONS of the study

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Scope of the study
Conflict in a group is straightforwardly corresponding to the profitability of a worry. Tending to
those conflicts structurally will upgrade the proficiency of the working of the group. So study
must be made keeping in mind the end goal to expand the aggressiveness of the firm in the quick
evolving business sector.

Limitations of the Study

The study was carried out with only 3 Teams
Sample size is limited to 15 Team members and 3 Team Leads due to time
constrains.

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DATA ANALYSIS

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Conflict Management Style followed by a Team in GENPACT

Column1

Compromising
Forcing
Smoothing

Description:

Team Lead falls under COMPROMISING Category

Resolution process is well facilitated under a Compromising Person

Conflict Management Style followed by a Team in Accenture

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 Column1

Confronting
Forcing
Smoothing

Description:
Team lead falls under CONFRONTING type.
Confronting type values both resolving and relationships.
Negotiation of conflicts with the concern is his strategy (as per interaction with him)

Conflict Management Style followed by a Team in WIPRO

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 Sales

Confronting
Forcing
Smoothing

Description:

Team lead is partially Confronting and Smoothing

As per the category the leader might be valuing relationship a bit more
Negotiating conflict along with smoothing is the overall strategy of the team

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FINDINGS

FINDINGS

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The peace making for the most part alludes to the short or long haul administration procedure
used to determine issues where either gathering is being obstinate, resolute, troublesome or
whatever.

Conflict management include: securing abilities identified with struggle determination,

mindfulness about clash modes, conflict relational abilities, and building up a structure for
administration of conflict in your surroundings.

After analyzing the case studies the following intervention techniques were used:

Collaborating: win/win

Compromising: win some/lose some

Accommodating: lose/win

Competing: win/lose

Avoiding: no winners/no losers

After analyzing the survey the following problems were made:

Poor communication channels, friction between two or more people/department, Friction

between employee and manager, Lack of job recognition and employee development, Lack of
support from management, Lack of information, Lack of resources, Salary negotiation deadlocks

The survey had the following benefits:

Increased understanding

Increased group cohesion

Improved self-knowledge

Prevention and overcoming conflict resolution barriers and obstacles

Employees become proficient at resolving conflicts

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CONCLUSION

CONCLUSION

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The vast majority is eager and keen on determining their conflicts; they simply require the fitting
ability set and opportunities in which to rehearse this aptitude set. Without a conflict expertise
set, individuals need to maintain a strategic distance from struggle, trusting it will go away or not
having any desire to make a "major ordeal out of nothing." Research and individual encounters
demonstrate to us that, when we dodge conflict, the conflict really heightens and our musings
and emotions turn out to be more negative.

Through clash mindfulness we can all the more viably deal with our conflicts and in this way our
expert and individual connections. Besides, by talking about issues identified with refereeing,
groups can build up a normal convention to be trailed by colleagues when in conflict.

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SUGGESTIONS

SUGGESTIONS

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1. Build good relationships before conflict occurs.
2. Listen to others perspectives on the conflict solution.
3. Focus on solving problems, not changing people.
4. If you cant resolve the problem, turn to someone who can help.
5. Identify the problem. Make sure everyone involved knows exactly what the issue
is, and why they are arguing.
6. Provide appropriate training for all employees. Teach everyone conflict-resolution
skills, and expect people to use them.

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 BIBILIOGRAPHY

BIBILIOGRAPHY

WEBSITES
www.cios.org/encyclopedia/conflict/index.htm

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 www.themanager.org/hr/workplace_conflict.htm

www.wiziq.com/.../45951-Conflict-Management-at-Workplace

www.allbusiness.com/.../workforce-management-conflict.../12260-1.html

www.final-yearproject.com

REFRENCES

Swami, Praveen (2007), India, Pakistan and the Secret Jihad, Routledge, Oxford.

Bose, Sumantra (2003), Kashmir: Roots of Conflict, Paths to Peace, Vistaar

Publications, New Delhi.

Dholakia, Amit (2005), The Role of Mediation in Resolving India-Pakistan Conflict:

Parameters and Possibilities, Manohar Publications, New Delhi.

Dasgupta, Chandrashekhar (2002), War and Diplomacy in Kashmir 1947-48, Sage

Publications, New Delhi.

Schofield, Victoria (2004), Kashmir in Conflict: India, Pakistan and the Unending
War, Viva Publications, New Delhi.

Dixit, Jyotindra Nath (2002), India-Pakistan in War and Peace, Books Today, New
Delhi.

Rizwan, Zeb & Chandran, Suba (2005), Indo-Pak Conflicts: Ripe to Resolve?
Manohar Publishers, New Delhi.

Chari, P R, Cheema, Pervaiz Iqbal and Cohen, Stephen Philip (2003), Perception,
Politics and Security in South Asia: The Compound Crisis of 1990, Routledge,
London.

Kumar, Radha (2005), Making Peace with Partition, Penguin, New Delhi.

Parthasarthy, Gopalapuram and Kumar, Radha (2006), Frameworks for a Kashmir

Settlement, Delhi Policy Group, New Delhi.

Bose, Sumantra (1999), Kashmir: Sources of Conflict, Dimensions of Peace,

Economic and Political Weekly, Vol. 34, No. 13 (March 27 - April 2), pp. 762-768.

Noorani, A.G (2000), Questions about the Kashmir Ceasefire, Economic and
Political Weekly, Vol. 35, No. 45 (November 4-10), pp. 3949-3958.

30
Arambam, Lokendra (2007), Politics of ethnicity and armed violence in Manipur,
Manipur Research Forum.

Das, Rani Pathak (2008), Militancy in Manipur: Origin, Dynamics and Future,
Asian Europe Journal, Vol.6, No 3-4.

Gangte,T S (2007), Struggle for identity and land among the hill people of Manipur,
Manipur Research Forum.

Hanjabam, Shukhdeba Sharma (2008), The Meitei Upsurge in Manipur, Asia

Europe Journal, Vol. 6, No.1.

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 QUESTIONNAIRE
How do you act in conflicts?
The proverbs listed below can be thought of as some of the different strategies for
resolving conflict.
Read each of the proverbs and using the following scale score how typical each is
of your actions when in conflict.

1 - Never does this, 2 - seldom do this, 3 - sometimes do this, 4 - frequently do

this, 5 - usually do this

Sr.No QUESTIONS SCORE

1. It is easier to refrain than to retreat from a quarrel
2. If you cannot make a person think as you do, make him
or her do as you think
3. Soft words win hard hearts
4. You scratch my back, I'll scratch yours
5. Come now and let us reason together
6. When two quarrel, the person who keeps silent first is
the most praiseworthy
7. Might overcomes right
8. Smooth words make smooth ways
9. Better half a loaf than no bread at all
10. Truth lies in knowledge, not in majority opinion
11. He who fights and runs away lives to fight another day
12. He hath conquered well that hath made his enemies flee
13. Kill your enemies with kindness
14. A fair exchange brings no quarrel
15. No person has the final answer but every person has a
piece to contribute
16. Stay away from people who disagree with you
17. Fields are won by those who believe in winning
18. Kind words are worth much and cost little
19. Tit for tat is fair play
20. Only the person who is willing to give up their
monopoly on truth can profit from the truths that others
hold

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21. Avoid quarrelsome people as they will only make life
miserable
22. A person who will not flee will make others flee
23. Soft words ensure harmony
24. One gift for another makes good friends
25. Bring your conflicts into the open and face them
directly; only then will the best solution be discovered
26. The best way of handling conflicts is to avoid them
27. Put your foot down where you mean to stand
28. Gentleness will triumph over anger
29. Getting part of what you want is better than not getting
anything at all
30. Frankness, honesty and trust will move mountains
31. There is nothing so important you have to fight for it
32. There are two kinds of people in the world, the winners
and the Losers
33. When one hits you with a stone, hit him or her with a
piece of cotton
34. When both give in halfway, a fair settlement is achieved
35. By digging and digging, the truth is discovered

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