Project Report on Study of Conflict Management
Strategies
ABSTRACT
The Title of this project is Conflict management
Strategies adopted by the employees in TANCEM. The main objective of the study is to analyses the
various conflict resolving strategies. The research is based on through primary data. The assessment has been with reference to solution
oriented, non-confrontational and control and also focused on giving specific
suggestion to improve the relations in industrial sector. It is hoped the findings of the present study could
provide an empirical bases upon conflict management strategies adopted by the
employees has styled to meet their needs of the industrial people.
TABLE OF
CONTENTS
|
CHAPTER
|
TITLE
|
PAGE NO
|
|
|
ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLES
LIST OF CHARTS
|
|
|
I
|
INTRODUCTION
1.1 Profile of Organization
|
1
3
|
|
II
|
REVIEW OF LITERATURE
|
10
|
|
III
|
OBJECTIVES
|
12
|
|
IV
|
RESEARCH METHODOLOGY
|
13
|
|
V
|
DATA ANALYSIS AND INTERPRETATION
|
21
|
|
VI
|
FINDINGS OF THE STUDY
|
35
|
|
VII
|
SUGGESTION AND RECOMMENDATIONS
|
39
|
|
VIII
|
CONCLUSIONS
|
40
|
|
IX
|
LIMITATIONS OF THE STUDY
|
41
|
|
X
|
SCOPE FOR THE FUTHER STUDY
|
42
|
|
XI
|
ANNEXURE
|
43
49
|
LIST OF
TABLES
|
S.no
|
TABLE NAME
|
Page No
|
|
1
|
Distribution of respondents by their Qualification
|
21
|
|
2
|
Distribution of respondents by their Place of birth
|
22
|
|
3
|
Distribution of respondents by their Type of family
|
23
|
|
4
|
Distribution of respondents by their Designation
|
24
|
|
5
|
Distribution of respondents by their
Department
|
25
|
|
6
|
Distribution of respondents by their Name of federation
|
26
|
|
7
|
Distribution of respondents by their Perception of their conflict
management strategies.
|
27
|
|
8
|
Karl Pearson’s coefficient of correlation between the
Age of the respondents, No. of children, No. of dependents, Work
experience and their conflict management strategies.
|
29
|
|
9
|
Inter correlation matrix between the major sub dimensions.
|
30
|
|
10
|
Association between educational qualification and their conflict
Management strategies.
|
31
|
|
11
|
Association between Monthly Income and their ccondlict management
strategies.
|
33
|
|
12
|
Association between place of birth of the respondents and their
conflict management strategies.
|
34
|
LIST OF
CHARTS
|
S.no
|
CHART NAME
|
Page No
|
|
1
|
Education qualification of the Respondents
|
21
|
|
2
|
Place and birth of the Respondents.
|
22
|
|
3
|
Type of family
|
23
|
|
4
|
Designation of the respondents
|
24
|
|
5
|
Department of the respondents
|
25
|
|
6
|
Federation of the respondents
|
26
|
|
7
|
Level of conflict management of respondents
|
28
|
CHAPTER - I
INTRODUCTION
“When two people in business always agree, one
of them is unnecessary “ - W. Wrigley Jr.
In
any business concern, the four factors of production are man, machine, material
and money that are very important to achieve the goals of the organization.
Among the four factors, man is the living being and the prior cause for the
success of the organization than the other factors, So any organization
consists of number of human resources who move towards achieving the
organizational goals. Thus group effort is needed for the smooth running of any
business. But when there is more than one person involving in an activity, it
is very clear that there may be chances for conflicts among them. Conflict is
inevitable and necessary for the growth of any organization though it is
harmful sometimes.
When people with different backgrounds, temperaments,
points of views, values, needs, personalities and attitude interact, it is
likely that some type of conflict may arise. The conflict may also develop due
to perceptual differences of an individual. It is a conscious awareness of
occurrences, events or happenings in one’s surroundings which may be considered
as threatening and derogatory such as loss of authority, role conflict, unequal
or unfair treatment, status incongruities and goal differences. Conflicts may
also be encouraged by actions, constraints and demands of the organization and
responsibilities to be performed by the worker.
CONFLICT - MEANING
Conflict is a process in which an effort is
purposefully made by one person or unit to block another that results in
frustrating the attainment of the other’s goals or the furthering of his
interests.
DEFINITION OF CONFLICT
“A process that begins when one party perceives that
another party has negatively affected, or is about to negatively affects something
that the first party cares about”
- K.W.Thomas
“The struggle between incompatible or opposing needs,
wishes, ideas, interests, or people. Conflict arises when individuals or groups
encounter goals that both parties cannot obtain satisfactorily”.
-
Chung and Megginson
“Conflict has
been defined as the condition of objective incompatibility between values and
goals.”
-
Kilmann and Thomas
“Good human relations can prevent
conflicts, whether they are between Individual and organisational objectives,
between line and staff personnel, between one’s ability and authority etc…”
- William R. Scott
TAMILNADU
CEMENTS CORPORATION LTD
PROFILE OF THE ORGANISATION
M/S Tamilnadu cements corporation ltd
[TANCEM] Regional office is functioning at 735, Anna salai, chennai-2. TANCEM’S
Ariyalur unit was commissioned on 1st August 1979 and commercial
Production commenced on 9th september,1979.
TANCEM owned two cement
units, one at Ariyalur and another at Alangulam. In addition to cements units
TANCEM is having one Asbestos sheet unit at Alangulam. Asbets pressure pipe
factory at Mayanur in Karur District and Stoneware pipe unit at Virudhachalam.
TANCEM plant installed capacity of the
cement plant is 5 lakhs tonnes per annum. It’s a modern dry process cement
plant.
The cement plant is located about 3 kms
eat of Ariyalur on Kallakurichi road. Ariyalur is on broad gauge section of
TIruchirapalli – Virudhachalam chord line of Southern Railways. It is well
connected by road. Trichy is about 60kms south of west and Thanjavur is about
45kms south of Ariyalur.
The raw materials used for the manufacture
of cement are limestone, reversand and Gypsum. Limestone is the chief raw
material for the process and it is available in plenty.
Since Ariyalur cement factory is
Government owned plant the major consumer was TamilNadu Government. Nearly 80 to 85% of its Production was consumed by
the Government departments, at a fixed price mutually agreed by the supplier
and consumer.
Now the policy is completely changed.
There is no preferential purchase of cement from Tamilnadu cements. All
departments of the Government of Tamilnadu has gone open tender system to
purchase cement.
In the above said circumstances, Tamilnadu
Cements Corporation is to depend only on its dealers to sell most of its
production in the open market. So for the cement plant was selling nearly so to
85% of its Production to the Government departments, it has not motivated the
existing dealers and now the time has come to revitalize the dealers network to
achieve maximum sales.
The positive and negative attitudes of the
dealer towards various aspects of ‘Arasu Cement’ can be studied. Based on the
study we can improve the positive attitudes of the dealers and eradicate or
minimize the negative aspects that will result in better sales.
Ariyalur cement works, now delivers three
types of cement viz., Grade-33,43 and Arasu super star cement. M/s Tamilnadu
cements corporation Ltd., (Tancem) registered their brand name as ARASU CEMENT
and TANCEM has a separate Trademark and Emblem to distinguish its products from
others.
The trademark ‘ARASU CEMENT’ symbolizes
that the product is from Government Company, as Arasu is the Tamil name for
Government.
The cement is packed in two types of bags.
They are paper bags and HDPP bags. They are attractive in appearance and safe
to handle. Each bag is carrying 50 kgs of cement. Bureau of Indian Standards
Specified +/- 200kgs weight difference per ten metric tones. Recently Ariyalur
works has commissioned a new Electronic packer. It is having accuracy of +/- 50
Gms per bag. In addition to it all loaded lorries are weighed at the weigh
bridge to ensure correct weigh to the consumer.
The prices of the cement are highly
fluctuation. There is a heavy competition in the field. Restricted credit
facility is available to some stockiest, according to their performance level.
The present cash discount system is as follows.
Rs.10
per bag for advance payment (by means of DD/Cash). Detailed range of discount
is furnished in the table given in the table.
Off –Take Discount Quantity Vs Discount Rates
|
Quantity
(In Metric tones)
|
Discount per Bag
|
|
0-20
|
Rs.2.00
|
|
21-50
|
Rs.2.50
|
|
51-100
|
Rs.2.75
|
|
101-200
|
Rs.3.00
|
|
201-300
|
Rs.3.50
|
Mode of Dispatch
TANCEM is dispatching
cement to the public/private parties by using two types of transports. One by
Road transports and another by rail.
The freight charges for all
rail is some what higher than the road transport mode so the maximum quantity is moved by road only, through
lorries by authorized forwarding agents and the remaining quantity is moved by
rail.
Marketing Network
TANCEM has two regional offices, one at
Trichy and another at Madurai and Six branch
offices cum depots at Punalur(kerala), Pondicherry
and Coimbatore.
Recently in each district head quarters and official is posted to look after
the marketing activities in that district.
There are about 250 dealers
in Tamilnadu. As there are consignment agents only in Kerala, the dealers in
Tamilnadu only are considered for this study.
The dealers are appointed on the basis of
their financial background, ability and go down facilities etc. To move cement through
road transport forwarding agents are appointed. Those who are having their own
fleet strength and field experience are considered for the appointment of
forwarding agents.
DEPARTMENT OF THE TANCEM
1)
Personnel and Administrative Department
2)
Finance Department
3)
Technical
Ø
Plant
Ø
Kiln
Ø
Civil
Ø
Electrical
Ø
Instrumentation
4)
Auto Garage
5)
Mines
6)
Process & Quality Assurance
7)
Materials
8)
Purchase Department
9)
Sales Department
10) Marketing
Department
MAN POWER OF THE TANCEM
S.No |
Category |
No.of Employees |
|
1.
|
Officers
|
148
|
|
2.
|
Staff
|
140
|
|
3.
|
Workers
|
320
|
|
Total
|
608
|
|
Source: Primary data collected from personnel department of TANCEM
The man power planning is
looked after by the administrative on department and the factory manager, is
acting as an advisor in this matter. This department is to prepare man power
plans for the optimum utilisation of the personnel employed in the TANCEM
covering all categories of employees like technical, non-technical, official
etc..
TANCEM has total strength
of 608 employees and is functioning on shift basis without any stoppage of
machines during the normal conditions. The timing of the shift area as follows.
SHIFT TIMINGS OF THE TANCEM
A Shift |
12.00 P.M to
8.00 A.M
|
B Shift |
8.00 A.M
to 4.00 P.M
|
C Shift |
4.00 P.M
to 12.00 A.M
|
Office hours:
9.30 a.m to
5.00 p.m
Source: Primary data collected from personnel department of TANCEM.
LEAVE AND HOLIDAYS
Number and Nature of holidays
S.No |
Nature of Holidays
|
No.of Days
|
|
1.
|
Government holidays
|
4
|
|
2.
|
Festival holidays
|
4
|
Source: Primary data
collected from personnel department of TANCEM.
The government holidays are
Republic day, Independence day, Gandhi Janyanthi and May day. The festival
holidays are Deepavali, Pongal, Tamil New Year, Pooja holidays.
|
Cadres
|
Casual Leave
|
Medical Leave
|
Earned Leave
|
|
Officers
|
15 days
|
18 day
|
1/11
|
|
Staff
|
15 days
|
18 day
|
1/11
|
|
Workers
|
15 days
|
18 day
|
1/20
|
CEM
The management provides the
following leave to their employees,
Casual Leave to the officers,
staff and workers yearly 15 days.
Medical leave to the officers, staff and
workers yearly 18 days.
Earned leave to officers and
staff are same. Also one day earned leave is granted
for an every working days.
In the case of
workers the earned leave is granted 1day for an every 20working days. If a
workers does not want to avail the leave and attends work on that particular
religions day of his any religion he will be paid extra wages.
The employees are entitled to
surrender 15 days to their earned leave year and paid for that period.
TRADE UNION
The eleven trade unions of the TANCEM are as follows:
- Desiya cement thozhilalar sangam [INTUC] Reg.No 335/TRI.
- Perambalur Mavatta cement Alai Thozhillargal Sangam [AITUC] Reg.No 398/TRI.
- Ariyalur cement Alai Uzhaipalar sangam [CITU] Reg.No TRI/427.
- Thozhilalar Munnetra sangam [DMK] Reg.No 1125/TRI.
- Anna Thozhilalar Munnetra sangam [ADMK] Reg.No 2941/CNI.
- Marumalarchi Thozhilalar Munnetra sangam [MDMK] Reg.No TRI/1080.
- Pattali Thozhilalar sangam Reg.No 756/88/TRI.
- Ariyalur cement Alai Mattrum surangam Dr.Ambedkar Thozhilalar sangam Reg.No 824/TRI.
- Nilamkodutha cement Thozhilalar sangam Reg.No 424/81/TRI.
- Ariyalur cement Alai Parivallal Thozhilalar sangam Reg.No 834/TRI.
- National cement employees Union. Reg.No 11/PLT.
NEED FOR THE STUDY
Every individual has his or her own viewpoints towards a similar
issue. Hence, there is similar issue. Hence, there is enough and more scope for
men who are interwoven in the organizational structure to enter into conflicts
while working together. Thus conflict is inevitable whenever two or more human
beings work together. For healthy and effective functioning of a human being in
an organization one should be adept in handling conflicts. An in resolved
conflict might trigger a along line of troublesome consequences for the person
as well as to the organization. Hence it is imperative to study about the
various techniques and strategies adopted by persons in conflict resolving
strategies among the organizational supervisors. Therefore a scientific enquiry
in this area is meaningful and essential. The present study is one such
attempt.
CHAPTER II
REVIEW OF LITERATURE
This review of literature involves
collection of some literature and works previously done in the same area and
other related areas. By doing this the researcher can make a study to explore
new dimensions in the same area and add to the body of knowledge..
Several approaches to conflict
management have been proposed
Thibant and Kelly (1956) is there study that have mention of three
problems associated with pressure tactics
The cost of
surveillance over the other party’s behaviour.
- When threats punishment and rewards and
- The unpleasantness of having to capitulate when the other party is unknown.
Walton and Mckersie (1965)
Have used the term “integrative bargaining” which comes closes to what
is referred to have as negotiation in integrative bargaining, new and better
options are generated.
Thompson.V.A (1965) This however should not be surprising, since a
review of the relationship between bureaucracy and innovation has found that
conflict encourages innovative solutions.
Lawrence and Losch (1967) examined the effectiveness of various
styles for handling conflicts and fond that each of these techniques was used
in organisation to handle conflicts. The distinction was that the high
performing used more.
Lewis and Pruitt (1971)
found that when the bargainers placed heavy reliance on pressure tactics, it
resulted in failure to reach and agreements.
Thomas (1976) has suggested
two main dimensions of approaching conflicts, cooperativeness using a grid
model. Three two dimension give strategies avoiding (low-low), accommodation
(high-high) and compromise (medium-medium).
Cohen et al (1977) have described a problem-solving workshop as an
international resolution based on intervention at the inter-group level and
designed to provide inputs into policy processes.
Filley (1978) controlled power oriented methods with problem
solving methods of conflict management. Filley calls the functional method of
conflicts resolution a “problem solving
methods”. According to him problem-solving methods evoke intellectual intensity
rather than emotional intensity or power.
Derr (1978) has argued in favour of a contingency approach. He has
suggested their main strategies of conflict power play, bargaining and collaboration.
CHAPTER – III
OBJECTIVES OF THE STUDY
- To study the socio-demographic characteristics of the employees.
- To analyze the various conflict resolving strategies.
- To find out the association or relationship between the selected
socio-demographic variables and conflict
resolving strategies.
- To suggest suitable measures to overcome conflict in industries.
CHAPTER - IV
RESEARCH METHODOLOGY
Introduction
This chapter deals with the methodology
adopted by the researcher for the study. The significance and scope
of the study have been highlighted, the aim and
objectives, hypotheses, research design, universe and sampling, pilot study,
pre testing, tools of data collection, difficulties encountered by the
researcher and limitations of the study have been explained.
Significance of the study
Conflict in organization are inevitable.
An accumulation of unsolved or poorly resolved conflicts can create diminished
performance and low morale. The capability of members of an organization to
bring up issues with others and resolve conflicts in a way that ensures both
members share some ownership of the solution is critical.
The management members develop tangible
skills to effectively resolve conflicts by assuming that both parties needs are
understood and that potential solution are created jointly. This shared
ownership contributes to better solutions and increased commitment from both
parties to implement the mutually
created solution. So all these depends on the management. The present study is
an attempt to find the perception towards conflict-handling intention.
Life without stimulus would be incredibly
dull and boring. Life with too many stimulus becomes unpleasant and tiring
ultimately damaging ones well being. Most people realize those aspects of their
work and life style can cause conflict. While this is true, the researcher is
interested to explore some of the socio-demographic factors such as years of
experience, income, area of domicile,
Research Design
As the researcher aims to
study and describe the various aspects of conflict management strategies
adopted by the employees and also seeks to find out the association if any with
selected socio-demographic variables with regard to conflict management. Hence
the researcher has adopted descriptive cum diagnostic research design.
Universe
The universe of the present study includes
all the employees working in different departments of TANCEM, Ariyalur namely
³ Personnel
and Administrative Department
³ Finance
Department
³ Technical
Ø
Plant
Ø
Kiln
Ø
Civil
Ø
Electrical
Ø
Instrumentation
³ Process
& Quality Assurance
³ Auto
garage
³ Materials
³ Purchase
Department
³ Sales
Department
³ Mines
³ Marketing
Department
So the universe comprises of 608 employees.
Sampling method
The researcher got the name list from the
all department and by using it as a base, the respondents were selected. The
researcher used simple random sampling method (lottery method) to select 120
respondents from the universe, where in the researcher gave an equal chance for
all the members to be included in the
sample. The total sample size is 120.
Statistical Tools
To arrange and
interpret the collected data the following statistical tools were used.
1.
Percentage Method.
2.
Correlation
3. Chi-square.
1. Percentage Method:
The percentage
method was extensively used for findings various details. It is used for making
comparison between two or more series of data. It can be generally calculated.
No. of respondents favorable
Percentage
of Respondents =
x 100
Total no. of
respondents
2. Co-Efficient Of Correlation
Karl Pearson’s Co Efficient Of Correlation
It is the most widely used method of
measuring the degree of relationship between two
r =
∑ (Xi – X) (Yi – Y)
n. σ x . σ y
- CHI-SQUARE
Chi-square test is an important test
amongst the several tests of significance developed by statisticians. Chi
square is a statistical measure used in the context of sampling analysis for
comparing a variance to a theoretical variances.
2
2
X = ∑
(O – E)
EPilot study
The researcher made many visits to the
TANCEM industry and discussed with the employees in the all department to
findout feasibility of the study, from the suggestions expressed by the people
of the all department the researcher found that it would be feasible to conduct the study in the organization.
Pre-Testing
In order to find out the
accessibility and feasibility of the questionnaire the researcher did pre-test
with five respondents to make it more practicable. Since the respondents did
not find an difficulty in answering the questions there was no need to do
modifications in the schedule.
Source of data collection
The source of data collection is primary.
The researcher collected the information directly from the employees. The
information regarding the number of employees employed in the various
departments were obtained with the use of register which is a secondary source.
Tools of data collection
The researcher used standardized scale
which was developed by Stephen Robins in the year 1991. The questionnaire consists of 45 questions measuring
three dimensions namely solution orientation, non-confrontational and
control. The questionnaire consisted of
59 questions which also includes 14 items as personal data.
Data collection
The researcher collected
the data during the month of July 2006 using the questionnaire method. It took almost three
weeks for its completion. The respondents were contacted individually during
their leisure hours and the data were collected. The aim of the study was
briefly explained to them and they were assured about the confidentiality. Then
the questionnaire was administered individually and was collected.
Scoring procedure
There are 45 questions in the conflict
management strategies inventory. Each statement is followed by seven points
response mode. Each response mode is assigned a specific score. There are three dimensions
Ø
Solution-oriented
(Questions:1,4,6,8,9,11,13,16,19,20,21,32,33,34,38,39,41,42,44)
Ø
Non-confrontational
(Questions:
2,5,7,12,14,15,23,24,25,27,28,29,40,45)
Ø
Control
(Questions: 3,10,17,18,22,26,30,31,35,36,37,43)
The details of the scores are
given below
Response Mode Scores Assigned
Always 1
Very
often 2
Often 3
Sometimes 4
Seldom 5
Very
seldom 6
Never 7
Ø
Lesser the score greater the conflict management
abilities.
Ø
The reliability of the scale is 0.889
Ø
The researcher applied median test to categorize
the conflict management strategies into two levels namely low and high.
DIMENSIONS
SOLUTION ORIENTED
It refers to the conflict
management strategies used by the respondents like collaboration and
compromise.
Low solution oriented
The score is upto 62 it is
considered as low solution oriented conflict management.
High solution oriented
If the score is 63 and
above it is considered as high solution oriented conflict management.
NON – CONFRONTATIONAL
It refers to the conflict
management strategies used by the respondents through avoidance and
accommodation.
Low Non-Confrontational
The score is upto 54 it is considered as low
non-confrontational conflict management.
High Non-Confrontational
If the score is 55 and
above it is consider as high non-confrontational conflict management .
CONTROL
It refers to the conflict
management strategies used by the respondents which is synonymous with
competition.
Low control
The score is upto 46 it is
considered as low control conflict management.
High control
If the score is 47 and
above it is considered as high control conflict management.
OVERALL
Low
The score is upto 169 it is
considered as low overall conflict
management.
High
If the score is 170 and
above it is considered as high overall conflict management.
Conceptual definition
Conflict
“The struggle between
incompatible or opposing needs, wishes, ideas, interests, or people. Conflict
arises when individuals or groups
encounter goals that both parties cannot obtain statisfactoly”.
-
Chung and Megginson
Strategy
“Strategy refers to the
basic goals and objectives of the organization, the major programmers of action
chosen to reach these goals and objectives and major patterns of resource
allocation used to relate the organization to its environment“.
-
Schendel and Hatten
Operational definition
Conflict
In this present study
conflict means that with in an individual when there is incompatibility between
his own goals or events; between two groups in an organisations.
Worker
A worker refers to a person
employed in an organization who does not hold any position of a manager or an
officer but one who uses the machines for the manufacturing process at TANCEM.
Staff
It refers to a person who
got any formal education and one who is not concerned with the operation,
maintenance and use of machines for the manufacturing process but one who does
clerical and supervisory works at TANCEM.
Executive
It refers to person who got any formal education
and does administrative works like leading, planning and controlling at TANCEM.
Solution oriented
It refers to the conflict management strategies
used by the respondents like
collaboration and compromise.
Non-Confrontational
It refers to the conflict
management strategies used by the respondents through avoidance and accommodation.
Control
It refers to the conflict management strategies
used by the respondents which is synonymous with competition.
Statistical Analysis
The end result of the data
collection is the accumulation of raw data, in a quantitative form, such data
are then summarized and subjected to statistical analysis. Standard scoring
procedure was adopted and data was analysed statistically by using the SPSS
[Statistical Package for Social Sciences]. For the quantitative data the researcher applied
various tests like ‘t’-test, median test, correlation one way analysis and
chi-square test to measure the degree of relationship and difference of the data collected.
Difficulties Encountered
·
The researcher was not able to find some of the
employees in their work spot due to their work schedule during the data
collection process.
·
Therefore researcher waited for their leisure
time and met the employees and personally got the questionnaire filled by
them.
·
The researcher found it difficult to travel such
a long distance to the industrial sector from his place
CHAPTER -V
ANALYSIS AND
INTERPRETATION
Table: 1 Distribution of Respondents by their Educational Qualification
|
Sl. No
|
Educational
Qualification
|
No. of
Respondents
(N =
120)
|
Percentage
|
|
1
|
SSLC
|
36
|
30.0
|
|
2
|
ITI
|
28
|
23.3
|
|
3
|
Diploma
|
14
|
11.7
|
|
4
|
UG
|
30
|
25.0
|
|
5
|
PG
|
12
|
10.0
|
INFERENCE:
It is inferred from the above table that
30 percent of the respondents are SSLC, 25 percent of the respondents are
graduates, 23.3 percent of the respondent are ITI and more or less equal number
of the respondent are Diploma (11.7%)and 10% of the respondents are PG.
Table: 2 Distribution of Respondents by their Place of Birth
|
Sl. No
|
Place of Birth
|
No. of Respondents
(N = 120)
|
Percentage
|
|
1
|
Village
|
72
|
60.0
|
|
2
|
Town
|
42
|
35.0
|
|
3
|
City
|
06
|
05.0
|
INFERENCE:
It is observed from the above table that
more than half of the respondents (60%) are from village where as 35 percent of
the respondents from Town and only few percent of the respondents (50%) come
from city.
Table: 3 Distributions of Respondents by their Type of Family
|
Sl. No
|
Type of Family
|
No. of Respondents
(N = 120)
|
Percentage
|
|
1
|
Joint Family
|
32
|
26.7
|
|
2
|
Nuclear Family
|
88
|
73.3
|
INFERENCE:
It is noted from the above table that
great majority of the respondents (73.3%) are from nuclear family and only 26.7
percent of the respondents from joint family.
Table: 4
Distribution of Respondents by their Designation
|
Sl. No
|
Designation
|
No. of Respondents
(N = 120)
|
Percentage
|
|
1
|
Workers
|
60
|
50.0
|
|
2
|
Staff
|
30
|
25.0
|
|
3
|
Executive
|
30
|
25.0
|
INFERENCE:
It is found that half of the respondents
(50%) are at worker, and equal member of the respondents (25%) are staff and
executive.
Table: 5 Distribution of
Respondents by their Department
|
Sl. No
|
Department
|
No. of Respondents
(N =120)
|
Percentage
|
|
1
|
Mines
|
10
|
08.3
|
|
2
|
Technical
|
56
|
46.7
|
|
3
|
Auto Carriage
|
08
|
06.7
|
|
4
|
Quality Control
|
11
|
09.2
|
|
5
|
Marketing
|
08
|
06.7
|
|
6
|
Finanace
|
15
|
12.5
|
|
7
|
Personnel and Administration
|
12
|
10.0
|
INFERENCE:
It is seem from the above table that
little less than half of the respondents (46.7%) are from technical department
and more or less equal member of the respondents are from finance department
(12.5%) personnel and administrative department (10.0%) and 09.2 percent from
quality control, 08.3 percent from mines department and equal member of the
respondents (6.7%) are from Auto carriage and marketing.
Table: 6 Distribution of Respondents by their Name of the Federation to
which they belong
|
Sl. No
|
Name of the Federation
|
No. of Respondents
(N = 120)
|
Percentage
|
|
1
|
Nil
|
26
|
21.7
|
|
2
|
INTUC
|
13
|
10.8
|
|
3
|
CITU
|
19
|
15.8
|
|
4
|
ADMK
|
23
|
19.2
|
|
5
|
DMK
|
24
|
20.0
|
|
6
|
TANCEM Officers Association
|
15
|
12.5
|
INFERENCE:
It is noted from the above table that 21.7
percent of the respondents are not member of any association and move or less
equal member of the respondents are DMK (20%), ADMK (19.2%), 15.8 percent are
CITU, 12.5 percent are TANCEM officers association and 10.8 percent are INTUC.
Table: 7 Distribution of
Respondents by their Perception of Conflict Management
Strategies
|
Sl. No
|
Various Dimensions of conflict Management Strategies
|
No. of Respondents
(N = 120)
|
Percentage
|
|
1
|
Solution Orientation
Low
Moderate
High
|
32
59
29
|
26.6
49.2
24.2
|
|
2
|
Non Confrontational
Low
Moderate
High
|
30
62
28
|
25.0
51.7
23.3
|
|
3
|
Control
Low
Moderate
High
|
31
57
32
|
25.8
47.5
26.7
|
|
4
|
Conflict Management Strategies
(Over all Total)
Low
Moderate
High
|
46
44
30
|
38.3
26.7
25.0
|
INFERENCE:
It is evident from the above table that
little less than half of the respondents (49.2%) have moderate level of
solution oriented perception where as 26.6 percent of the respondents have low
level of solution oriented attitude and 24.2 percent of the respondents
perceive high level of solution oriented strategies.
It is observed from above table that more than half of the respondents
(51.7%) have moderate level of non-confrontational strategies. Where as more or
less equal number of the respondents perceive low (25%) high (23.3%) level of
non-confrontational strategies.
It is also seen from the table that little
less than half of the respondents (47.5%) have moderate level of control where
as more or less equal member of the respondents perceive high (26.7%), low
(25.8%) level of control oriented strategies. It
is noted from the table that less than half of the respondent (38.3%) perceive low level of conflict
management strategies with regard
overall score. It is also clear that 26.7 percent of the respondents perceive
moderate level of conflict management strategies and 25 percent of the
respondents perceive high level of conflict management strategies with regard
to over all score.
Table: 8 Karl Pearson’s coefficient of correlation between the Age of
the respondents, No. of Children, No. of Dependents, Work Experience, and their
Conflict Management Strategies
|
Sl. No
|
Dimensions
|
Correlation Coefficients (N = 120)
|
|||
|
Age
|
No. of Children
|
No. of Dependents
|
Work Experience
|
||
|
1.
|
Solution Orientation
|
-0.011
|
-0.025
|
-0.026
|
-0.056
|
|
2.
|
Non Confrontational
|
0.082
|
-0.072
|
-0.185*
|
0.102
|
|
3
|
Control
|
0.092
|
0.107
|
-0.013
|
0.094
|
|
4
|
Conflict Management Strategies
(Over all Total)
|
0.015
|
-0.017
|
-0.052
|
-0.024
|
*significant at
0.05 level
INFERENCE:
It is noted from the table that there is
no significant relationship between the age, No of children, work experience of
the respondents and various dimensions of conflict management strategies and
over all score.
It is also no significant relationship
between No. of dependents and solution oriented, control oriented and overall
score of conflict management strategies.
However there is a significant
relationship between No. of dependents and non-confrontational of conflict
management strategies.
Table: 9 Inter Correlation Matrix between the Major sub Dimensions
|
Dimensions
|
Solution Orientation
|
Non Confrontational
|
Control
|
Conflict Management Strategies
(Over all Total)
|
|
Solution Orientation
|
1.000
|
|
|
|
|
Non Confrontational
|
0.210*
|
1.000
|
|
|
|
Control
|
-0.002
|
0.390**
|
1.000
|
|
|
Conflict Management Strategies
(Over all Total)
|
0.971**
|
0.394**
|
0.204*
|
1.000
|
*significant at
0.05 level
** Significant
at 0.01 level
INFERENCE:
The inter
correlation matrix between the various dimensions of the conflict management
strategies were drawn and significant correlation were found. A high level of
positive correlation is seen between the various dimensions with their overall
conflict management strategies. Where in as the solution oriented non-confrontational
and control increased and the overall conflict management strategies also
increases.
table: 10 Association between Educational Qualification and their
Conflict Management Strategies
|
Sl. No
|
Educational
Qualification
|
Conflict Management Strategies
(N =120)
|
X2
|
||
|
Low
|
Moderate
|
High
|
|||
|
1.
|
Solution Orientation
SSLC
ITI
Diploma
UG
PG
|
13
09
01
06
03
|
15
15
09
17
03
|
08
04
04
07
06
|
11.597
df = 8
P >0.05
Not Significant
|
|
2.
|
Non confrontation
SSLC
ITI
Diploma
UG
PG
|
11
07
03
07
02
|
19
05
09
14
05
|
06
06
02
09
05
|
5.240
df = 8
P >0.05
Not Significant
|
|
3
|
control
SSLC
ITI
Diploma
UG
PG
|
09
06
05
08
03
|
17
16
04
14
06
|
10
06
05
08
03
|
3.132
df = 8
P >0.05
Not Significant
|
|
4
|
Conflict Management (Total)
SSLC
ITI
Diploma
UG
PG
|
16
09
05
13
03
|
10
03
06
10
05
|
10
06
03
07
04
|
3.922
df = 8
P >0.05
Not Significant
|
INFERENCE:
The above table shows that there is a no significant
association between educational qualification of the respondents and solution
oriented, non-confrontation, control dimensions of conflict management
strategies and overall score.
Table: 11 Association between Monthly Income and their Conflict
Management Strategies
|
Sl. No
|
Monthly Income
|
Conflict Management Strategies
(N =120)
|
X2
|
||
|
Low
|
Moderate
|
High
|
|||
|
1.
|
Solution Orientation
5000-10000
10001-15000
15001-20000
20001-25000
|
24
07
01
01
|
41
13
04
01
|
20
04
02
03
|
7.213
df = 6
P >0.05
Not Significant
|
|
2.
|
Non confrontation
5000-10000
10001-15000
15001-20000
20001-25000
|
20
07
02
01
|
45
13
03
01
|
20
04
02
02
|
2.747
df = 6
P >0.05
Not Significant
|
|
3
|
Control
5000-10000
10001-15000
15001-20000
20001-25000
|
20
08
03
00
|
43
10
02
02
|
22
06
02
02
|
4.263
df = 6
P >0.05
Not Significant
|
|
4
|
Conflict Management (Total)
5000-10000
10001-15000
15001-20000
20001-25000
|
31
12
00
00
|
30
09
02
02
|
24
03
02
02
|
5.992
df =6
P >0.05
Not Significant
|
INFERENCE:
The above table indicates that there is no
significant association between monthly income of the respondents and solution
oriented, non-confrontation control of conflict management strategies and over
all score.
Table: 12
Association between Place of
Birth of the respondents and their Conflict Management Strategies
|
Sl. No
|
Place of Birth
|
Conflict Management Strategies
(N =120)
|
X2
|
||
|
Low
|
Moderate
|
High
|
|||
|
1.
|
Solution Orientation
Village
Town
City
|
20
11
01
|
36
19
04
|
16
12
01
|
1.367
Df = 4
P >0.05
Not Significant
|
|
2.
|
Non confrontation
Village
Town
City
|
19
10
01
|
38
22
02
|
15
10
03
|
2.683
Df = 4
P >0.05
Not Significant
|
|
3
|
Control
Village
Town
City
|
18
12
01
|
36
18
03
|
18
12
02
|
0.862
Df = 4
P >0.05
Not Significant
|
|
4
|
Conflict Management (Total)
Village
Town
City
|
31
14
01
|
23
18
03
|
18
10
02
|
20786
Df =4
P >0.05
Not Significant
|
INFERENCE:
The above table shows that there is no significant
association between the place of birth of the respondents and solution oriented
non-confrontational, control of conflict management strategies and overall
score.
CHAPTER - VI
FINDINGS
FINDINGS RELATED TO
SOCIO-DEMOGRAPHIC VARIABLES
30% of the respondents are SSLC
More than half of the respondents (60%) are from
village.
Majority of the respondents (73.3%) are from
nuclear family.
Half of the respondents (50%) are at workers.
Little less than half of the respondents (46.7%)
are from technical department.
21 percent of the respondents are not member of
any association
Less than half of the respondents (38.3%)
perceive low level conflict management strategies.
FINDINGS RELATED TO RESEARCH HYPOTHESES
Research
hyposthesis-1
There is a
significant relationship between no.of dependents and non-confrontational of
conflict management strategies.
Null Hypothesis
There is no
significant relationship between no.of dependents of the respondents and
solution oriented, control oriented and overall score of conflict management
strategies and the age, no.of children were experience of the respondents and
various dimensions of conflict management strategies and overall score.
Findings
Karl pearson’s
co-efficient of correlation test was applied and significant positive
correlation was found no.of dependent of the respondents in
non-confrontational.
Hence Research hypothesis is accepted null hypothesis is
rejected. (TABLE:8)
Research
hypothesis-2
Higher the
adoption of solution oriented and non-confrontational strategies by the
respondents higher will be their conflict management.
Null hypothesis
There is no
relationship between the solution oriented and non-confrontational strategies
by the higher will be their conflict management.
Findings
Inter
correlation matrix test between was applied and significant was found in
solution oriented and non-confrontation oriented strategies.
Hence Research hypothesis is accepted and null hypothesis
is rejected.(TABLE-9)
Research hypothesis-3
There is a
significant association between educational qualification of the respondents
and overall-score of conflict management strategies.
Null hypothesis
There is no
significant association between educational qualification of the respondents
and overall score of conflict management strategies.
Findings
Chi-Square test
was applied and significant positive correlation was found educational
qualification of the respondents.
Hence null hypothesis is accepted and the research hypothesis
is rejected.(TABLE:10)
Research
hypothesis-4
There is a
significant association between Monthly income of the respondents and
overall-score of conflict management strategies.
Null hypothesis
There is no
significant association between Monthly income of the respondents and overall
score of conflict management strategies.
Findings
Chi-Square test
was applied and significant positive correlation was found monthly income of
the respondents.
Hence null hypothesis is accepted and the research
hypothesis is rejected. (TABLE-11)
Research
hypothesis-5
There is a
significant association between the place of birth of the respondents and
overall-score of conflict management strategies.
Null hypothesis
There is no
significant association between the place of birth of the respondents and
overall score of conflict management strategies.
Findings
Chi-Square test
was applied and significant positive correlation was found the place of birth
of the respondents.
Hence null hypothesis is accepted and the research
hypothesis is rejected.(TABLE- 12)
FINDINGS RELATED TO VARIOUS DIMENSIONS OF CONFLICT MANAGEMENT
STRATEGIES.
·
There is a significant relationship between
no.of dependents and non confrontational of conflict management strategies.
·
There is a significant higher the adoption of
solution oriented and non-confrontational strategies by the respondents higher
will be their conflict management.
·
There is a significant difference between type
of family of the respondents with regard to their control oriented of conflict
management strategies.
·
There is no significant relationship between
no.of dependents of the respondents and solution oriented, control oriented and
overall score of conflict management Strategies and the age, no.of children,
work experience of the respondents and various dimensions of conflict
management strategies and overall score.
·
There is no relationship between the solution
oriented and non-confrontational strategies by the higher will be their
conflict management.
·
There is no significant association between
educational qualification of the respondents and overall conflict management
strategies.
·
There is no significant association between
monthly income of the respondents and overall score of conflict strategies.
·
There is no significant association between the
place of Birth of the respondents and overall score of conflict management
strategies.
·
There is no significant difference between the
designation of the respondents with regard to the over all conflict management strategies.
·
There is no significant difference between type
of family of the respondents with regard to their control oriented of conflict
management strategies.
CHAPTER VII
SUGGESTION AND RECOMMENDATION
·
Training programmes can be organized based on
interpersonal development.
·
Opportunities for overall development must be
provided in different areas, such as technology, team work, personality etc..
·
Counseling programmes can be arranged to make
the employees emotional independent.
·
The organization can organize programmes like
meditation, yoga and other recreation programmes to their employees at
different levels to reduce their job stress.
·
Considered difficult adverse are demanding job
situations as inevitable part of the job to overcome the hardships.
·
Personality development programmes must be given
to the employees to attain a uniqueness.
·
The organization can organize training
programmes to their employees about the recent trends in industrial sector.
·
Don’t be rigid in the ways of functioning
attitudes and decisions.
·
Employees must be motivated through monitory
benefits as well as other welfare services.
·
The industrial social worker must be appointed
to look on the labour problems.
·
The working conditions of the employees must be
improved to enhance the turnover of the industry.
·
Workers participation must be encourage to have
a overall conducive working milieu.
·
Trade unions must be strengthen based on the
needs of the employees and numerous trade unions.
·
Grievance handling procedure must be properly
adopted and rendered to the employees.
CHAPTER-VIII
CONCLUSION
Conflict is a part of everyday life of an
individual or of an organization. Conflict has considerable influence on
employee behaviour, performance and satisfaction. It also affects an
organization’s effectiveness.
Conflict is understood as a struggle
between incompatible or opposing needs, wishes, ideas, interests or people.
Conflict differs from competition. In competition one party does not try to
frustrate the attempts of another, but it happens in conflict.
Energizing conflicting parties,
promoting change and increasing organization effectiveness are some of the
positive consequences of conflict.
1. CONFLICT IS UNVOIDABLE
It is evident that conflict is inevitable
and is integral of the nature of change. It is also important to understand
that minimum level of conflict is optimal and if viewed positively is a vital
factor to have a competitive edge in organizational functioning.
2. CONFLICT CAN BE USEFULL
FOR ORGANISATION IF CONSTANT.
The attitude about conflict has changed
overtime. Earlier, conflict was considered to be unnecessary and harmful. Now
conflict is held to be inevitable and desirable.
Since conflicts are indispensable
in an organization it becomes imperative that these conflicts are confronted
than being avoided.
The researcher has gained
enriching knowledge on conflict management in industrial sectors. Which has
made him to know the different style of handling conflict and strategies?
CHAPTER – IX
LIMITATIONS OF THE STUDY
Ø
The
researcher has included only the limited employees for the study and so it
cannot be generalized to all other cadres.
Ø
The
researcher has adopted only Conflict management strategies and was unable to
concentrate on solution job stress related areas.
CHAPTER – X
SCOPE OF THE STUDY
The present study attempts to find out the
extent of conflict management strategies adopted by the employees in TANCEM,
Ariyalur. The assessment has been made with reference to solution oriented,
non-confrontational, control and also has focused on giving specific
suggestions to improve the relations in industrial sector.
It is hoped the findings of the present
study could provide an empirical bases upon which conflict management
strategies adopted by the employees has styled to meet their needs of the
industrial people.
It gives them the intricate details that
they actually need to take their organization to greater heights.
It also helps them to know where do they
actually stand what do they lack and
they find it easier to improve upon themselves in a way they help their workman
and their sub-ordinates in maintaining a problem free organization. This study
helps the personnel department to identify the various tools and techniques and
the type of training programme that are to be conducted for their employees.
CHAPTER – XI
ANNEXURE – I
QUESTIONNAIRE
Conflict Management
Strategies Adopted by the
Employees in
Tamil Nadu Cements Corporation Ltd.,
Personal Data
Age :
Sex : Male / Female
Educational Qualification :
Native background : Village / Town / City
Marital Status : Married
/ Unmarried
No. of Children :
No. of Dependence :
Type of Family : Joint / Nuclear
Year of Experience :
Designation :
Department :
Monthly Income :
Are you member of any Association :
If yes, Specify the Name :
1- Always 2-Very often 3-Often 4-
Sometimes
5- Seldom 6- Very Seldom 7- Never
Encircle the appropriate one :
1. I blend my ideas with my
supervisor’s to
create new alter native for resolving a
disagreement. 1 2 3 4 5 6 7
2. I shy away from topics that
are sources of
disputes with my supervisors. 1 2 3 4 5 6 7
3. I make my opinion known in a
disagreement
with my supervisors. 1 2 3 4 5 6 7
4. I suggest solutions that
combine a variety of
view point. 1
2 3 4 5 6 7
5. I steer clear of disagreeable
situations. 1 2 3 4 5 6 7
6. I give in a little on my ideas
when my
supervisor also
gives in. 1 2 3 4 5 6 7
7. I avoid my supervisor when I
suspect that
he or she wants to discuss. 1 2 3 4 5 6 7
8. I integrate arguments into a
new solution
from
the issues raised in dispute with my
supervisor 1 2 3 4 5 6 7
9. I will 50-50 to reach a
settlement with my
Supervisor. 1 2 3 4 5 6 7
10. I raise my voice when I am
buying to get
my supervisor to accept my position. 1 2 3 4 5 6 7
11. I offer one creative solution
in discussion of
disagreements. 1 2 3 4 5 6 7
12. I keep quiet about my views
in order to
avoid the disagreement. 1 2 3 4 5 6 7
1- Always 2-Very often 3-Often 4-
Sometimes
5- Seldom 6- Very Seldom 7- Never
13. I give in if my supervisor
will meet me
halfway. 1 2 3 4 5 6 7
14. I down play the importance of
disagreement. 1 2 3 4 5 6 7
15. I reduce disagreements by
making them
seem
insignificant. 1 2 3 4 5 6 7
16. I meet my supervisor at a
midpoint in our
differences. 1 2 3 4 5 6 7
17. I dominate arguments until my
supervisor
understand my position. 1 2 3 4 5 6 7
18. I suggest we work together to
create
solution to disagreements. 1 2 3 4 5 6 7
19. I try to use my supervisor’s
ideas to
generate solution
to problems. 1 2 3 4 5 6 7
20. I assert my opinion
forcefully. 1 2 3 4 5 6 7
21. I offer made – off to reach
solution in a
disagreement . 1 2 3 4 5 6 7
22. I argue insistently for my
stance. 1 2 3 4 5 6 7
23. I with draw when my
supervisor comforts
me about controversial issue. 1 2 3 4 5 6 7
24. I side step disagreements
when they
arouse 1 2 3 4 5 6 7
25. I try to smoother over
disagreement by
making them appear unimportant. 1 2 3 4 5 6 7
26. I insist my position be
accepted during a 1 2 3 4 5 6 7
disagreement with my supervisor.
27. I make our difference seem less
serious. 1 2 3 4 5 6 7
1- Always 2-Very often 3-Often 4-
Sometimes
5- Seldom 6- Very Seldom 7- Never
28. I hold my tongue rather than
argue with my
supervisor. 1 2 3 4 5 6 7
29.
I case conflict by damning our difference
are
trivial. 1 2 3 4 5 6 7
30. I stand firm expressing my view points
during a disagreement with
my supervisor. 1 2 3 4 5 6 7
31. I argue my case with my co-workers to
show the merits of my position. 1 2 3 4 5 6 7
32. In negotiate with my co-workers so that a
compromises can be reached. 1 2 3 4 5 6 7
33. I try to satisfy the expectation of my
co-workers. 1 2 3 4 5 6 7
34. I try investigate an issue with my
co-workers to find a
solution acceptable
to us. 1 2 3 4 5 6 7
35. I am firm in pursuing my side of the issue. 1 2 3 4 5 6 7
36. I attempt to avoid being “put on the sport”
and try to keep my conflict
with my co
workers to myself. 1 2 3 4 5 6 7
37. I hold on to my solution to a problem. 1 2 3 4 5 6 7
38. I use “given and take” so that compromise
can be made. 1 2 3 4 5 6 7
39. I exchange accurate information with my
co-workers to solve a
problem together. 1 2 3 4 5 6 7
40. I avoid open discussion of my difference
with my co-workers. 1 2 3 4 5 6 7
41. I accommodate the wishes of my
Co-workers. 1 2 3 4 5 6 7
1- Always 2-Very often 3-Often 4-
Sometimes
5- Seldom 6- Very Seldom 7- Never
42. I try to bring all our concerns out in the
open so that the issues can
be solved in
the possible way. 1 2 3 4 5 6 7
43. I propose a middle ground for breaking
dead locks. 1 2 3 4 5 6 7
44. I go along with my suggestions of my
co-workers. 1 2 3 4 5 6 7
45. I try to keep my disagreement with my
co-workers to myself in
order to avoid
those hard feelings. 1 2 3 4 5 6 7
ANNEXURE – II
BIBLIOGRAPHY
·
Aswathappa.K,
1999, Organisational Behaviour, Himalaya PublishingHouse, Bombay.
·
Fisher.K
and Rayner.S, 1995, Tips for Teams, TATA McGraw Hill Book Company, New
Delhi.
·
Ghosh.P.K,
2000, Strategic Planning and Management, Sulthan Chand and sons, New Delhi.
·
Kothari.C.R,
2003, Research Methodology, Wishwa Prakashan Publishers, New Delhi.
·
Luthans
Fred, 2002, Organisational
Behaviour, TATA McGraw Hill publichers Ltd, New Delhi.
·
Ramaswami.N,
1997, Organisational Behaviour, Chennai.
·
Robins
Stephen, 1997, Organisational Behaviour, Prentice Hall of India Ltd, New
Delhi.
·
Sekaran
Uma, 2000, Organisational Behaviour,
TATA McGraw Hill publichers Ltd, New Delhi.
·
Tripathi.P.C,
2004, Personnel Management and Industrial Relations, Sulthan Chand and sons
publishers, New Delhi.
Journals
·
Morshima.M
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Website
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www.google.com
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www.gordontraining.com
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www.education_world.com
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www.conflictatwork.com
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www.workteams.unt.com
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www.tancem.com