Statement of the problem
In every organization, several conflicts are visible from every essential areas and functions of the organization and that there lacks proper handling of people and the organization is without strategies of conflict management, managing the impact of conflict into the organization. Ideally, the ability to take business control of conflict is important as the purpose of this study is to investigate whether the use of certain conflict management strategies, will predict reductions in into workplace conflict as well as role ambiguity, also work overload and time pressure. Research outcomes will indicate that, such conflict management strategies do significantly predict low scores on several specific conflict examples as tested and on levels of overall conflict management impacts.
There can be issues on conflict management effectiveness and how to achieve them according to the principles of the organization and its climate adaptations. The constructive conflict management is a vital concern for every manager. When conflicts are managed constructively they can help identify and solve problems, develop and maintain strong relationships, and sustain member loyalty and motivation. When conflicts are poorly managed they waste time and resources, damage member loyalty and motivation, undermine teamwork, and distort decision-making and planning. Strong productive teams can be maintained only when their members manage their conflicts well. The organizations attempt to influence members' beliefs and skills by providing training in conflict management. When team relationships become seriously problematic, some organizations conduct off-site retreats for teambuilding synergy and success, unless the organization's climate promotes constructive conflict management behaviors, training tends to have frustratingly limited impact, and the beneficial effects of teambuilding retreats prove to be both limited and temporary. It is clear, there should address the impact of organizational climate on the conflict management behavior of members.
Background of the study
The ability to successfully minimize and resolve conflict is an important skill for the organization to develop, as faced with the classic confrontation between individual needs and organizational needs, requiring them to spend a major part of their time attempting conflict mediation. The "appropriate" management strategy in a given situation requires accurate identification of both the conflict origin and participants and their relationships, in order to apply effective resolution technique. Ideally, this technique must reduce the dysfunctional dimension of conflict so as to capitalize on its functionality for the good of the organization concerned. Consequently, there is conflict anticipation and detection should always constitute the first two phases of good conflict management, the pro-action rather than reaction of the issues if there is any. Furthermore, strategies for conflict resolution will vary according to philosophical bases of the ones involved and encompasses win-lose, lose-lose and win-win approaches to conflict management, the impact can be overused as strategy for solving conflicts.
Methodology
The methodology will include usage of organization climate influence as well as power to bring about compliance and compromise. The need to realize win-win approach, the method yields solutions satisfactory to organization team to the conflict wins something, and the conflict is resolved in a constructive manner. An important point must be borne in mind when attempting to deal effectively with organizational conflict, for insurance one method will not apply to situations, as given in various approaches to conflict management. The conflict has been effectively managed when it no longer interferes with the ongoing activities of those involved. Conflict management is therefore the process of removing cognitive barriers to agreement (Greenhalgh, 1986). Depending on the situation, conflict management techniques often focus on changing structure, changing process or both. Indeed, structural modifications are not very creative, and the response to conflict is simply more rules and hardening of the role structure.
Aside, if the basis of conflict is lack of trust or suspicion of motives, an effective approach is to bring the parties together and let them get to know each other. However, if the conflict is rooted in differences in principle, increased interaction could exacerbate the situation, the modifying of reward system can be effective if inequity in extrinsic or intrinsic rewards is the cause of conflict. An approach to conflict management is predicated upon the idea that diagnosis of the situation is necessary as a basis of action. The contingency view is that there is not one best way of managing conflict under all conditions, but that there are optimal ways of managing it under certain conditions (Owens, 1987). An important aspect of conflict management is: alternative ways of managing conflict and kinds of situations in which each of these various alternatives might be expected to be the most effective.
The one good step is to assess the influence of an organization's climate on members' conflict management behavior. The Conflict Climate Inventory was designed to assist in this assessment, identified sixteen elements of organizational climate that have been shown to influence the behavior of members when they experience conflict. In interpreting the results of the conflict climate inventory, however, it will be important to bear in mind that "climate" is a holistic concept. Climate acts on individual members as an undifferentiated whole, affecting how they feel, what they notice and think about, and how they behave. Thus, while scores for each of the elements can be very helpful in diagnosing the climate and identifying specific ways to improve it, no score can tell in complete story, the understanding and enhancing of organizational climate remains noted.
Greenhalgh, L. (1986). SIVIR forum: Managing conflict. Sloan Management Review, 27, 45-51
Owens, R.G. (1987). Organizational Behavior in Education. Englewood Cliffs, N.J.: Prentice-Hall
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