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ANALYSIS OF CONFLICT MANAGEMENT STYLES IN TEAMS
Submitted To: Dr. R. P. Raya
PROJECT REPORT
Submitted By
KAMALAKKANNAN G GAURAV KUMAR ARVARIYA SUSHIL SHAKYA
Section – B
DEPARTMENT OF MANAGEMENT STUDIES
SCHOOL OF MANAGEMENT
PONDICHERRY UNIVERSITY
ACKNOWLEDGEMENT
The successful completion of any task would be incomplete without
mentioning the names of the persons who helped to make it possible. I take
this opportunity to express my gratitude in a few words to all those who
helped me in the completion of this project.
I convey my sincere thanks to Dr. R. P. RAYA for giving this
opportunity to have such a study about Conflict Management.
I express my sincere thanks and deep sense of gratitude to Team leads Mr.
Mohan (CTS), Mr. Sathish Kumar (Wipro) and Mr. Sonu Dass (Syntel Inc.,) for
permitting us to conduct the study on their Organization. I sincerely thank my
friends for giving timely advice in all the aspects for the success of this project
work.
CONTENTS
S. No. TITLES Page No.
1. Executive Summary 1
2. Introduction 2
3. The Conflict Management Process 3
4. Strategies for Conflict Management 4
5. Ways People Deal with Conflict 6
6. Objectives 9
7. Research Methodology 10
8. Data Analysis 12
9. Correlation Analysis 15
10. Conclusion 17
11. Questionnaire 19
Conflict Management
EXECUTIVE SUMMERY
Cognizant Technology Solutions (CTS)reputed organization in IT Sector. They provide Software Solutions, BPO works in and around world. These MNC’s works.
The Objective of the project is to identify and compare the conflict management styles followed in the teams of each company.Correlation Analysis on the data collected on their Conflict Management Styles.
If the Conflict is managed in a way that brings out positive effect then the productivity of the organization self awareness about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment.
EXECUTIVE SUMMERY
Cognizant Technology Solutions (CTS), Wipro & Syntel Incin IT Sector. They provide Software Solutions, BPO works
in and around world. These MNC’s are playing a major part in
The Objective of the project is to identify and compare the conflict agement styles followed in the teams of each company.
Correlation Analysis on the data collected on their Conflict Management Styles.
If the Conflict is managed in a way that brings out positive effect then the productivity of the organization would be increased. It also increases the
about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment.
1
Syntel Inc are three in IT Sector. They provide Software Solutions, BPO works
a major part in US outsourcing
The Objective of the project is to identify and compare the conflict agement styles followed in the teams of each company. Computing
Correlation Analysis on the data collected on their Conflict Management Styles.
If the Conflict is managed in a way that brings out positive effect then It also increases the
about conflict modes, conflict communication skills, and establishing a structure for management of conflict in your environment.
Conflict Management
Conflict is a fact of life. Although many people
unfortunate results, some conflict is actually necessary and good. It all depends
on how a particular conflict is handled.
What is Conflict?
“A process that begins when one party perceives that another party has
negatively affected, or is about to negatively affects something that first cares
about.”
“Conflict occurs when there are two or more competing responses to a
single event.”
“Is a process that begins when one party perceives that
has negatively affected, or
first party cares about.”
Conflicts must be perceived by the parties to it; whether or not conflict exists is
a perception issue. If no one is aware of a conflict, then it is generally agreed
that no conflict exist. Conflict can be a serious problem in an organization. It
can create chaotic conditions that make it nearly impossible for employees to
work together on the other hand; conflict also has a well known positive side.
INTRODUCTION
Conflict is a fact of life. Although many people think only of its ugly or
unfortunate results, some conflict is actually necessary and good. It all depends
on how a particular conflict is handled.
“A process that begins when one party perceives that another party has
ted, or is about to negatively affects something that first cares
“Conflict occurs when there are two or more competing responses to a
“Is a process that begins when one party perceives that
has negatively affected, or is about to negatively affect, something that the
Conflicts must be perceived by the parties to it; whether or not conflict exists is
a perception issue. If no one is aware of a conflict, then it is generally agreed
ct exist. Conflict can be a serious problem in an organization. It
can create chaotic conditions that make it nearly impossible for employees to
work together on the other hand; conflict also has a well known positive side.
2
think only of its ugly or
unfortunate results, some conflict is actually necessary and good. It all depends
“A process that begins when one party perceives that another party has
ted, or is about to negatively affects something that first cares
“Conflict occurs when there are two or more competing responses to a
“Is a process that begins when one party perceives that another party
affect, something that the
Conflicts must be perceived by the parties to it; whether or not conflict exists is
a perception issue. If no one is aware of a conflict, then it is generally agreed
ct exist. Conflict can be a serious problem in an organization. It
can create chaotic conditions that make it nearly impossible for employees to
work together on the other hand; conflict also has a well known positive side.
Conflict Management
THE CONFLICT MANAGEMENT PROC
What is conflict management?
Conflict may be defined as a struggle or contest between people with
opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable;
however, the results of conflict are not predetermined. Conflict might escalate
and lead to non-producti
lead to quality final products.
Therefore, learning to manage conflict is integral to a high
team. Although very few people go looking for conflict, more often than not,
conflict results because of miscommunication between people with regard to
their needs, ideas, beliefs, goals, or values. Conflict management is the
principle that all conflicts cannot necessarily be resolved, but learning how to
manage conflicts can decrease the odds of
Conflict management involves acquiring skills related to conflict
resolution, self-awareness about conflict modes, conflict communication skills,
and establishing a structure for management of conflict in your environment.
How do people respond to conflict? Fight or F
Physiologically we respond to conflict in one of two ways
“get away from the conflict” or we are ready to “take on anyone who comes
our way.” Think for a moment about when you are in conflict. Do
leave or do you want to fight when a conflict presents itself? Neither
physiological response is good or bad
THE CONFLICT MANAGEMENT PROCESS
What is conflict management?
Conflict may be defined as a struggle or contest between people with
opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable;
however, the results of conflict are not predetermined. Conflict might escalate
productive results, or conflict can be beneficially resolved and
lead to quality final products.
Therefore, learning to manage conflict is integral to a high
team. Although very few people go looking for conflict, more often than not,
because of miscommunication between people with regard to
their needs, ideas, beliefs, goals, or values. Conflict management is the
principle that all conflicts cannot necessarily be resolved, but learning how to
manage conflicts can decrease the odds of non-productive escalation.
Conflict management involves acquiring skills related to conflict
awareness about conflict modes, conflict communication skills,
and establishing a structure for management of conflict in your environment.
respond to conflict? Fight or Flight?
Physiologically we respond to conflict in one of two ways
“get away from the conflict” or we are ready to “take on anyone who comes
our way.” Think for a moment about when you are in conflict. Do
leave or do you want to fight when a conflict presents itself? Neither
physiological response is good or bad—it’s personal response. What is
3
Conflict may be defined as a struggle or contest between people with
opposing needs, ideas, beliefs, values, or goals. Conflict on teams is inevitable;
however, the results of conflict are not predetermined. Conflict might escalate
ve results, or conflict can be beneficially resolved and
Therefore, learning to manage conflict is integral to a high-performance
team. Although very few people go looking for conflict, more often than not,
because of miscommunication between people with regard to
their needs, ideas, beliefs, goals, or values. Conflict management is the
principle that all conflicts cannot necessarily be resolved, but learning how to
escalation.
Conflict management involves acquiring skills related to conflict
awareness about conflict modes, conflict communication skills,
and establishing a structure for management of conflict in your environment.
Physiologically we respond to conflict in one of two ways—we want to
“get away from the conflict” or we are ready to “take on anyone who comes
our way.” Think for a moment about when you are in conflict. Do you want to
leave or do you want to fight when a conflict presents itself? Neither
it’s personal response. What is
Conflict Management
important to learn, regardless of our initial physiological response to conflict, is
that we should intentionally choose our response to conflict.
Whether we feel like we want to fight or flee when a conflict arises, we can
deliberately choose a conflict mode. By consciously choosing a conflict mode
instead of to conflict, we are more likely to productively
the problem at hand.
STRATEGIES FOR CONFLICT MANAGEMENT
Larson and Gray’s list of five strategies for managing dysfunctional conflict
provides a good summary of approaches.
Mediation:
The goal is to identify multiple possible
select one that is acceptable to all involved parties and in the interest of
project objectives.
Arbitration:
This strategy requires the project manager to provide a safe and
productive opportunity for the conflicted parties
After careful attention and fully listening to each party, the project manager
should formulate, define, and provide a solution to the parties. This strategy is
based on the forcing approach to conflict described earlier. Arbitr
often be effectively combined with mediation by forcing an initial conflict
solution and then allowing the parties to negotiate to a more mutually
acceptable alternative.
important to learn, regardless of our initial physiological response to conflict, is
entionally choose our response to conflict.
Whether we feel like we want to fight or flee when a conflict arises, we can
deliberately choose a conflict mode. By consciously choosing a conflict mode
instead of to conflict, we are more likely to productively contribute to solving
STRATEGIES FOR CONFLICT MANAGEMENT
Larson and Gray’s list of five strategies for managing dysfunctional conflict
provides a good summary of approaches.
The goal is to identify multiple possible alternatives and to mutually
select one that is acceptable to all involved parties and in the interest of
This strategy requires the project manager to provide a safe and
productive opportunity for the conflicted parties to air their disagreements.
After careful attention and fully listening to each party, the project manager
should formulate, define, and provide a solution to the parties. This strategy is
based on the forcing approach to conflict described earlier. Arbitr
combined with mediation by forcing an initial conflict
solution and then allowing the parties to negotiate to a more mutually
4
important to learn, regardless of our initial physiological response to conflict, is
Whether we feel like we want to fight or flee when a conflict arises, we can
deliberately choose a conflict mode. By consciously choosing a conflict mode
contribute to solving
Larson and Gray’s list of five strategies for managing dysfunctional conflict
alternatives and to mutually
select one that is acceptable to all involved parties and in the interest of
This strategy requires the project manager to provide a safe and
to air their disagreements.
After careful attention and fully listening to each party, the project manager
should formulate, define, and provide a solution to the parties. This strategy is
based on the forcing approach to conflict described earlier. Arbitration can
combined with mediation by forcing an initial conflict
solution and then allowing the parties to negotiate to a more mutually
Conflict Management
Control:
Based on the smoothing approach described earlier, this strategy
to bring tension and emotions down to a level at which productive discussion
and negotiation can occur. Humour is often an effective tool, as well as the use
of temporary breaks or time
parties.
Acceptance:
The decision can be made that the conflict consequences are negligible
relative to project objectives and, therefore, require no action. This strategy
carries significant risk of later escalation and should be combined with specific
plans for monitoring the situation to ensure that the conflict remains at an
acceptable level.
Elimination: Finally, the elimination strategy is reserved for those conflicts that
have become so dysfunctional that the project can no longer tolerate any
impacts from them. Often
conflicted parties from involvement with the project.
What factors can affect our conflict modes?
· Gender · Self-concept · Expectations · Situation· Position (Power) · Practice· Determining the best mode· Communication skills· Life experiences
Based on the smoothing approach described earlier, this strategy
to bring tension and emotions down to a level at which productive discussion
occur. Humour is often an effective tool, as well as the use
of temporary breaks or time-outs in the discussions between conflicted
The decision can be made that the conflict consequences are negligible
relative to project objectives and, therefore, require no action. This strategy
carries significant risk of later escalation and should be combined with specific
the situation to ensure that the conflict remains at an
Finally, the elimination strategy is reserved for those conflicts that
have become so dysfunctional that the project can no longer tolerate any
impacts from them. Often a last resort, elimination involves the removal of the
conflicted parties from involvement with the project.
What factors can affect our conflict modes?
the best mode
5
Based on the smoothing approach described earlier, this strategy seeks
to bring tension and emotions down to a level at which productive discussion
occur. Humour is often an effective tool, as well as the use
outs in the discussions between conflicted
The decision can be made that the conflict consequences are negligible
relative to project objectives and, therefore, require no action. This strategy
carries significant risk of later escalation and should be combined with specific
the situation to ensure that the conflict remains at an
Finally, the elimination strategy is reserved for those conflicts that
have become so dysfunctional that the project can no longer tolerate any
a last resort, elimination involves the removal of the
Conflict Management
The Conflict Management Process
WAYS PEOPLE DEAL WITH CONFLICT
There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to
The Turtle (WITHDRAWING)
Turtles withdraw into their shells to avoid conflicts. They give up their
personal goals and relationships. They stay away from the issues over which
the conflict is taking place and from the persons they
Turtles believe it is hopeless to try and resolve conflicts. They feel helpless.
They believe it is easier to withdraw (physically and psychologically) from a
conflict than to face it.
The Shark (FORCING)
Sharks try to overpower opponents by forcing them to accept their
solutions to the conflict. Their goals are highly important to them and
The Conflict Management Process
WAYS PEOPLE DEAL WITH CONFLICT
There is no one best way to deal with conflict. It depends on the current situation. Here are the major ways that people use to deal with conflict.
The Turtle (WITHDRAWING)
Turtles withdraw into their shells to avoid conflicts. They give up their
personal goals and relationships. They stay away from the issues over which
the conflict is taking place and from the persons they are in conflict with.
Turtles believe it is hopeless to try and resolve conflicts. They feel helpless.
They believe it is easier to withdraw (physically and psychologically) from a
Sharks try to overpower opponents by forcing them to accept their
solutions to the conflict. Their goals are highly important to them and
6
There is no one best way to deal with conflict. It depends on the current deal with conflict.
Turtles withdraw into their shells to avoid conflicts. They give up their
personal goals and relationships. They stay away from the issues over which
are in conflict with.
Turtles believe it is hopeless to try and resolve conflicts. They feel helpless.
They believe it is easier to withdraw (physically and psychologically) from a
Sharks try to overpower opponents by forcing them to accept their
solutions to the conflict. Their goals are highly important to them and
Conflict Management
relationships of minor importance. They seek to achieve their goals at all
costs. They are not concerned with the n
others like or accept them. Sharks assume that conflicts are either won or lost
and they want to be the winner. This gives them a sense of pride and
achievement. Losing gives them a sense of weakness, inadequacy and
They try and win by attacking, overpowering, overwhelming and intimidating
others.
The Teddy Bear (SMOOTHING)
To teddy bears the relationship is of great importance while their own
goals are of little importance. Teddies want to be accepted and
people. They think that conflict should be avoided in favour of harmony and
that people cannot discuss conflicts without damaging relationships. They are
afraid that if a conflict continues, someone will get hurt and that could ruin the
relationship. They give up their goals to preserve the relationship. They like to
smooth things over.
The Fox (COMPROMISING)
Foxes are moderately concerned with their own goals and their
relationships with others. They give up part of their own goals an
others in a conflict to give up part of theirs. They seek a conflict solution in
which both sides gain something
positions. They compromise; they will give up a part of their goal and
relationship in order to find agreement for the common good.
relationships of minor importance. They seek to achieve their goals at all
costs. They are not concerned with the needs of others. They do not care if
others like or accept them. Sharks assume that conflicts are either won or lost
and they want to be the winner. This gives them a sense of pride and
achievement. Losing gives them a sense of weakness, inadequacy and
They try and win by attacking, overpowering, overwhelming and intimidating
The Teddy Bear (SMOOTHING)
To teddy bears the relationship is of great importance while their own
goals are of little importance. Teddies want to be accepted and
people. They think that conflict should be avoided in favour of harmony and
that people cannot discuss conflicts without damaging relationships. They are
afraid that if a conflict continues, someone will get hurt and that could ruin the
elationship. They give up their goals to preserve the relationship. They like to
The Fox (COMPROMISING)
Foxes are moderately concerned with their own goals and their
relationships with others. They give up part of their own goals an
others in a conflict to give up part of theirs. They seek a conflict solution in
which both sides gain something - the middle ground between two extreme
positions. They compromise; they will give up a part of their goal and
er to find agreement for the common good.
7
relationships of minor importance. They seek to achieve their goals at all
eeds of others. They do not care if
others like or accept them. Sharks assume that conflicts are either won or lost
and they want to be the winner. This gives them a sense of pride and
achievement. Losing gives them a sense of weakness, inadequacy and failure.
They try and win by attacking, overpowering, overwhelming and intimidating
To teddy bears the relationship is of great importance while their own
goals are of little importance. Teddies want to be accepted and liked by other
people. They think that conflict should be avoided in favour of harmony and
that people cannot discuss conflicts without damaging relationships. They are
afraid that if a conflict continues, someone will get hurt and that could ruin the
elationship. They give up their goals to preserve the relationship. They like to
Foxes are moderately concerned with their own goals and their
relationships with others. They give up part of their own goals and persuade
others in a conflict to give up part of theirs. They seek a conflict solution in
the middle ground between two extreme
positions. They compromise; they will give up a part of their goal and
Conflict Management
The Owl (CONFRONTING)
Owls highly value their own goals and relationships. They view conflicts
as problems to be solved and seek a solution that achieves both their own and
the other person's goals. Owls see con
relationships by reducing tension between two people. They try to begin a
discussion that identifies the conflict as a problem to be solved. By seeking
solutions that satisfy everyone, owls maintain the relationship. They
happy until a solution is found that both satisfies everyone’s goals and resolves
the tensions and negative feelings that may have been present.
Conflict Management Style
Withdrawal / Avoidance
Smoothing / Accommodating
Compromising
Forcing / Competing
Problem Solving / Collaboration
Some Conflicts they face
a) Role conflict
b) Conflict in Selection of Ideas
c) Conflict in resource scarcity
The Owl (CONFRONTING)
Owls highly value their own goals and relationships. They view conflicts
as problems to be solved and seek a solution that achieves both their own and
the other person's goals. Owls see conflicts as a means of improving
relationships by reducing tension between two people. They try to begin a
discussion that identifies the conflict as a problem to be solved. By seeking
solutions that satisfy everyone, owls maintain the relationship. They
happy until a solution is found that both satisfies everyone’s goals and resolves
the tensions and negative feelings that may have been present.
Conflict Management Style Productivity
Temporary
(Fails to Resolve)Smoothing / Accommodating
Provides Resolution
Problem Solving / Collaboration
Some Conflicts they face while executing a task:
Conflict in Selection of Ideas
Conflict in resource scarcity
8
Owls highly value their own goals and relationships. They view conflicts
as problems to be solved and seek a solution that achieves both their own and
flicts as a means of improving
relationships by reducing tension between two people. They try to begin a
discussion that identifies the conflict as a problem to be solved. By seeking
solutions that satisfy everyone, owls maintain the relationship. They are not
happy until a solution is found that both satisfies everyone’s goals and resolves
the tensions and negative feelings that may have been present.
Productivity
Temporary
(Fails to Resolve)
Provides Resolution
Conflict Management
OBJECTIVES
The main objective of the study is to find
strategies followed in 3 reputed concerns
Other objectives of the study are
companies of the same sector
Suggesting ways to
The main objective of the study is to find the conflict resolution
strategies followed in 3 reputed concerns
Other objectives of the study are compare the strategies with other 2
companies of the same sector
Suggesting ways to handle the conflict efficiently
9
the conflict resolution
compare the strategies with other 2
Conflict Management
RESEARCH METHODOLOGY
Research design:
A research design is basiccollection of data and analysis of the data.
The research design adopted here is
Descriptive research:
Descriptive studies, as their name implies, are designed to describe
something (Conflict Resolution Strategies)
Sampling plan:
Data
Researcher design
Researcher instrument
Method of contact
Sampling method:
Judgement Sampling
Sampling Unit
The Project Team
RESEARCH METHODOLOGY
is basic frame work or plan for a study collection of data and analysis of the data.
The research design adopted here is Descriptive.
Descriptive studies, as their name implies, are designed to describe
(Conflict Resolution Strategies).
: Primary data
: Survey method
Researcher instrument : Questionnaire
: Personal / E-mail / Telephonic
Judgement Sampling
10
frame work or plan for a study that guides the
Descriptive studies, as their name implies, are designed to describe
mail / Telephonic
Conflict Management
Sampling Area
Three IT Companies in different location
Cognizant, Coimbatore
Syntel Inc., Chennai
Wipro, Mysore
Sample Size
15 Team members
3 Team Leads
SCOPE & LIMITATIONS of the study
Scope of the study
Conflict in a team is
concern. Addressing those conflicts in a structured way will enhance the
efficiency of the functioning of the team. So study must be made in order to
increase the competitiveness of the firm in the fast chang
Limitations of the Study
The study was carried out
Sample size is limited to 1
to time constrains.
Three IT Companies in different location.
Cognizant, Coimbatore
Syntel Inc., Chennai
Wipro, Mysore
15 Team members
Leads
SCOPE & LIMITATIONS of the study
Conflict in a team is directly proportional to the productivity of a
concern. Addressing those conflicts in a structured way will enhance the
efficiency of the functioning of the team. So study must be made in order to
competitiveness of the firm in the fast changing market.
he Study
The study was carried out with only 3 Teams
mple size is limited to 15 Team members and 3 Team Leads
to time constrains.
11
directly proportional to the productivity of a
concern. Addressing those conflicts in a structured way will enhance the
efficiency of the functioning of the team. So study must be made in order to
ing market.
5 Team members and 3 Team Leads due
Conflict Management
DATA ANALYSIS:
Conflict Management Style followed by a Team
Description:
Team Lead falls under
Resolution process is well facilitated under a Compromising Person
40.00%
Conflict Management Style followed by a Team in COGNIZANT
Team Lead falls under COMPROMISING Category
Resolution process is well facilitated under a Compromising Person
10.00%
50.00%
WITHDRAWING
FORCING
SMOOTHING
COMPROMISING
CONFRONTING
12
in COGNIZANT
Resolution process is well facilitated under a Compromising Person
WITHDRAWING
FORCING
SMOOTHING
COMPROMISING
CONFRONTING
Conflict Management
Conflict Management Style followed by a Team in S
Description:
Team lead falls under
Confronting type values both resolving and relationships.
Negotiation of conflicts with the concern is his strategy (as per
interaction with him
50%
Style followed by a Team in SYNTEL INC.
Team lead falls under CONFRONTING type.
type values both resolving and relationships.
Negotiation of conflicts with the concern is his strategy (as per
with him)
25%
25%
WITHDRAWING
FORCING
SMOOTHING
COMPROMISING
CONFRONTING
13
YNTEL INC.
type values both resolving and relationships.
Negotiation of conflicts with the concern is his strategy (as per
WITHDRAWING
FORCING
SMOOTHING
COMPROMISING
CONFRONTING
Conflict Management
Conflict Management Style
Description:
Team lead is partially Confronting and Smoothing
As per the category the leader might be valuing relationship a bit more
Negotiating conflict
team.
14.28%
Conflict Management Style followed by a Team in WIPRO
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
14.28%
71.42%
14.28%
WITHDRAWING
FORCING
SMOOTHING
COMPROMISING
CONFRONTING
14
As per the category the leader might be valuing relationship a bit more
with smoothing is the overall strategy of the
WITHDRAWING
FORCING
SMOOTHING
COMPROMISING
CONFRONTING
Conflict Management
CORRELATION ANALYSIS
No. of Companies X i Y i
1 3.3 3.752 3.3 3
3 3 3
Total 10.35 9.75
Value of
Value of
Value of
X = Mean of
r (Pearson’s coefficient of correlation)
r (Pearson’s coefficient of correlation)
The combination of the hypotheses
Ho : r = 0 ( the two variables are not associated.)
H1 : r ≠ 0 (the two variables are associated.)
CORRELATION ANALYSIS
Y i (X i- X) (Yi - Y) (X i- X)2 (Yi
3.75 -0.15 0.5 0.0225 0.253 -0.15 -0.25 0.0225 0.06253 0.3 -0.25 0.09 0.0625
9.75 0 0 0.135 0.375
(Xi-X
[√Σ (Xi - X)2
Value of Cognizant = 3.3 , Xi = Company 1
Value of Syntel = 3.7 , Yi = company 2
Value of Wipro = 3.0
Mean of Xi , Y = Mean of Yi
earson’s coefficient of correlation) =
earson’s coefficient of correlation) = - 0.5
The combination of the hypotheses to test the significance of r is shown below :
= 0 ( the two variables are not associated.)
0 (the two variables are associated.)
15
(Yi-Y)2 (Xi-X)(Yi-Y)
0.25 -0.0750.0625 0.03750.0625 -0.075
0.375 -0.1125
X)(Yi-Y)
2] [√Σ (Xi - Y)2]
, Xi = Company 1
, Yi = company 2
0.5
to test the significance of r is shown below :
Conflict Management
INFERENCE
From the above calculation the following styles are obtained:
There is no Correlation between the conflict management styles
followed by any two teams.
The value of the t static to test the significance of r is computed below:
The calculated value of
Hence, the null hypothesis is accepted .This means that the correlation coefficient of the problem is between the two variables is
From the above calculation the following styles are obtained:
There is no Correlation between the conflict management styles
followed by any two teams.
static to test the significance of r is computed below:
r
[√((1- r2) / ( n-2))]
The calculated value of t static (- 0.57) is less than table t static (12.706)
Hence, the null hypothesis is accepted .This means that the correlation coefficient of the problem is not significant. Hence the association between the two variables is not significant.
16
There is no Correlation between the conflict management styles
static to test the significance of r is computed below:
]
static (12.706)
Hence, the null hypothesis is accepted .This means that the correlation . Hence the association
Conflict Management
CONCLUSION
The teams which we had taken as Sample Size are Successful in their
Organization. The Conflict Management Techniques followed by all the three
teams are different. There is no single solution to conflicts. Each one of them is
unique and has to be handled d
approaches to a conflict.
You need a wide variety of ways to deal with those who disagree
with you if you want to be effective.
You sometimes need to change your style
with the person who
Using collaboration or compromise as
more effective
The teams which we had taken as Sample Size are Successful in their
The Conflict Management Techniques followed by all the three
There is no single solution to conflicts. Each one of them is
unique and has to be handled differently. But there are some general rules or
You need a wide variety of ways to deal with those who disagree
with you if you want to be effective.
You sometimes need to change your style or approach to work
with the person who disagrees with you.
Using collaboration or compromise as often as possible makes for
more effective decision making.
17
The teams which we had taken as Sample Size are Successful in their
The Conflict Management Techniques followed by all the three
There is no single solution to conflicts. Each one of them is
But there are some general rules or
You need a wide variety of ways to deal with those who disagree
or approach to work
often as possible makes for
Conflict Management
RECOMMENDATION
Managers should:
Monitor employees work to assist them to understand and coordinate
their actions.
Encourage employees to approach you when they cannot solve difficulties
with co-workers on their own.
Clear the air with regular meetings that give employees a chance to discuss
their grievances.
Provide a suggestion box, check it frequently, and personally reply to
singed suggestions.
Offer as much information as possible about decisions to minimize
confusion and resentment.
Use employee surveys to identify potential conflicts that have n
surfaced.
Listen carefully to employ
“In an Alliance there is always a give and take policy
RECOMMENDATION
Monitor employees work to assist them to understand and coordinate
employees to approach you when they cannot solve difficulties
workers on their own.
Clear the air with regular meetings that give employees a chance to discuss
Provide a suggestion box, check it frequently, and personally reply to
Offer as much information as possible about decisions to minimize
confusion and resentment.
Use employee surveys to identify potential conflicts that have n
Listen carefully to employees to prevent misunderstanding.
In an Alliance there is always a give and take policy
-
18
Monitor employees work to assist them to understand and coordinate
employees to approach you when they cannot solve difficulties
Clear the air with regular meetings that give employees a chance to discuss
Provide a suggestion box, check it frequently, and personally reply to all
Offer as much information as possible about decisions to minimize
Use employee surveys to identify potential conflicts that have not yet
ees to prevent misunderstanding.
In an Alliance there is always a give and take policy”
by Kamal Nath
Conflict Management
CONFLICT STYLES QUESTIONNAIRE
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 dodo this, 5 - usually do this
1. It is easier to refrain than to retreat from a quarrel2. If you cannot make a person think as you do, make him or her do as you think3. Soft words win hard hearts
4. You scratch my back, I'll scratch yours5. Come now and let us reason together6. When two quarrel, the person who keeps silent first is the most praiseworthy7. Might overcomes right
8. Smooth words make smooth ways9. Better half a loaf than no bread at all
10. Truth lies in knowledge, not in majority opinion11. 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
CONFLICT STYLES QUESTIONNAIRE
How do you act in conflicts?
The proverbs listed below can be thought of as some of the different strategies
Read each of the proverbs and using the following scale score how typical each is of your actions when in conflict.
seldom do this, 3 - sometimes do thisusually do this
1. It is easier to refrain than to retreat from a quarrel2. If you cannot make a person think as you do, make him or her do
Soft words win hard hearts
4. You scratch my back, I'll scratch yours5. Come now and let us reason together6. When two quarrel, the person who keeps silent first is the most
7. Might overcomes right
smooth ways9. Better half a loaf than no bread at all
10. Truth lies in knowledge, not in majority opinion11. He who fights and runs away lives to fight another day 12. He hath conquered well that hath made his enemies flee
enemies with kindness
19
CONFLICT STYLES QUESTIONNAIRE
The proverbs listed below can be thought of as some of the different strategies
Read each of the proverbs and using the following scale score how typical each
his, 4 - frequently
SCORE
2. If you cannot make a person think as you do, make him or her do
6. When two quarrel, the person who keeps silent first is the most
Conflict Management
14. A fair exchange brings no quarrel 15. No person has the final answer but every person has a piece to contribute16. Stay away from people who disagree with you
17. Fields are won by those who believe in winning18. Kind words are worth much and cost little19. Tit for tat is fair play20. Only the person who is willing to give up their monopoly on truth can profit from the truths that others hold
21. Avoid quarrelsome people as they will only make your miserable22. A person who will not flee will make others flee23. Soft words ensure harmony
24. One gift for another makes good friends25. Bring your conflicts into the open and face them directly; only then will the best solution be
26. The best way of handling conflicts is to avoid them
27. Put your foot down where you mean to stand28. Gentleness will triumph over anger29. Getting part of what you want is better than not getting anything at all30. Frankness, honesty and trust will move mountains
31. There is nothing so important you have to fight for it32. There are two kinds of people in the world, the winners and the losers33. When one hits you with a stone, hit him or her with a piece cotton34. When both give in halfway, a fair settlement is achieved
35. By digging and digging, the truth is discovered
14. A fair exchange brings no quarrel 15. No person has the final answer but every person has a piece to
16. Stay away from people who disagree with you
17. Fields are won by those who believe in winning18. Kind words are worth much and cost little
20. Only the person who is willing to give up their monopoly on truth can profit from the truths that others hold
21. Avoid quarrelsome people as they will only make your life
22. A person who will not flee will make others flee23. Soft words ensure harmony
24. One gift for another makes good friends25. 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 stand28. Gentleness will triumph over anger29. Getting part of what you want is better than not getting anything
Frankness, honesty and trust will move mountains
31. There is nothing so important you have to fight for it32. There are two kinds of people in the world, the winners and the
33. When one hits you with a stone, hit him or her with a piece
34. When both give in halfway, a fair settlement is achieved
35. By digging and digging, the truth is discovered
20
15. No person has the final answer but every person has a piece to
20. Only the person who is willing to give up their monopoly on truth
25. Bring your conflicts into the open and face them directly; only
29. Getting part of what you want is better than not getting anything
32. There are two kinds of people in the world, the winners and the
33. When one hits you with a stone, hit him or her with a piece of