INTRODUCTION
1.1 Background of the Study
The contemporary world is increasingly multicultural and the identity crisis resulting from this sometimes threatens sustainable human development. This makes the promotion of understanding and dialogue to be a prime issue in the management of multiculturalism, global peace, security and organizational conflict (Dorahim, 2010). Conflict is an inevitable friction in any organization. Efficient and effective management of conflicts is fundamental to the development of any society, but the prevailing situation in South-East, Nigeria constitutes a reversal of this reality. Conflict in manufacturing firms is inescapable. Conflict exists at every level of our manufacturing world. While conflict can be negative and can cause deep rifts in the framework of the manufacturing firms, it can be also used as tool to take the manufacturing firms and the workers in it from stagnation to new level of effectiveness. What makes the difference is the conflict management (Agumadu, 2007).
Conflicts always occur but a well managed conflict will not degenerate to violence. Since violence will not erupt without conflict as antecedents, one can assume that many of the conflict in manufacturing firms in the south- east and insecurity degenerated is because of their antecedents (causes) were not properly managed (Kanu, 2006). The fundamental of conflict management to the development of the South–East cannot be overemphasized. However, no meaningful development can take place in conflict ridden situations as witnessed in the South Eastern manufacturing firms in Nigeria today. Conflicts are part of human consciousness in all aspects of the life. One cannot avoid conflict whether at home, at office, etc. The consequences of the organizational conflict reach further today than ever before as the interface between work and home blurs and organization experiment with flatter and more decentralized structures. In addition, the complexity of conflict increases as organizations become more open and diverse. Conflict is inevitable and even desirable: “To work in an organization is to be in conflict. To take advantage of joint work requires conflict management” (Isa, 2012). It is no wonder that conflict management is receiving increasing attention from top managers and policy makers across manufacturing firms and non manufacturing firms. Ibeoha (2007) noted that owing to some challenges bedeviling firms, various conflicts management styles have been established to surmount conflict-related issues. Compromising style deals with finding an expedient mutually acceptable solution which partly satisfies both parties. In other words, parties split their differences and make concessions in order to resolve the conflict. In this situation, a party is partially assertive and partially cooperative. This style of conflict management becomes necessary in situations where the positions of the parties are so incompatible that the two cannot be reconciled without one of them losing something in the process. This is different from collaboration where the parties can be reconciled without any of them making losses. This is a win some, lose some situations.
Ezebi (2010) observes that confrontation/fighting style occurs when the parties in a conflict physically or emotionally ‘attack’ each other. They could do this by threatening each other, insulting each other or generally engaging violent acts such as hitting the other party. There is considerable degree of lack of understanding of each other’s position as each one tries to hold onto their point views and therefore disagrees with the other person’s points of view. Expectedly, this style is characterized by violence and creates a lose/lose outcome, that is, a situation where both parties lose. In the work of Manny (2000), collaborating style of conflict management deals with conflict related to the disposition of being assertive and cooperative. Here, the parties do not avoid the conflict. They work with each other to find a solution that is satisfactory to both of them. It is a situation where both parties win. This style is more socially and adaptive as it leads to a solution that is acceptable to the parties involved.
| Project details | Contents |
|---|---|
| Number of Pages | 92 pages |
| Chapter one | Introduction |
| Chapter two | Literature review |
| Chapter three | methodology |
| Chapter four | Data analysis |
| Chapter five | Summary,discussion & recommendations |
| Reference | Reference |
| Questionnaire | Questionnaire |
| Appendix | Appendix |
| Chapter summary | 1 to 5 chapters |
| Available document | PDF and MS-word format |
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