Project Report on Study of Conflict Management Strategies

ABSTRACT

The title of the project is Conflict Management Strategies adopted by the employees in TANCEM. The main objective of the st dy is to analy!e the vario s conflict resolving strategies. The research is based on thro gh primary data. The assessment has been "ith reference to sol tion oriented# non$confrontational and control and also has foc sed on giving specific s ggestion to improve the relations in ind strial sector. %t is hoped the findings of the present st dy co ld provide an empirical bases pon "hich conflict management strategies adopted by the employees has styled to meet their needs of the ind strial people.

TABLE OF CO TE TS
C!APTER
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1. = estionnaire 7. ,ibliography

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L"ST OF TABLES

S$no 1 7 3 ; 9 > ?

TABLE AME *istrib tion of respondents by their = alification *istrib tion of respondents by their 2lace of birth *istrib tion of respondents by their Type of family *istrib tion of respondents by their *esignation *istrib tion of respondents by their *epartment *istrib tion of respondents by their Name of federation *istrib tion of respondents by their 2erception of their conflict management strategies. &arl 2earsonAs coefficient of correlation bet"een the Age of the respondents# No. of children# No. of dependents# (orB eCperience and their conflict management strategies. %nter correlation matriC bet"een the major s b dimensions. Association bet"een ed cational D alification and their conflict Management strategies. Association bet"een Monthly %ncome and their ccondlict management strategies. Association bet"een place of birth of the respondents and their conflict management strategies.

Page o 71 77 73 7; 79 7> 7?

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L"ST OF C!ARTS
S$no 1 7 3 ; 9 > ? C!ART AME Ed cation D alification of the -espondents 2lace and birth of the -espondents. Type of family *esignation of the respondents *epartment of the respondents .ederation of the respondents )evel of conflict management of respondents Page o 71 77 73 7; 79 7> 7@

CHAPTER - I INTRODUCTION

(hen t"o people in b siness al"ays agree# one of them is nnecessary $ (. (rigley 6r. %n any b siness concern# the fo r factors of prod ction are man# machine# material and money that are very important to achieve the goals of the organi!ation. Among the fo r factors# man is the living being and the prior ca se for the s ccess of the organi!ation than the other factors# So any organi!ation consists of n mber of h man reso rces "ho move to"ards achieving the organi!ational goals. Th s gro p effort is needed for the smooth r nning of any b siness. , t "hen 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 gro"th of any organi!ation tho gh it is harmf l sometimes.

(hen people "ith different bacBgro nds# temperaments# points of vie"s# val es# needs# personalities and attit de interact# it is liBely that some type of conflict may arise. The conflict may also develop d e to percept al differences of an individ al. %t is a conscio s a"areness of occ rrences# events or happenings in oneAs s rro ndings "hich may be considered as threatening and derogatory s ch as loss of a thority# role conflict# neD al or nfair treatment# stat s incongr ities and goal differences. Conflicts may also be enco raged by actions# constraints and demands of the organi!ation and responsibilities to be performed by the "orBer.

CO FL"CT % MEA " # Conflict is a process in "hich an effort is p rposef lly made by one person or nit to blocB another that res lts in fr strating the attainment of the otherAs goals or the f rthering of his interests.

&EF" "T"O OF CO FL"CT A process that begins "hen one party perceives that another party has negatively affected# or is abo t to negatively affects something that the first party cares abo t $ &.(.Thomas

The str ggle bet"een incompatible or opposing needs# "ishes# ideas# interests# or people. Conflict arises "hen individ als or gro ps enco nter goals that both parties cannot obtain satisfactorily. $ Ch ng and Megginson

Conflict has been defined as the condition of objective incompatibility bet"een val es and goals. $ &ilmann and Thomas

+ood h man relations can prevent conflicts# "hether they are bet"een %ndivid al and organisational objectives# bet"een line and staff personnel# bet"een oneAs ability and a thority etcE $ (illiam -. Scott

TAM"L A&' CEME TS CORPORAT"O LT&

PROF"LE OF T!E OR#A "SAT"O MFS Tamilnad cements corporation ltd GTANCEMH -egional office is f nctioning at ?39# Anna salai# chennai$7. TANCEMAS Ariyal r nit "as commissioned on 1 st A g st 1:?: and commercial 2rod ction commenced on :th september#1:?:. TANCEM o"ned t"o cement nits# one at Ariyal r and another at Alang lam. %n addition to cements nits TANCEM is having one Asbestos sheet nit at Alang lam. Asbets press re pipe factory at Mayan r in &ar r *istrict and Stone"are pipe nit at 4ir dhachalam.

TANCEM plant installed capacity of the cement plant is 9 laBhs tonnes per ann m. %tAs a modern dry process cement plant. The cement plant is located abo t 3 Bms eat of Ariyal r on &allaB richi road. Ariyal r is on broad ga ge section of T%r chirapalli I 4ir dhachalam chord line of So thern -ail"ays. %t is "ell connected by road. Trichy is abo t >5Bms so th of "est and Thanjav r is abo t ;9Bms so th of Ariyal r. The ra" materials sed for the man fact re of cement are limestone# reversand and +yps m. )imestone is the chief ra" material for the process and it is available in plenty. Since Ariyal r cement factory is +overnment o"ned plant the major cons mer "as TamilNad +overnment. Nearly @5 to @9J of its 2rod ction "as cons med by the +overnment departments# at a fiCed price m t ally agreed by the s pplier and cons mer. No" the policy is completely changed. There is no preferential p rchase of cement from Tamilnad cements. All departments of the +overnment of Tamilnad has gone open tender system to p rchase cement. %n the above said circ mstances# Tamilnad Cements Corporation is to depend only on its dealers to sell most of its prod ction in the open marBet. So for the cement plant "as selling nearly so to @9J of its 2rod ction to the +overnment departments# it has not motivated the eCisting dealers and no" the time has come to revitali!e the dealers net"orB to achieve maCim m sales. The positive and negative attit des of the dealer to"ards vario s aspects of KAras CementA can be st died. ,ased on the st dy "e can improve the positive attit des of the dealers and eradicate or minimi!e the negative aspects that "ill res lt in better sales.

Ariyal r cement "orBs# no" delivers three types of cement vi!.# +rade$33#;3 and Aras s per star cement. MFs Tamilnad cements corporation )td.# LTancemM registered their brand name as A-AS0 CEMENT and TANCEM has a separate TrademarB and Emblem to disting ish its prod cts from others. The trademarB KA-AS0 CEMENTA symboli!es that the prod ct is from +overnment Company# as Aras is the Tamil name for +overnment. The cement is pacBed in t"o types of bags. They are paper bags and /*22 bags. They are attractive in appearance and safe to handle. Each bag is carrying 95 Bgs of cement. , rea of %ndian Standards Specified NF$ 755Bgs "eight difference per ten metric tones. -ecently Ariyal r "orBs has commissioned a ne" Electronic pacBer. %t is having acc racy of NF$ 95 +ms per bag. %n addition to it all loaded lorries are "eighed at the "eigh bridge to ens re correct "eigh to the cons mer. The prices of the cement are highly fl ct ation. There is a heavy competition in the field. -estricted credit facility is available to some stocBiest# according to their performance level. The present cash disco nt system is as follo"s. -s.15 per bag for advance payment Lby means of **FCashM. *etailed range of disco nt is f rnished in the table given in the table.

Off (Ta)e &iscount *uantity +s &iscount Rates

*uantity ,"n Metric tones5$75 71$95 91$155 151$755 751$355 &iscount per Bag -s.7.55 -s.7.95 -s.7.?9 -s.3.55 -s.3.95

Mode of &ispatc.
TANCEM is dispatching cement to the p blicFprivate parties by sing t"o types of transports. 'ne by -oad transports and another by rail.

The freight charges for all rail is some "hat higher than the road transport mode so the maCim m D antity is moved by road only# thro gh lorries by a thori!ed for"arding agents and the remaining D antity is moved by rail.

Mar)eting et/or)
TANCEM has t"o regional offices# one at Trichy and another at Mad rai and SiC branch offices c m depots at 2 nal rLBeralaM# 2ondicherry and Coimbatore. -ecently in each district head D arters and official is posted to looB after the marBeting activities in that district.

There are abo t 795 dealers in Tamilnad . As there are consignment agents only in &erala# the dealers in Tamilnad only are considered for this st dy.

The dealers are appointed on the basis of their financial bacBgro nd# ability and go do"n facilities etc. To move cement thro gh road transport for"arding agents are appointed. Those "ho are having their o"n fleet strength and field eCperience are considered for the appointment of for"arding agents.

&EPARTME T OF T!E TA CEM

1M 2ersonnel and Administrative *epartment 7M .inance *epartment 3M Technical 2lant &iln Civil Electrical %nstr mentation ;M A to +arage 9M Mines >M 2rocess O = ality Ass rance ?M Materials

@M 2 rchase *epartment :M Sales *epartment 15M MarBeting *epartment

MA PO0ER OF T!E TA CEM

S.No Category
1. 7. 3. 'fficers Staff (orBers Total

No.of Employees
1;@ 1;5 375 >5@

Source1 Primary data collected from personnel department of TA CEM

The man po"er planning is looBed after by the administrative on department and the factory manager# is acting as an advisor in this matter. This department is to prepare man po"er plans for the optim m tilisation of the personnel employed in the TANCEM covering all categories of employees liBe technical# non$technical# official etc..

TANCEM has total strength of >5@ employees and is f nctioning on shift basis "itho t any stoppage of machines d ring the normal conditions. The timing of the shift area as follo"s.

S!"FT T"M" #S OF T!E TA CEM

A Shift B Shift C Shift

Office .ours1

17.55 2.M @.55 A.M ;.55 2.M :.35 a.m

to to to to

@.55 A.M ;.55 2.M 17.55 A.M 9.55 p.m

So rceP 2rimary data collected from personnel department of TANCEM.

LEA+E A & !OL"&A2S

Number and Nature of holidays

S.N o

ature of !olidays

o$of &ays

1. +overnment holidays ; 7. .estival holidays ; Source1 Primary data collected from personnel department of TA CEM$ The government holidays are -ep blic day# %ndependence day# +andhi 6anyanthi and May day. The festival holidays are *eepavali# 2ongal# Tamil Ne" 8ear# 2ooja holidays.

Cadres Officers Staff 0or)ers CEM

Casual Lea3e 19 days 19 days 19 days

Medical Lea3e 1@ day 1@ day 1@ day

Earned Lea3e 1F11 1F11 1F75

The management provides the follo"ing leave to their employees# Cas al )eave to the officers# staff and "orBers yearly 19 days. Medical leave to the officers# staff and "orBers yearly 1@ days. Earned leave to officers and staff are same. Also one day earned leave is granted for an every "orBing days. %n the case of "orBers the earned leave is granted 1day for an every 75"orBing days. %f a "orBers does not "ant to avail the leave and attends "orB on that partic lar religions day of his any religion he "ill be paid eCtra "ages. The employees are entitled to s rrender 19 days to their earned leave year and paid for that period.

TRA&E ' "O

The eleven trade nions of the TA CEM are as follo"sP 1. *esiya cement tho!hilalar sangam G%NT0CH -eg.No 339FT-%. 7. 2erambal r Mavatta cement Alai Tho!hillargal Sangam GA%T0CH -eg.No 3:@FT-%. 3. Ariyal r cement Alai 0!haipalar sangam GC%T0H -eg.No T-%F;7?. ;. Tho!hilalar M nnetra sangam G*M&H -eg.No 1179FT-%. 9. Anna Tho!hilalar M nnetra sangam GA*M&H -eg.No 7:;1FCN%. >. Mar malarchi Tho!hilalar M nnetra sangam GM*M&H -eg.No T-%F15@5. ?. 2attali Tho!hilalar sangam -eg.No ?9>F@@FT-%. @. Ariyal r cement Alai Mattr m s rangam *r.AmbedBar Tho!hilalar sangam -eg.No @7;FT-%. :. NilamBod tha cement Tho!hilalar sangam -eg.No ;7;F@1FT-%. 15. Ariyal r cement Alai 2arivallal Tho!hilalar sangam -eg.No @3;FT-%. 11. National cement employees 0nion. -eg.No 11F2)T.

NEED FOR THE STUDY

Every individ al has his or her o"n vie"points to"ards a similar iss e. /ence# there is similar iss e. /ence# there is eno gh and more scope for men "ho are inter"oven in the organi!ational str ct re to enter into conflicts "hile "orBing together. Th s conflict is inevitable "henever t"o or

more h man beings "orB together. .or healthy and effective f nctioning of a h man being in an organi!ation one sho ld be adept in handling conflicts.

An in resolved conflict might trigger a along line of tro blesome conseD ences for the person as "ell as to the organi!ation. /ence it is imperative to st dy abo t the vario s techniD es and strategies adopted by persons in conflict resolving strategies among the organi!ational s pervisors. Therefore a scientific enD iry in this area is meaningf l and essential. The present st dy is one s ch attempt.

C!APTER "" RE+"E0 OF L"TERAT'RE

This revie" of literat re involves collection of some literat re and "orBs previo sly done in the same area and other related areas. ,y doing this the researcher can maBe a st dy to eCplore ne" dimensions in the same area and add to the body of Bno"ledge.. Several approaches to conflict management have been proposed

T.i4ant and 5elly ,6789- is there st dy that have mention of three problems associated "ith press re tactics The cost of s rveillance over the other partyAs behavio r. a. (hen threats p nishment and re"ards and b. The npleasantness of having to capit late "hen the other party is nBno"n. 0alton and Mc)ersie ,6798- /ave sed the term integrative bargaining "hich comes closes to "hat is referred to have as negotiation in integrative bargaining# ne" and better options are generated. T.ompson$+$A ,6798- This ho"ever sho ld not be s rprising# since a revie" of the relationship bet"een b rea cracy and innovation has fo nd that conflict enco rages innovative sol tions. La/rence and Losc. ,679:- eCamined the effectiveness of vario s styles for handling conflicts and fond that each of these techniD es "as sed in organisation to handle conflicts. The distinction "as that the high performing sed more.

Le/is and Pruitt ,67:6- fo nd that "hen the bargainers placed heavy reliance on press re tactics# it res lted in fail re to reach and agreements.

T.omas ,67:9- has s ggested t"o main dimensions of approaching conflicts# cooperativeness sing a grid model. Three t"o dimension give strategies avoiding Llo"$lo"M# accommodation Lhigh$highM and compromise Lmedi m$medi mM.

Co.en et al ,67::- have described a problem$solving "orBshop as an international resol tion based on intervention at the inter$gro p level and designed to provide inp ts into policy processes. Filley ,67:;- controlled po"er oriented methods "ith problem solving methods of conflict management. .illey calls the f nctional method of conflicts resol tion a problem solving methods.

According to him problem$solving methods evoBe intellect al intensity rather than emotional intensity or po"er. &err ,67:;- has arg ed in favo r of a contingency approach. /e has s ggested their main strategies of conflict po"er play# bargaining and collaboration.

C!APTER ( """

OB<ECT"+ES OF T!E ST'&2

1. To st dy the socio$demographic characteristics of the employees. 7. To analy!e the vario s conflict resolving strategies. 3. To find o t the association or relationship bet"een the selected socio$demographic variables and conflict resolving strategies. ;. To s ggest s itable meas res to overcome conflict in ind stries.

CHAPTER - IV
RESEARCH
"ntroduction This chapter deals "ith the methodology adopted by the researcher for the st dy. The significance and scope of the st dy have been highlighted# the aim and objectives# hypotheses# research design# niverse and sampling# pilot st dy# pre testing# tools of data collection# diffic lties enco ntered by the researcher and limitations of the st dy have been eCplained.

ETHODO!O"Y

Significance of t.e study

Conflict in organi!ation are inevitable. An acc m lation of nsolved or poorly resolved conflicts can create diminished performance and lo" morale. The capability of members of an organi!ation to bring p iss es "ith others and resolve conflicts in a "ay that ens res both members share some o"nership of the sol tion is critical. The management members develop tangible sBills to effectively resolve conflicts by ass ming that both parties needs are nderstood and that potential sol tion are created jointly. This shared o"nership contrib tes to better sol tions and increased commitment from both parties to implement the m t ally created sol tion. So all these depends on the management. The present st dy is an attempt to find the perception to"ards conflict$handling intention. )ife "itho t stim l s "o ld be incredibly d ll and boring. )ife "ith too many stim l s becomes npleasant and tiring ltimately damaging ones "ell being. Most people reali!e those aspects of their "orB and life style can ca se conflict. (hile this is tr e# the researcher is interested to eCplore some of the socio$demographic factors s ch as years of eCperience# income# area of domicile#

Researc. &esign
As the researcher aims to st dy and describe the vario s aspects of conflict management strategies adopted by the employees and also seeBs to find o t the association if any "ith selected socio$ demographic variables "ith regard to conflict management. /ence the researcher has adopted descriptive c m diagnostic research design.

'ni3erse
The niverse of the present st dy incl des all the employees "orBing in different departments of TANCEM# Ariyal r namely 2ersonnel and Administrative *epartment .inance *epartment Technical 2lant &iln Civil Electrical %nstr mentation 2rocess O = ality Ass rance A to garage Materials 2 rchase *epartment Sales *epartment Mines MarBeting *epartment

So the niverse comprises of >5@ employees.

Sampling met.od
The researcher got the name list from the all department and by sing it as a base# the respondents "ere selected. The researcher sed simple random sampling method Llottery methodM to select 175 respondents from the niverse# "here in the researcher gave an eD al chance for all the members to be incl ded in the sample. The total sample si!e is 175. Statistical Tools To arrange and interpret the collected data the follo"ing statistical tools "ere sed. 1. 2ercentage Method. 7. Correlation 3. Chi$sD are.

6$ Percentage Met.od1 The percentage method "as eCtensively sed for findings vario s details. %t is sed for maBing comparison bet"een t"o or more series of data. %t can be generally calc lated.

No. of respondents favorable 2ercentage of -espondents Q Total no. of respondents C 155

=$ Co%Efficient Of Correlation
5arl Pearson>s Co Efficient Of Correlation %t is the most "idely sed method of meas ring the degree of relationship bet"een t"o rQ R L<i I <M L8i I 8M n. S C . S y

?$ C!"%S*'ARE Chi$sD are test is an important test amongst the several tests of significance developed by statisticians. Chi sD are is a statistical meas re sed in the conteCt of sampling analysis for comparing a variance to a theoretical variances.
7 7

<

Q R L' I EM E

Pilot study
The researcher made many visits to the TANCEM ind stry and disc ssed "ith the employees in the all department to findo t feasibility of the st dy# from the s ggestions eCpressed by the people of the all department the researcher fo nd that it "o ld be feasible to cond ct the st dy in the organi!ation.

Pre%Testing %n order to find o t the accessibility and feasibility of the D estionnaire the researcher did pre$test "ith five respondents to maBe it more practicable. Since the respondents did not find an diffic lty in ans"ering the D estions there "as no need to do modifications in the sched le.

Source of data collection

The so rce of data collection is primary. The researcher collected the information directly from the employees. The information regarding the n mber of employees employed in the vario s departments "ere obtained "ith the se of register "hich is a secondary so rce.

Tools of data collection

The researcher sed standardi!ed scale "hich "as developed by Stephen -obins in the year 1::1. The D estionnaire consists of ;9 D estions meas ring three dimensions namely sol tion orientation# non$confrontational and control. The D estionnaire consisted of 9: D estions "hich also incl des 1; items as personal data.

&ata collection
The researcher collected the data d ring the month of 6 ly 755> sing the D estionnaire method. %t tooB almost three "eeBs for its completion. The respondents "ere contacted individ ally d ring their leis re ho rs and the data "ere collected. The aim of the st dy "as briefly eCplained to them and they "ere ass red abo t the confidentiality. Then the D estionnaire "as administered individ ally and "as collected.

Scoring procedure
There are ;9 D estions in the conflict management strategies inventory. Each statement is follo"ed by seven points response mode. Each response mode is assigned a specific score. There are three dimensions

 Sol tion$oriented L= estionsP1#;#>#@#:#11#13#1>#1:#75#71#37#33#3;#3@#3:#;1#;7#;;M Non$confrontational L= estionsP 7#9#?#17#1;#19#73#7;#79#7?#7@#7:#;5#;9M Control L= estionsP 3#15#1?#1@#77#7>#35#31#39#3>#3?#;3M

The details of the scores are given belo" Response Mode Al"ays 4ery often 'ften Sometimes Seldom 4ery seldom Never Scores Assigned 1 7 3 ; 9 > ?

)esser the score greater the conflict management abilities. The reliability of the scale is 5.@@: The researcher applied median test to categori!e the conflict management strategies into t"o levels namely lo" and high.

&"ME S"O S

SOL'T"O OR"E TE& %t refers to the conflict management strategies sed by the respondents liBe collaboration and compromise.

Lo/ solution oriented The score is pto >7 it is considered as lo" sol tion oriented conflict management.

!ig. solution oriented %f the score is >3 and above it is considered as high sol tion oriented conflict management.

O ( CO FRO TAT"O AL %t refers to the conflict management strategies sed by the respondents thro gh avoidance and accommodation. Lo/ on%Confrontational The score is pto 9; it is considered as lo" non$confrontational conflict management. !ig. on%Confrontational %f the score is 99 and above it is consider as high non$confrontational conflict management .

CO TROL %t refers to the conflict management strategies sed by the respondents "hich is synonymo s "ith competition. Lo/ control The score is pto ;> it is considered as lo" control conflict management. !ig. control %f the score is ;? and above it is considered as high control conflict management.

O+ERALL Lo/ The score is pto 1>: it is considered as lo" overall conflict management. !ig. %f the score is 1?5 and above it is considered as high overall conflict management.

Conceptual definition Conflict The str ggle bet"een incompatible or opposing needs# "ishes# ideas# interests# or people. Conflict arises "hen individ als or gro ps enco nter goals that both parties cannot obtain statisfactoly. $ Ch ng and Megginson

Strategy Strategy refers to the basic goals and objectives of the organi!ation# the major programmers of action chosen to reach these goals and objectives and major patterns of reso rce allocation sed to relate the organi!ation to its environment. $ Operational definition Conflict %n this present st dy conflict means that "ith in an individ al "hen there is incompatibility bet"een his o"n goals or eventsT bet"een t"o gro ps in an organisations. Schendel and /atten

0or)er A "orBer refers to a person employed in an organi!ation "ho does not hold any position of a manager or an officer b t one "ho ses the machines for the man fact ring process at TANCEM.

Staff %t refers to a person "ho got any formal ed cation and one "ho is not concerned "ith the operation# maintenance and se of machines for the man fact ring process b t one "ho does clerical and s pervisory "orBs at TANCEM.

E@ecuti3e

%t refers to person "ho got any formal ed cation and does administrative "orBs liBe leading# planning and controlling at TANCEM.

Solution oriented %t refers to the conflict management strategies sed by the respondents liBe collaboration and compromise.

on%Confrontational %t refers to the conflict management strategies sed by the respondents thro gh avoidance and accommodation.

Control %t refers to the conflict management strategies sed by the respondents "hich is synonymo s "ith competition.

Statistical Analysis The end res lt of the data collection is the acc m lation of ra" data# in a D antitative form# s ch data are then s mmari!ed and s bjected to statistical analysis. Standard scoring proced re "as adopted and data "as analysed statistically by sing the S2SS GStatistical 2acBage for Social SciencesH. .or the D antitative data the researcher applied vario s tests liBe KtA$test# median test# correlation one "ay analysis and chi$sD are test to meas re the degree of relationship and difference of the data collected.

&ifficulties Encountered

The researcher "as not able to find some of the employees in their "orB spot d e to their "orB sched le d ring the data collection process. Therefore researcher "aited for their leis re time and met the employees and personally got the D estionnaire filled by them.

 The researcher fo nd it diffic lt to travel s ch a long distance to the ind strial sector from his place

C!APTER %+ A AL2S"S A & " TERPRETAT"O

Ta4le1 6 &istri4ution of Respondents 4y t.eir Educational *ualification Educational Sl$ o 1 7 3 ; 9 *ualification SS)C %T% *iploma 0+ 2+ o$ of Respondents , A 6=B3> 7@ 1; 35 17 Percentage 35.5 73.3 11.? 79.5 15.5

" FERE CE1 %t is inferred from the above table that 35 percent of the respondents are SS)C# 79 percent of the respondents are grad ates# 73.3 percent of the respondent are %T% and more or less eD al n mber of the respondent are *iploma L11.?JMand 15J of the respondents are 2+.

EDUCATIONA! #UA!IFICATION OF THE RESPONDENTS 40 35 30 Per&e(tage 25 20 15 10 5 0

SSLC

ITI

Diploma

UG

PG

E$%&at'o( #%al'f'&at'o(

Ta4le1 = &istri4ution of Respondents 4y t.eir Place of Birt.

Sl$ o 1 7 3 " FERE CE1

Place of Birt. 4illage To"n City

o$ of Respondents , A 6=B?7 ;7 5>

Percentage >5.5 39.5 59.5

%t is observed from the above table that more than half of the respondents L>5JM are from village "here as 39 percent of the respondents from To"n and only fe" percent of the respondents L95JM come from city.

P!ACE AND )IRTH OF RESPONDENTS

80 70 60
Per&e(tage

50 40 30 20 10 0 Village Town
Pla&e of )'rt*
o!"o#"$e%pon&ent% Pe'(entage

City

Ta4le1 ? &istri4utions of Respondents 4y t.eir Type of Family

Sl$ o 1 7

Type of Family 6oint .amily N clear .amily

o$ of Respondents , A 6=B37 @@

Percentage 7>.? ?3.3

" FERE CE1 %t is noted from the above table that great majority of the respondents L?3.3JM are from n clear family and only 7>.? percent of the respondents from joint family.

TYPE OF FA I!Y

/+.+

N%&lear Fam'ly

-,../

3o'(t Fam'ly

+, 0

10

200

210 Pe'(entage

,00

o!"o#"$e%pon&ent%

Ta4le1 C &istri4ution of Respondents 4y t.eir &esignation Sl$ o 1 7 3 &esignation (orBers Staff ECec tive o$ of Respondents , A 6=B>5 35 35 Percentage 95.5 79.5 79.5

" FERE CE1 %t is fo nd that half of the respondents L95JM are at "orBer# and eD al member of the respondents L79JM are staff and eCec tive.

DESI"NATION OF THE RESPONDENTS

/0 .0 10 Per&e(tage 40 +0 ,0 20 0
5or6ers Staff E7e&%t'8e o!"o#"$e%pon&ent% Pe'(entage

.0 10 Des'g(at'o( ,1 +0 ,1 +0

Ta4le1 8 &istri4ution of Respondents 4y t.eir &epartment Sl$ o 1 7 3 ; 9 > ? &epartment Mines Technical A to Carriage = ality Control MarBeting .inanace 2ersonnel and Administration o$ of Respondents , A6=B15 9> 5@ 11 5@ 19 17 Percentage 5@.3 ;>.? 5>.? 5:.7 5>.? 17.9 15.5

" FERE CE1 %t is seem from the above table that little less than half of the respondents L;>.?JM are from technical department and more or less eD al member of the respondents are from finance department L17.9JM personnel and administrative department L15.5JM and 5:.7 percent from D ality control# 5@.3 percent from mines department and eD al member of the respondents L>.?JM are from A to carriage and marBeting.

DEPART ENT OF THE RESPONDENTS

Perso((el a($ A$m'('strat'o( F'(a(a&e ar6et'(g ../ 9., 22 ../ 4../ -.+ 20 1. 20 2, 2,.1 21 Pe'(entage o!"o#"$e%pon&ent%

Departme(ts

#%al'ty Co(trol A%to Carr'age Te&*('&al '(es

Per&e(tage

Ta4le1 9 &istri4ution of Respondents 4y t.eir ame of t.e Federation to /.ic. t.ey 4elong Sl$ o 1 7 3 ; 9 > Nil %NT0C C%T0 A*M& *M& TANCEM 'fficers Association ame of t.e Federation o$ of Respondents , A 6=B7> 13 1: 73 7; 19 Percentage 71.? 15.@ 19.@ 1:.7 75.5 17.9

" FERE CE1 %t is noted from the above table that 71.? percent of the respondents are not member of any association and move or less eD al member of the respondents are *M& L75JM# A*M& L1:.7JM# 19.@ percent are C%T0# 17.9 percent are TANCEM officers association and 15.@ percent are %NT0C.

FEDERATION OF THE RESPONDENTS

I TUC

CITU

Name of t*e Fe$erat'o( o!"o#"$e%pon&ent% Pe'(entage

Ta4le1 : &istri4ution of Respondents 4y t.eir Perception of Conflict Management Strategies

T) C,* -##i(e'% )%%o(iation

30 25 20 15 10 5 0
il

)D*+

D*+

Sl$ o 1

+arious &imensions of conflict Management Strategies Solution Orientation )o" Moderate /igh

o$ of Respondents , A 6=B-

Percentage

37 9: 7:

7>.> ;:.7 7;.7

on Confrontational )o" Moderate /igh 35 >7 7@ 79.5 91.? 73.3

Control )o" Moderate /igh 31 9? 37 79.@ ;?.9 7>.?

; Conflict Management Strategies ,O3er all Total)o" Moderate /igh ;> ;; 35 3@.3 7>.? 79.5

" FERE CE1 %t is evident from the above table that little less than half of the respondents L;:.7JM have moderate level of sol tion oriented perception "here as 7>.> percent of the respondents have lo" level of sol tion oriented attit de and 7;.7 percent of the respondents perceive high level of sol tion oriented strategies.

%t is observed from above table that more than half of the respondents L91.?JM have moderate level of non$confrontational strategies. (here as more or less eD al n mber of the respondents perceive lo" L79JM high L73.3JM level of non$confrontational strategies. %t is also seen from the table that little less than half of the respondents L;?.9JM have moderate level of control "here as more or less eD al member of the respondents perceive high L7>.?JM# lo" L79.@JM level of control oriented strategies. %t is noted from the table that less than half of the respondent L3@.3JM perceive lo" level of conflict management strategies "ith regard overall score. %t is also clear that 7>.? percent of the respondents perceive moderate level of conflict management strategies and 79 percent of the respondents perceive high level of conflict management strategies "ith regard to over all score.

!EVE! OF CONF!ICT

ANA"E ENT OF THE RESPONDENTS

50 40
Per&e(tage

46 38!3

44 26!7 30 25

30 20 10 0 Low

o"o#"$e%pon&ent% Pe'(entage

*o&e'ate
a(ageme(t !e8el

.ig/

Ta4le1 ; 5arl Pearson>s coefficient of correlation 4et/een t.e Age of t.e respondentsD o$ of C.ildrenD o$ of &ependentsD 0or) E@perienceD and t.eir Conflict Management Strategies Sl$ o 1. 7. 3 ; Correlation Coefficients , A 6=Bo$ of o$ of 0or) &ependen C.ildren E@perience ts $5.579 $5.5?7 5.15? $5.51? $5.57> $5.1@9U $5.513 $5.597 $5.59> 5.157 5.5:; $5.57;

&imensions Sol tion 'rientation Non Confrontational Control Conflict Management Strategies L'ver all TotalM Usignificant at 5.59 level

Age $5.511 5.5@7 5.5:7 5.519

" FERE CE1 %t is noted from the table that there is no significant relationship bet"een the age# No of children# "orB eCperience of the respondents and vario s dimensions of conflict management strategies and over all score. %t is also no significant relationship bet"een No. of dependents and sol tion oriented# control oriented and overall score of conflict management strategies. /o"ever there is a significant relationship bet"een No. of dependents and non$confrontational of conflict management strategies.

Ta4le1 7 "nter Correlation Matri@ 4et/een t.e Major su4 &imensions Sol tion 'rientation Non Confrontational Control Conflict Management Strategies L'ver all TotalM Sol tion 'rientation Non Confrontational Control Conflict Management Strategies L'ver all TotalM 1.555 5.715U $5.557 1.555 5.3:5UU 1.555

&imensions

5.:?1UU

5.3:;UU

5.75;U

1.555

Usignificant at 5.59 level UU Significant at 5.51 level " FERE CE1 The inter correlation matriC bet"een the vario s dimensions of the conflict management strategies "ere dra"n and significant correlation "ere fo nd. A high level of positive correlation is seen bet"een the vario s dimensions "ith their overall conflict management strategies. (here in as the sol tion oriented non$confrontational and control increased and the overall conflict management strategies also increases.

Ta4le1 6B Association 4et/een Educational *ualification and t.eir Conflict Management Strategies Sl$ o 1. Educational *ualification Solution Orientation SS)C %T% *iploma 0+ 2+ 13 5: 51 5> 53 19 19 5: 1? 53 5@ 5; 5; 5? 5> 11.9:? df Q @ 2 V5.59 Not Significant Conflict Management Strategies , A6=BLo/ Moderate !ig.

E=

7.

on confrontation SS)C %T% *iploma 0+ 2+ 11 5? 53 5? 57 1: 59 5: 1; 59 5> 5> 57 5: 59 9.7;5 df Q @ 2 V5.59 Not Significant

control SS)C %T% *iploma 0+ 2+ 5: 5> 59 5@ 53 1? 1> 5; 1; 5> 15 5> 59 5@ 53 3.137 df Q @ 2 V5.59 Not Significant

Conflict Management

,TotalSS)C %T%

1> 5: 59

15 53 5> 15 59

15 5> 53 5? 5; 3.:77 df Q @ 2 V5.59 Not Significant

*iploma 0+ 2+ 13 53

" FERE CE1 The above table sho"s that there is a no significant association bet"een ed cational D alification of the respondents and sol tion oriented# non$confrontation# control dimensions of conflict management strategies and overall score.

Ta4le1 66 Association 4et/een Mont.ly "ncome and t.eir Conflict Management Strategies Sl$ o 1. Solution Orientation 9555$15555 15551$19555 19551$75555 75551$79555 7; 5? 51 51 7. on confrontation 9555$15555 15551$19555 19551$75555 75551$79555 75 5? 57 51 3 Control 9555$15555 15551$19555 19551$75555 75551$79555 75 5@ 53 55 ; Conflict Management ,Total9555$15555 15551$19555 19551$75555 75551$79555 31 17 55 55 35 5: 57 57 7; 53 57 57 9.::7 df Q> 2 V5.59 Not Significant ;1 13 5; 51 ;9 13 53 51 ;3 15 57 57 75 5; 57 53 75 5; 57 57 77 5> 57 57 ;.7>3 df Q > 2 V5.59 Not Significant 7.?;? df Q > 2 V5.59 Not Significant ?.713 df Q > 2 V5.59 Not Significant Mont.ly "ncome Conflict Management Strategies , A6=BLo/ Moderate !ig. E=

" FERE CE1 The above table indicates that there is no significant association bet"een monthly income of the respondents and sol tion oriented# non$confrontation control of conflict management strategies and over all score.

Ta4le1 6= Association bet"een 2lace of ,irth of the respondents and their Conflict Management Strategies Sl$ o 1. Solution Orientation 4illage To"n City 75 11 51 7. 3> 1: 5; 1> 17 51 1.3>? *f Q ; 2 V5.59 Not Significant Place of Birt. Conflict Management Strategies , A6=BLo/ Moderate !ig. E=

on confrontation 4illage To"n City 1: 15 51 3@ 77 57 19 15 53 7.>@3 *f Q ; 2 V5.59 Not Significant

Control 4illage To"n City 1@ 17 51 3> 1@ 53 1@ 17 57 5.@>7 *f Q ; 2 V5.59 Not Significant

; Conflict Management ,Total4illage To"n City 31 1; 51 73 1@ 53 1@ 15 57 75?@> *f Q; 2 V5.59 Not Significant

" FERE CE1 The above table sho"s that there is no significant association bet"een the place of birth of the respondents and sol tion oriented non$confrontational# control of conflict management strategies and overall score.

C!APTER % +" F" &" #S

F" &" #S RELATE& TO SOC"O%&EMO#RAP!"C +AR"ABLES 35J of the respondents are SS)C More than half of the respondents L>5JM are from village. Majority of the respondents L?3.3JM are from n clear family. /alf of the respondents L95JM are at "orBers. )ittle less than half of the respondents L;>.?JM are from technical department. 71 percent of the respondents are not member of any association )ess than half of the respondents L3@.3JM perceive lo" level conflict management strategies. F" &" #S RELATE& TO RESEARC! !2POT!ESES Researc. .ypost.esis%6 There is a significant relationship bet"een no.of dependents and non$confrontational of conflict management strategies. ull !ypot.esis There is no significant relationship bet"een no.of dependents of the respondents and sol tion oriented# control oriented and overall score of conflict management strategies and the age# no.of children "ere eCperience of the respondents and vario s dimensions of conflict management strategies and overall score. Findings &arl pearsonAs co$efficient of correlation test "as applied and significant positive correlation "as fo nd no.of dependent of the respondents in non$confrontational. /ence -esearch hypothesis is accepted n ll hypothesis is rejected. ,TABLE1;Researc. .ypot.esis%= /igher the adoption of sol tion oriented and non$confrontational strategies by the respondents higher "ill be their conflict management.

ull .ypot.esis There is no relationship bet"een the sol tion oriented and non$confrontational strategies by the higher "ill be their conflict management. Findings %nter correlation matriC test bet"een "as applied and significant "as fo nd in sol tion oriented and non$confrontation oriented strategies. /ence -esearch hypothesis is accepted and n ll hypothesis is rejected.,TABLE%7Researc. .ypot.esis%? There is a significant association bet"een ed cational D alification of the respondents and overall$ score of conflict management strategies. ull .ypot.esis There is no significant association bet"een ed cational D alification of the respondents and overall score of conflict management strategies. Findings Chi$SD are test "as applied and significant positive correlation "as fo nd ed cational D alification of the respondents. /ence n ll hypothesis is accepted and the research hypothesis is rejected.,TABLE16B-

Researc. .ypot.esis%C There is a significant association bet"een Monthly income of the respondents and overall$score of conflict management strategies.

ull .ypot.esis There is no significant association bet"een Monthly income of the respondents and overall score of conflict management strategies.

Findings Chi$SD are test "as applied and significant positive correlation "as fo nd monthly income of the respondents. /ence n ll hypothesis is accepted and the research hypothesis is rejected. ,TABLE%66Researc. .ypot.esis%8 There is a significant association bet"een the place of birth of the respondents and overall$score of conflict management strategies. ull .ypot.esis There is no significant association bet"een the place of birth of the respondents and overall score of conflict management strategies. Findings Chi$SD are test "as applied and significant positive correlation "as fo nd the place of birth of the respondents. /ence n ll hypothesis is accepted and the research hypothesis is rejected.,TABLE% 6=-

F" &" #S RELATE& TO +AR"O'S &"ME S"O S OF CO FL"CT MA A#EME T STRATE#"ES$ There is a significant relationship bet"een no.of dependents and non confrontational of conflict management strategies. There is a significant higher the adoption of sol tion oriented and non$confrontational strategies by the respondents higher "ill be their conflict management. There is a significant difference bet"een type of family of the respondents "ith regard to their control oriented of conflict management strategies. There is no significant relationship bet"een no.of dependents of the respondents and sol tion oriented# control oriented and overall score of conflict management Strategies and the age# no.of children# "orB eCperience of the respondents and vario s dimensions of conflict management strategies and overall score. There is no relationship bet"een the sol tion oriented and non$confrontational strategies by the higher "ill be their conflict management. There is no significant association bet"een ed cational D alification of the respondents and overall conflict management strategies. There is no significant association bet"een monthly income of the respondents and overall score of conflict strategies. There is no significant association bet"een the place of ,irth of the respondents and overall score of conflict management strategies. There is no significant difference bet"een the designation of the respondents "ith regard to the over all conflict management strategies. There is no significant difference bet"een type of family of the respondents "ith regard to their control oriented of conflict management strategies.

C!APTER +""

S'##EST"O A & RECOMME &AT"O

Training programmes can be organi!ed based on interpersonal development. 'pport nities for overall development m st be provided in different areas# s ch as technology# team "orB# personality etc.. Co nseling programmes can be arranged to maBe the employees emotional independent. The organi!ation can organi!e programmes liBe meditation# yoga and other recreation programmes to their employees at different levels to red ce their job stress. Considered diffic lt adverse are demanding job sit ations as inevitable part of the job to overcome the hardships. 2ersonality development programmes m st be given to the employees to attain a niD eness. The organi!ation can organi!e training programmes to their employees abo t the recent trends in ind strial sector. *onAt be rigid in the "ays of f nctioning attit des and decisions. Employees m st be motivated thro gh monitory benefits as "ell as other "elfare services. The ind strial social "orBer m st be appointed to looB on the labo r problems. The "orBing conditions of the employees m st be improved to enhance the t rnover of the ind stry. (orBers participation m st be enco rage to have a overall cond cive "orBing milie . Trade nions m st be strengthen based on the needs of the employees and n mero s trade nions. +rievance handling proced re m st be properly adopted and rendered to the employees.

C!APTER%+"""

CO CL'S"O
Conflict is a part of everyday life of an individ al or of an organi!ation. Conflict has considerable infl ence on employee behavio r# performance and satisfaction. %t also affects an organi!ationAs effectiveness. Conflict is nderstood as a str ggle bet"een incompatible or opposing needs# "ishes# ideas# interests or people. Conflict differs from competition. %n competition one party does not try to fr strate the attempts of another# b t it happens in conflict. Energi!ing conflicting parties# promoting change and increasing organi!ation effectiveness are some of the positive conseD ences of conflict. 6$ CO FL"CT "S ' +O"&ABLE %t is evident that conflict is inevitable and is integral of the nat re of change. %t is also important to nderstand that minim m level of conflict is optimal and if vie"ed positively is a vital factor to have a competitive edge in organi!ational f nctioning. =. CO FL"CT CA BE 'SEF'LL FOR OR#A "SAT"O "F CO STA T$ The attit de abo t conflict has changed overtime. Earlier# conflict "as considered to be nnecessary and harmf l. No" conflict is held to be inevitable and desirable. Since conflicts are indispensable in an organi!ation it becomes imperative that these conflicts are confronted than being avoided. The researcher has gained enriching Bno"ledge on conflict management in ind strial sectors. (hich has made him to Bno" the different style of handling conflict and strategiesW

C!APTER ( "E L"M"TAT"O S OF T!E ST'&2

The researcher has incl ded only the limited employees for the st dy and so it cannot be generali!ed to all other cadres. The researcher has adopted only Conflict management strategies and "as concentrate on sol tion job stress related areas. nable to

C!APTER ( E SCOPE OF T!E ST'&2

The present st dy attempts to find o t the eCtent of conflict management strategies adopted by the employees in TANCEM# Ariyal r. The assessment has been made "ith reference to sol tion oriented# non$confrontational# control and also has foc sed on giving specific s ggestions to improve the relations in ind strial sector. %t is hoped the findings of the present st dy co ld provide an empirical bases pon "hich conflict management strategies adopted by the employees has styled to meet their needs of the ind strial people. %t gives them the intricate details that they act ally need to taBe their organi!ation to greater heights. %t also helps them to Bno" "here do they act ally stand "hat do they lacB and they find it easier to improve pon themselves in a "ay they help their "orBman and their s b$ordinates in maintaining a problem free organi!ation. This st dy helps the personnel department to identify the vario s tools and techniD es and the type of training programme that are to be cond cted for their employees.

C!APTER ( E" A EE'RE ( " A"RE

*'EST"O

Conflict Management Strategies Adopted by the Employees in Tamil Nad Cements Corporation )td.#

Perso(al Data
Age SeC Ed cational = alification Native bacBgro nd Marital Stat s No. of Children No. of *ependence Type of .amily 8ear of ECperience *esignation *epartment Monthly %ncome Are yo member of any Association %f yes# Specify the Name P P P P P P P P P P P P P P 6oint F N clear 4illage F To"n F City Married F 0nmarried Male F .emale

6% Al/ays 8% Seldom

=%+ery often 9% +ery Seldom

?%Often :% e3er 1

C% Sometimes

Encircle t.e appropriate one

1. % blend my ideas "ith my s pervisorAs to create ne" alter native for resolving a disagreement. 7. % shy a"ay from topics that are so rces of disp tes "ith my s pervisors. 3. % maBe my opinion Bno"n in a disagreement "ith my s pervisors. ;. % s ggest sol tions that combine a variety of vie" point. 9. % steer clear of disagreeable sit ations. >. % give in a little on my ideas "hen my s pervisor also gives in. ?. % avoid my s pervisor "hen % s spect that he or she "ants to disc ss. @. % integrate arg ments into a ne" sol tion from the iss es raised in disp te "ith my s pervisor :. % "ill 95$95 to reach a settlement "ith my S pervisor. 15. % raise my voice "hen % am b ying to get my s pervisor to accept my position. 11. % offer one creative sol tion in disc ssion of 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 1 7 7 3 3 ; ; 9 9 > > ? ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ?

disagreements. 17. % Beep D iet abo t my vie"s in order to avoid the disagreement. 6% Al/ays 8% Seldom =%+ery often 9% +ery Seldom ?%Often :% e3er

>

>

C% Sometimes

13. % give in if my s pervisor "ill meet me half"ay. 1;. % do"n play the importance of disagreement. 19. % red ce disagreements by maBing them seem insignificant. 1>. % meet my s pervisor at a midpoint in o r differences. 1?. % dominate arg ments ntil my s pervisor nderstand my position. 1@. % s ggest "e "orB together to create sol tion to disagreements. 1:. % try to se my s pervisorAs ideas to generate sol tion to problems. 1 1 7 7 3 3 ; ; 9 9 > > ? ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ?

75. % assert my opinion forcef lly. 71. % offer made I off to reach sol tion in a disagreement . 77. % arg e insistently for my stance.

1 1

7 7

3 3

; ;

9 9

> >

? ?

73. % "ith dra" "hen my s pervisor comforts me abo t controversial iss e. 7;. % side step disagreements "hen they aro se 79. % try to smoother over disagreement by maBing them appear nimportant. 7>. % insist my position be accepted d ring a 1 disagreement "ith my s pervisor. 7?. % maBe o r difference seem less serio s. 1 7 3 ; 9 > ? 1 7 7 3 3 ; ; 9 9 > > ? ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ?

6% Al/ays 8% Seldom

=%+ery often 9% +ery Seldom

?%Often :% e3er

C% Sometimes

7@. % hold my tong e rather than arg e "ith my s pervisor. 1 7 3 ; 9 > ?

7:. % case conflict by damning o r difference are trivial. 35. % stand firm eCpressing my vie" points d ring a disagreement "ith my s pervisor. 1 7 3 ; 9 > ? 1 7 3 ; 9 > ?

31. % arg e my case "ith my co$"orBers to sho" the merits of my position. 37. %n negotiate "ith my co$"orBers so that a compromises can be reached. 33. % try to satisfy the eCpectation of my co$"orBers. 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ?

3;. % try investigate an iss e "ith my co$"orBers to find a sol tion acceptable to s. 39. % am firm in p rs ing my side of the iss e. 3>. % attempt to avoid being p t on the sport and try to Beep my conflict "ith my co "orBers to myself. 3?. % hold on to my sol tion to a problem. 3@. % se given and taBe so that compromise can be made. 3:. % eCchange acc rate information "ith my co$"orBers to solve a problem together. ;5. % avoid open disc ssion of my difference "ith my co$"orBers. 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 1 7 7 3 3 ; ; 9 9 > > ? ? 1 1 7 7 3 3 ; ; 9 9 > > ? ?

;1. % accommodate the "ishes of my Co$"orBers. 1 7 3 ; 9 > ?

6% Al/ays 8% Seldom

=%+ery often 9% +ery Seldom

?%Often :% e3er

C% Sometimes

;7. % try to bring all o r concerns o t in the open so that the iss es can be solved in the possible "ay. ;3. % propose a middle gro nd for breaBing dead locBs. ;;. % go along "ith my s ggestions of my co$"orBers. ;9. % try to Beep my disagreement "ith my co$"orBers to myself in order to avoid those hard feelings. 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ? 1 7 3 ; 9 > ?

EE'RE ( ""

B"BL"O#RAP!2

As/at.appa$5D 1:::# 'rganisational ,ehavio r# /imalaya 2 blishing/o se# ,ombay. Fis.er$5 and Rayner$SD 1::9# Tips for Teams# TATA Mc+ra" /ill ,ooB Company# Ne" *elhi. #.os.$P$5D 7555# Strategic 2lanning and Management# S lthan Chand and sons# Ne" *elhi. 5ot.ari$C$RD 7553# -esearch Methodology# (ish"a 2raBashan 2 blishers# Ne" *elhi. Lut.ans Fred# 7557# 'rganisational ,ehavio r# TATA Mc+ra" /ill p blichers )td# Ne" *elhi. Ramas/ami$ D 1::?# 'rganisational ,ehavio r# Chennai. Ro4ins Step.enD 1::?# 'rganisational ,ehavio r# 2rentice /all of %ndia )td# Ne" *elhi. Se)aran 'maD 7555# 'rganisational ,ehavio rD TATA Mc+ra" /ill p blichers )td# Ne" *elhi. Tripat.i$P$CD 755;# 2ersonnel Management and %nd strial -elations# S lthan Chand and sons p blishers# Ne" *elhi.

6o rnals 2sychology. Mors.ima$M and Bels.eim$<$A G1::?H $ %nternational 6o rnal of Conflict Management. Tjos3old$& G1:@7H $ 6o rnal of Applied

0e4site """.google.com """.gordontraining.com """.ed cationX"orld.com """.conflictat"orB.com """."orBteams. nt.com """.tancem.com