INDEX

1. INTRODUCTION
2. OBJECTIVES OF THE STUDY
3. RESEARCH METHODOLOGY
4. LITERATURE REVIEWS
5. COMPANY PROFILE
6. DATA ANALYSIS AND INTERPRETATION
7. FINDINGS, CONCLUSION & SUGGESTIONS
8. QUESTIONNAIRE
9. BIBLIOGRAPHY

INTRODUCTION
Conflicts occur when people perceive that, as a consequence of a disagreement, there is a threat
to their needs, interests or concerns. Although conflict is a normal part of organization life,
providing numerous opportunities for growth through improved understanding and insight, there
is a tendency to view conflict as a negative experience caused by abnormally difficult
circumstances. Disputants tend to perceive limited options and finite resources available in
seeking solutions, rather than multiple possibilities that may exist 'outside the box' in which they
are problem-solving.

A conflict is more than a mere disagreement - it is a situation in which people perceive a

threat to their well-being.

Participants in conflicts tend to respond on the basis of their perceptions of the situation,
rather than an objective review of it. People filter their perceptions through their values,
culture, beliefs, information, experience, gender, and other variables. Conflict responses
are both filled with ideas and feelings that can be very strong and powerful guides to our
sense of possible solutions.

As in any problem, conflicts contain substantive, procedural, and psychological

dimensions to be negotiated. In order to best understand the threat perceived by those
engaged in a conflict, they need to consider all of these dimensions.

Conflicts are normal experiences within the work environment. They are also, to a large
degree, predictable and expectable situations that naturally arise as they go about
managing complex and stressful projects in which they are significantly invested.
Develop procedures for identifying conflicts likely to arise, as well as systems through
which they can constructively manage conflicts, they may be able to discover new
opportunities to transform conflict into a productive learning experience.

Creative problem-solving strategies are essential to conflict management. To transform the

situation from one in which it is 'my way or the highway' into one in which they entertain new
possibilities that have been otherwise elusive.

1.1 MEANING AND DEFINITION

2

Conflict may be defined as a struggle or contest between people with opposing needs, ideas,
beliefs, values, or goals. Teams conflict is inevitable; the results of conflict are not
predetermined. Conflict might escalate and lead to non-productive results, or conflict can be
beneficially resolved and lead to quality final products. Therefore, learning to manage conflict is
integral to a high-performance 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 non-productive escalation. 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
they environment.

FEATURES
Conflict may be understood as collision or disagreement. The conflict may be within an
individual when there is incompatibility between his or her own goals or events, may be between
two individuals, when one does not see eye to with another, and in the process tries to block or
frustrate the attempts of another or between two groups in an organization.
Conflict is defined as the struggle between incompatible or opposing needs, wishes, ideas,
interests, or people. Conflict arises when individuals or groups encounter goals that both parties
cannot obtain satisfactorily. Though intra-personal conflict is not made explicate in the
definition, the first sentence implies intra-individuals conflict as well.
Conflict may be cognitive or affective. Cognitive conflict refers to differences in perspectives or
judgments about issues. Affective conflict is emotional and directed at other people. Affective
conflict is likely to be destructive because it can lead to anger, bitterness, goal displacement and
poor decisions. Cognitive conflict, on the other hand, can air legitimate differences of opinion

and develop better ideas and solutions to problems. Conflict needs to be cognitive and affective.