ANALYSIS OF CONFLICT

BETWEEN EMPLOYEE &

MANAGER OF OPSONIN
PHARMA
Conflict Management
An Analysis of conflict between employee &
Manager of opsonin Pharma Limited.

Prepared For
Dr. Sheikh Abdur Rahim
Associate Professor
Department of Business Administration
Faculty of Business and Economics

Prepared by

Name ID
Mst. Romana Afroz 201-14-3121
Salwa Yasmin 201-14-3164
Nadia Islam 201-14-3176
Mahina Monir Ananya 201-14-3155
Israt Jahan Tonay 201-14-3166

Daffodil International University

LETTER OF TRANSMITTAL

DATE: 27th March, 2020

To,
Dr. Sheikh Abdur Rahim
Associate Professor
Faculty of Business & Entrepreneurship
Daffodil International University

Subject: Submission of Assignment on “An Analysis of conflict between employee & Manager
of opsonin Pharma Limited.”

Dear Sir,
This is my pleasure to present my Assignment on “An Analysis of conflict between employee
& Manager of opsonin Pharma Limited.”. We have conducted our assignment under your
close supervision.

I tried my best to put meticulous effort for the preparation of this assignment. Any shortcomings
or flaw may arise as I am very much novice in this aspect. I will wholeheartedly welcome any
clarification and suggestion about any view and conception disseminated in my assignment.
Your support in this regard will be highly appreciated.

Sincerely yours,
Student of Conflict Management Course
 Chapter-1
Introductory
1.1 Background
Masters of Business Administration (MBA) is a specialized program. Daffodil International
University arranges One-year specialized program to provide some efficient graduates in the
business sector of the country. The program design is not limited within the theoretical boundary
but it also extends to the practical exposure through the Class Lecture. Our course teacher of
Organizational Conflict Management Provide an assignment Which is mandatory Assignment
followed by writing a report. I have completed my report on the topic of “An Analysis of
conflict between employee & Manager of opsonin Pharma Limited.” because of the Showing
Conflict among employee & Manager over the world. This report has been prepared on the basis
of my practical experience in the Human Resource field of Opsonin Pharma. This report will also
provide the essential information. I have tried my best to utilize the opportunity to enrich my
knowledge on it with the theoretical course.

1.2 Scope of the study

While preparing this Assignment, I had a great opportunity to have in depth knowledge about the
“An Analysis of conflict between employee & Manager of opsonin Pharma Limited.” for
companies all types of working activities. Additionally, I have achieved some practical
experiences with the employees. I think it will be helpful for me to have an idea about the
Conflict Among Employee & Manager. attitude towards private commercial banks and overall
banking sector as well. And I can gather huge knowledge about Employee & Manager Issue.
And practically know how to handle the employee of any risky situation.

And by this way I can gather communication skill of Human resource field. This is not easy for a
fresher student. I think in my professional life can handle any major situation by my experience.
1.3 Methodology/Design of the Study:
The following methodology will be followed for the study both primary and secondary data
sources will be used to generate this Report. Primary data sources are scheduled survey, informal
discussion with professionals and observation while working in different types of work. The
secondary data sources are annual Internship reports, manuals, brochures, Company website of
the company and different publications of journal. To identify the implementation, supervision,
monitoring - interview with the employee and Customer and extensive study of the existing file
was and practical case observation was done. And I think this is a descriptive research in nature.

 Target Population:
Population refers to any group of people or objects which are similar in one or more ways and
which forms the subject of the study in a particular survey. So our Population is selected
company which are in staying on the opsonin pharma or which persons are leave the job
recently. That means our population is the all previous customers or all of them company who
are agree for develop Employee & Manager good relation.

 Data collection Procedure:

1. Sources of Primary Data:
 Conversation with officers and Staffs
 Taking initial lecture of manager and from HR department
2. Sources of secondary data:
 Files records annual reports and from company brochure
 From monthly newspaper
 Company profile and from catalog of the company
 From the newspaper.
 Collect information from same type other company
 Collect information from internet
 Collect information from the website of the company.
1.4 Limitations of the Study:
1. The time duration was not sufficient enough to know all the information about whole
company.

2. I am in learning curve so I am not able to present a lot of things in the report due to lack of my
experience and practical exposure.

3. Relevant data and document collection was difficult within a span period of time.

4. Lack of written data in this sector has created crucial problem to write this report more
systematically.

5. Lack of cooperation from clients due to personal busyness. Also, sometimes clients are not
willing to answer any question even they fell board and wanted to get over the bank as early as
possible.

6. For security reason from the company I can’t collect more information. Which was collects
that’s not important for my Assignment?

7. Busy working environment on the company this is why we can not collect information easily,
that’s why we need to collect very short information.
 Chapter-2
Overview of the company
2.1 BACKGROUND OF OPSONIN PHARMA LIMITED - (1956-2008)
Opsonin Pharma Limited is a private limited company. Opsonin is committed to improve its
position continuously as a Leading Pharmaceutical company in Bangladesh and strengthen its
global presence. Opsonin creates value for its customers and other stakeholders by providing
highest quality health care solutions through appropriate application and development of
resources and processes. . Its main market is in Southeast Asia Africa Eastern Asia. It is involved
with manufacturing, distributing and wholesaling. Main products of Opsonin Pharma includes
Antihistamines, vitamins and minerals, NSAIDS, Antispasmodics, Corticosteroids, Laxatives,
Expectorants, Analgesics, Antiprotozoal, and Anti-diarrheal.

2.1.1 Heritage of Opsonin Pharma Limited

1956-2003 Integrating the visionary imagination for basic industrial development in this country
by our Founder Chairman Late Abdul Khaleque Khan, the successors have already established a
number of innovative & import substitute industrial units mainly in the pharmaceuticals and
related sectors. The seed that was planted in the year 1956 now has become a tree. The way we
walked though was not a smooth and plain one. After a thousand miles walk the plant of distilled
water has now opened a new horizon in Bangladesh Pharma industry. From the inception it
always believed in nation building activities. Their cherished dream is to serve the mankind and
the man behind the mankind. This dream has come into reality as a result of thousand miles
throbbing walk of thousand people. In the long history of Opsonin Pharma Limited there are
many achievements. In the long history their achievements can be summed up. Following table is
representing the major achievements or milestones of Opsonin Pharma Limited.
2.1.2 Overview of Opsonin Pharma Ltd.
2.2 OVERVIEW OF OPSONIN PHARMA LIMITED
2.2.1 Product Mix
Opsonin Pharma Limited is renowned for its outstanding product quality, world class
manufacturing facilities, product development capabilities and unparalleled services. We
produce and market branded generics for almost all disease from infection and asthma and
hypertension to diabetics for both our national and international markets. Our portfolio of
pharmaceuticals products cover anti-infective, anti-ulcer ant, anti-fungal, anti-spasmodic, anti-
emetic and gastro-prokinetic, and anathematic, analgesic, anti-pyretic and NSAID, narcotic,
cough preparation, laxative, hematinic, dermatological agents, corticosteroid, antihistamine, anti-
protocol, anti-asthmatic, muscle relaxants, CNS agents, vitamins and minerals, urological,
gynecological, anti-hypertensive, anti-diabetic preparation in different dosage forms like tablet,
capsule, soft-gelatin capsule, suppository, suspension, solution, drop, injection, infusion,
infusion, cream, ointment, lotion, and mouthwash etc. We achieved exceptionally robust growth
through this very well-balanced portfolio.

2.2.2 Sales & Distribution

The role of distribution function is changing. The days of safe procedure-driven distribution
activities providing an add-on business support are over. Soon, distribution department will be
responsible not only to distribute product but also to create new channels through which an
organization can market its products, thereby becoming revenue-generating rather than just being
a cost center for the company. We have been working with that mission to bring cost
effectiveness in every sage of our operation, ensuring utmost service to both internal and external
customers; we operate our service from 18 well-organized depots to nationwide customers. Our
strengths include 208 trained distribution assistants. 132 trained drivers, 132 delivery vans (using
environment-friendly fuel), 129 packers and 256 supportive staffs.

We are ensuring environment, health and safety aspects in every stage and encouraging all us
associates to care for each other’s wellbeing in all aspects of their lives. We are preserving our
cool chain (temperature sensitive) products below 30 degree at our end.
2.2.3 Environment, health and safety
Environment, health and safety are an integral part of Opsonin’s corporate responsibility. As a
pharmaceutical company, we improve health not only through the production and distribution of
medicine to our consumers, but also through our commitment to protect the environment, health
and safety of our coworkers and the communities where we operate. As we renew our
commitments to our work every day, we also seek to identify the emerging EHS issues relevant
to our industry and stock holders by addressing them through innovative policies and programs.
Our EHS values are expressed through our focus on compliance, leadership, performance
management, and global standards, minimization of environmental impact, communication,
education and training.

We strive to be a leader in environmental and safety performance by incorporating best practice

and instituting mechanism to reinforce continuous improvement, including systems to measure
and benchmark our progress.

2.2.4 Manufacturing facility

Opsonin’s sacred vow is to ensure quality man, material, and machine for good manufacturing
practice. Their manufacturing facilities in Barisal, a southern district of Bangladesh carries out
the manufacturing and packaging of all the products sold by the company. The production units
are equipped with sophisticated machines made by world-renowned manufacturers. To name a
few are Tablet Compression Machine from Amnesty of the U.K.; Tablet Coating Machine from
GS Coater of Italy; Advanced formatting Technology (AFT) Blister pack Machine from Horn
Noah of Germany; Auto Cartooning Machine from Aromatic of Italy and many more.
Experienced validation engineers qualify these highly sophisticated machines and these are being
operated by highly skilled production and engineering personnel. The process through which the
products are made in these machines are also validated, which guarantees that Current Good
Manufacturing Practices (CGMP) prevail while goods are being produced. OPL has adopted the
world Health Organization's (WHO) Guidelines on GMP in the Quality Management System.
2.2.5 Product Development
Being a national company, we have got some social commitments. Apart from the business, we
want momentous and fruitful interaction in terms of quality with our people. We have a fully
dedicated Product Development (PD) Laboratory for development of new products. All new
products are made in Pilot Batches in appropriately sized machinery before going into
commercial production. Opsonin’s Product Development Laboratory is the only fully equipped
facility in the country dedicated for the purpose.

2.2.6 Quality Assurance

Quality Assurance (QA) procedures ensure that the quality of the products are maintained by
strict compliance with international pharmacopoeias (BP, USP and EP) specifications on raw
materials, packaging materials and finished products. Quality Control Laboratory is equipped
with, state- of - the-art analytical and microbiological quality control instruments. These include
latest instruments from Japan and European sources like High Performance Liquid
Chromatography (HPLC); FTIR, UV Spectrophotometers, Atomic Absorption
Spectrophotometers and many more. In addition to raw and finished product testing, tests are
carried on work-in-process materials to ensure the process and hence products are always within
acceptable quality limits. Also, completely separate facilities exist for microbiological testing,
which checks to ensure that the products are free from undesired bacterial and other particulate
contamination

2.2.7 International Marketing

Overseas business has always been highest priorities of Opsonin Pharma Limited. After
flourishing and splendid pace in the home, we had extended our marketing network to abroad
since 1985. By ensuring the best utilization of knowledge and skill in manufacturing technology
Opsonin is one of the pioneer pharmaceutical manufacturers to export its products abroad. As of
now, we are having our overseas marketing network in a number of countries- Myanmar,
Mauritius, Nepal, Pakistan, Philippines, Sri Lanka, Togo, Vietnam and Yemen. We are also in
the process of exploring us existing export opportunities in some other countries as well. Against
an international tender, we also supplied our products worth around USD.1.3 million to
UNICEF. We have been putting our best efforts to keep this process on.

2.2.8 Human Resources

OPL has more than 2,100 employees which includes diversified professional team like
pharmacist, chemist, biochemist, microbiologist, engineer, medical professional, IT professional,
chartered accountant, cost and management accountant business graduates etc. OPL is
committed to develop its human resources through continuous training and development. We
have a large sales team comprising of 425 professionally trained persons.

2.2.9 Export
Export: Overseas business has always been highest priorities of Opsonin Pharma Limited. After
flourishing and splendid pace in the home, we had extended our marketing network to abroad
since 1985. By ensuring the best utilization of knowledge and skill in manufacturing technology
Opsonin is one of the pioneer pharmaceutical manufacturers to export its products abroad. As of
now, we are having our overseas marketing network in a number of countries-Myanmar, Kenya,
Guatemala, Nigeria, Philippines, Sri Lanka, Vietnam, Yemen etc. We are also in the process of
exploring us existing export opportunities in some other countries as well. Against an
international tender, we also supplied our products worth around USD. 1.3 million to UNICEF.
We have been putting our best efforts to keep this process.

2.2.10 Finance & Accounts

All financial activities are integrated and automated through accounting software for balance
sheet preparation, payroll process, treasury management, product costing and inventory
management by the supervision of professional accountants. Financial statements are prepared
on historical cost convention in a going concern concept on accrual basins in accordance with
international accounting standards. To protect the interest of shareholders, stakeholders and other
related groups, OPL finance has implemented a well-designed internal control system. We
comply with all the requirements of government authorities and maintain relationships with
financial institutes. We respect our internal and external customers, offering them our products
and effective services at all times.
 Chapter-3
Analysis
(Analysis of conflict between employee & Manager of opsonin Pharma
Limited.)
3.1 FACTORS AND CAUSES OF WORKPLACE CONFLICTS

The focus of conflict researchers has not been on determining the causes of conflict (Deutsch,
1990; Wall & Callister, 1995). Various factors contribute to setting the stage for conflict to
emerge. Dirks and Parks posited that the interdependence of the disputants, with actual or
perceived differences in goals, values, or aims, who view the other party as potentially
interfering with the attainment of those goals, values, or aims lead to conflict in the workplace
(Dirks & Parks, 2003). Putnam and Poole (1987) viewed the competition for resources,
coordination of systems, work distribution, and participation in decision making as key factors to
conflict in organizations.

3.1.2 Causative factors of conflicts

Empirical research findings have provided insights into causative factors of workplace conflict.
These include personal factors and structural factors.

3.1.3. Personal Factors as Sources of Workplace Conflicts

Various studies have pointed out that personal factors are among key sources of workplace
conflicts. Competition, lack of cooperation, interdependence and communication problems as
factors that have caused conflicts in the Nigerian service industry. A Philippian study also
conducted in the banking industry by Tsevendorj rated communication failure, perception, values
and culture problems as moderately serious sources of conflict.

1.1.4. Conflict Personality and Misconduct

The personality of the Manager of the employee can contribute widely in raising tension and
workplace conflicts. These include skills and abilities, personality conflicts, perceptions,
diversity, and personal problems.

Managers’ or employees’ misconduct: Leaders, supervisors, managers and employees’

misconduct can contribute in worsening the workplace climate. For example, harassment,
injustice, arbitrary and unethical decisions, absenteeism, laziness, careless, more disorganized,
and irresponsible people, etc. In this category there can be some personality conflicts.

Personality conflicts occur very often in the workplace. One of the difficult personality traits is
abrasiveness. This kind of person is often hardworking and achievement-oriented, but critical
and insensitive toward feeling of others. Other personality traits that can encourage conflict are
laziness and gossiping. A personality conflict can also be a consequence of differences in
personality, attitudes and beliefs. Some people simply do not get along or do not view things
similarly or just have different perceptions of situations.

The source of conflict among employees can be differences in age, cultural background, ethics,
and values. For instance, a long-serving employee who feels loyal to the organization may have
conflict with a young newcomer who sees the organization as a stepping stone in his future
career.

 Skills and Abilities: The members of departments or work teams have different levels of
skills and abilities. For instance, conflict can appear when an employee with good
experience must work with a novice who doesn’t have enough practical knowledge.
  Personal Problems: When people bring their personal problems to work, their level of
performance decreases. It is observed that employees with a bad mood and problems can
argue with co-workers more.  One of the main reasons of personal problems can be the
issue of keeping a balance between job and life. The important trend was discussed in a
unique 25-years study of values in the United States: “employees have become less
convinced that work should be an important part of one’s life or that working hard makes
one a better person.

 Discrimination: There are many conflicts in the organizations connected to

discrimination. The term discrimination means “minority” groups, which include: ethnic
minorities, people with disabilities, religious minorities, homosexuals, older people and
women. All these groups are affected by prejudice. These groups have discrimination in
daily life and at work. The term “prejudice” can be identified as an irrationally
unfavorable attitude towards members of another group. Prejudice, which is pervasive in
the organization, is expressed in discrimination. Discrimination reduces the chances of
getting a job, to have equal earnings and to be promoted. Some of types of discrimination
include direct and indirect discrimination, harassment, victimization, personal problems,
etc.

 Personal Bias: When evaluation criteria is not clearly defined, it creates room for
evaluators to become biased (tendency to be base judgment on personal feelings –
subjective) towards what they are evaluating and make the process more subjective. In
normal process, evaluation criteria awards marks to each item, prior to performance, to
enable evaluators to award marks in agreement with the employee. Where marks are not
attributed prior to performance, the evaluator develops a tendency to award marks based
on personal feelings and raise conflicts due to dissatisfaction from the side of the
employee being evaluated.

3.1.3.1 Low or Bad Style of Communication

Conflict is closely connected to communication. Hocker and Wilmot say that “communication is
the central element in all interpersonal conflict”. According to those researchers, communication
and conflict are related in three ways:

 Communication behavior often creates conflict.

 Communication behavior reflects conflict.
 Communication is the vehicle for the productive or destructive management of conflict.

Communication-based barriers may be the result of differences in speaking styles, writing styles,
and nonverbal communication styles. Bad communication is based on misperceptions and
misunderstandings among employees and as a result it can lead to long-standing conflict. Some
of the barriers of productive communication can be the cross-gender and cross-cultural
differences of employees. In this case people have differences in the ways of expressing
themselves and how they are likely to interpret the communication with others. The most
important barriers for communication are: filtering, selective perception, information overloaded,
emotions, language, communication apprehension (anxiety in oral or written communication or
both), etc. For communication apprehension, for example, some people prefer to use faxes and
messages, even if a phone call would be not only faster but also more appropriate. In this case
communication process suffers a lot and effectiveness of the organization decreases. Conflict
situation may occur in this case.

3.1.5. Structural Factors of Conflict at Workplace

Structural factors of conflicts at workplace have various structural factors. These include:
specialization; common resources, goal differences, interdependence, authority relationships,
roles and expectations, and jurisdictional ambiguities.

 Specialization: Employees tend to become specialists in a job or get a general

knowledge of many tasks. If most employees in an organization are specialists, it can lead
to conflicts because they have little knowledge of each other’s job responsibilities. For
instance, a receptionist at a camera repair store can say that a camera can be repaired in
an hour, even though the repair will take a week. Since the receptionist does not know
much about the technician’s job she should not give an unrealistic deadline when the
 camera will be ready. This situation can lead to conflict between the receptionist and the
technician.

 Common Resources: In many work situations, we must share resources. The scarcer the
resource in the organization, the greater the chance for a conflict situation. Resource
scarcity leads to a conflict because each person that needs the same resources necessarily
undermines others who pursue their own goals. Limited resources may include money,
supplies, people or information. For example, The Redmond Washington based Software
Company may dominate several markets, but its staff members still disagree over limited
resources. Sartorial support computer time can contribute to conflict. Considering the
company that installs a new computer for administrative and research purpose, at first,
there is plenty of computer time and space for both uses. However, as both factions make
more and more use of the computer, access becomes a problem, and conflict may erupt at
this point.

 Goal Differences: Very often, the possibility of conflict increases substantially when

departments in the organization have different or incompatible goals. For instance, the
goal of a computer salesperson is to sell many computers as fast as possible. The
manufacturing facility may, however, be unable to meet the sales person’s promises. In
this case, conflict may occur as two persons have different goals.

 Interdependence: The possibility of conflict usually tends to increase with the level of

task interdependence. When a person must depend on someone else to complete his/her
task, it becomes easier to blame a co-worker when something goes wrong. As a rule,
interdependence exists when team members must interest in the process of work and
receive outcomes which depend on the performance of others.

 Authority Relationships: In many companies, there is an underlying tension between

managers and employees because most people do not like being told what they must do.
In many organizations, managers have privileges (flexible hours, free personal long-
distance calls, and longer breaks). It is observed that very strict managers often have
 conflicts with their employees. Sometimes people try to engage in conflict to increase
their power or status in an organization.

 Roles and Expectations: A role is a behavior that is expected from an employee. Every
employee has one or more roles in the organization. These roles include such elements as
job title, description of duties, and agreement between the employee and the organization.
Manager– subordinate conflict can result when the subordinate’s role is not clearly
determined, and each party has a different understanding of that role. 

 Jurisdictional Ambiguities: When the lines of responsibility in an organization are

uncertain, then jurisdictional ambiguities appear. Employees tend to pass unwanted
responsibilities to another person when responsibilities are not clearly stated. Ambiguous
goals, jurisdictions, or performance criteria can lead to conflict. Under such ambiguity,
the formal and informal rules that govern interaction break down. Ambiguous
jurisdictions are often revealed when new programs are introduced. This is a common
occurrence in universities. Ambiguous performance criteria are a frequent cause of
conflict between superiors and subordinates.

Analysis of conflict between employee & Manager of opsonin

Pharma Limited:

3.1.6What is Conflict?

We define conflict as a disagreement through which the parties involved perceive a threat to their
needs, interests or concerns. It’s human nature to have conflicts and it arises for any number of
reasons, including:

i. Misunderstandings
ii. Personality clashes
iii. Disagreements about the right way to approach a problem
 iv. Egos

During our daily lives on the opsonin pharma, there all involved in a number of conflicts with
manager. Sometimes, the conflicts may be small, for example, manager may ignore us while we
are talking. Sometimes, the conflict may be more serious, for example, the two persons behaving
violently toward each other.

Whether big or small, conflict is not confined only to a person and the people around her/him. It
can be between people one is not even associated with. A conflict can, for example, be between
people and the prevailing laws. Conflict does not only occur at the personal level but also at the
national, and even international level. So, in national level opsonin pharma have facing this
problem in dangerous way. Day by day I will be increasing Apart from external conflicts
between individuals or groups with manager, there can also be internal conflicts within an
individual.

3.1.7Stages of conflict:

On the opsonin pharma There has occurring agreement on four basic stages of conflict. These
stages are not mutually exclusive and therefore, an individual may be involved in more than one
at a time.

• Intrapersonal: conflict within the individual (for example, a person

who cannot make decisions).

• Interpersonal: conflict among two or more individuals (for example, an argument between a
boyfriend and girlfriend, or between a student and her/his teacher, or child and parent, or
between friends/colleagues).

• Intragroup: conflict within a group (for example, between members of the same work or
football team).

• Intergroup: conflict between two or more groups (for example, between two different youth
gangs, or between students and the school faculty).

There have been occurred various types of conflict with various persons. But in the opsonin
pharma there occurred conflict with Manager. Their conflicting issue with manager in various
topic. So it is very harmful for opsonin pharma. Because it will decrease the performance rate of
the employee.

3.1.8Types of Conflict in the Opsonin Pharma Ltd.:

By evaluating a conflict according to the five categories below — relationship, data, interest,
structural and value — we can begin to determine the causes of a conflict and design resolution
strategies that will have a higher probability of success.

Relationship Conflicts:

In opsonin pharma Relationship conflicts occur because of the presence of strong negative
emotions, misperceptions or stereotypes, poor communication or miscommunication, or
repetitive negative behaviors. Relationship problems often fuel disputes and lead to an
unnecessary escalating spiral of destructive conflict. Supporting the safe and balanced expression
of perspectives and emotions for acknowledgment (not agreement) is one effective approach to
managing relational conflict.

Data Conflicts:
In opsonin pharma Data conflicts occur when people lack information necessary to make wise
decisions, are misinformed, disagree on which data is relevant, interpret information differently,
or have competing assessment procedures. Some data conflicts may be unnecessary since they
are caused by poor communication between the Manager in conflict. Other data conflicts may be
genuine incompatibilities associated with data collection, interpretation or communication. Most
data conflicts will have “data solutions.”

Interest Conflicts

Interest conflicts are caused by competition over perceived incompatible needs. Conflicts of
interest result when one or more of the parties believe that in order to satisfy his or her needs, the
needs and interests of an opponent (Manager) must be sacrificed. Interest-based conflict will
commonly be expressed in positional terms. A variety of interests and intentions underlie and
motivate positions in negotiation and must be addressed for maximized resolution. Interest-based
conflicts may occur over substantive issues (such as money, physical resources, time, etc.);
procedural issues (the way the dispute is to be resolved); and psychological issues (perceptions
of trust, fairness, desire for participation, respect, etc.). For an interest-based dispute to be
resolved, parties must be assisted to define and express their individual interests so that all of
these interests may be jointly addressed. Interest-based conflict is best resolved through the
maximizing integration of the parties’ respective interests, positive intentions and desired
experiential outcomes.

Structural Conflicts

Structural conflicts are caused by forces external to the people in dispute. Limited physical
resources or authority, geographic constraints (distance or proximity), time (too little or too
much), opsonin changes, and so forth can make structural conflict seem like a crisis. It can be
helpful to assist parties in conflict to appreciate the external forces and constraints bearing upon
them. Structural conflicts will often have structural solutions. Parties’ appreciation that a conflict
has an external source can have the effect of them coming to jointly address the imposed
difficulties.

Value Conflicts
Value conflicts are caused by perceived or actual incompatible belief systems. Values are beliefs
that people use to give meaning to their lives. Values explain what is “good” or “bad,” “right” or
“wrong,” “just” or “unjust.” Differing values need not cause conflict. People can live together in
harmony with different value systems. Value disputes arise only when people attempt to force
one set of values on others or lay claim to exclusive value systems that do not allow for divergent
beliefs. It is of no use to try to change value and belief systems during relatively short and
strategic mediation interventions. It can, however, be helpful to support each participant’s
expression of their values and beliefs for acknowledgment by the other party.

Life cycle of conflict:

Why conflict Management is important?

Social conflicts begin with one party wanting something that another party resists doing or
providing. Conflicts cover a myriad of different circumstances that range from mundane tests of
wills between parents and children, to conflicts between legal adversaries, to negotiations
between sales agents and customers. Conflict management can be used to achieve consensus
among individuals and groups and it can increase your understanding of differing points of
views. You can learn to identify positive and negative effects of conflict, which can help you
optimize your actions and understand difficult situations. Below are some poten- tially positive
and negative aspects of conflict and how they can affect you and others.

Who can use conflict Management Techniques?

Anyone in The Conservation Partnership is potentially capable of learning how to constructively

deal with conflict. You have to keep in mind that conflict situations should not be taken lightly.
Resolving conflict is not a mechanical process in which applying steps “A” through “Z”
guarantees a happy ending. Conflicts that are based on personalities or value systems may never
be resolved but they could be minimized using conflict management approach.
Conflict management Styles and their Consequences:

Conflict is often best understood by examining the consequences of various behaviors at

moments in time. These behaviors are usefully categorized according to conflict styles. Each
style is a way to meet one’s needs in a dispute but may impact other people in different ways.

Competing is a style in which one’s own needs are advocated over the needs of others. It relies
on an aggressive style of communication, low regard for future relationships, and the exercise of
coercive power. Those using a competitive style tend to seek control over a discussion, in both
substance and ground rules. They fear that loss of such control will result in solutions that fail to
meet their needs. Competing tends to result in responses that increase the level of threat.

Accommodating, also known as smoothing, is the opposite of competing. Persons using this style
yield their needs to those of others, trying to be diplomatic. They tend to allow the needs of the
group to overwhelm their own, which may not ever be stated, as preserving the relationship is
seen as most important.

Avoiding is a common response to the negative perception of conflict. “Perhaps if we don’t bring
it up, it will blow over,” we say to ourselves. But, generally, all that happens is that feelings get
pent up, views go unexpressed, and the conflict festers until it becomes too big to ignore. Like a
cancer that may well have been cured if treated early, the conflict grows and spreads until it kills
the relationship. Because needs and concerns go unexpressed, people are often confused,
wondering what went wrong in a relationship.

Compromising is an approach to conflict in which people gain and give in a series of tradeoffs.
While satisfactory, compromise is generally not satisfying. We each remain shaped by our
individual perceptions of our needs and don’t necessarily understand the other side very well.
We often retain a lack of trust and avoid risk-taking involved in more collaborative behaviors.

Collaborating is the pooling of individual needs and goals toward a common goal. Often called
“win-win problem-solving,” collaboration requires assertive communication and cooperation in
order to achieve a better solution than either individual could have achieved alone. It offers the
chance for consensus, the integration of needs, and the potential to exceed the “budget of
possibilities” that previously limited our views of the conflict. It brings new time, energy, and
ideas to resolve the dispute meaningfully.

3.1.9 Conflict management advantages and disadvantages among

employee and manager:

Advantages Disadvantages
Helps to raise and address Lost work time and productivity
problems
Energizes work to be on the most Lost employees/high turnover
appropriate issue
Helps to people “be real”, for Damaged to organizational
example, it motivates them to reputations.
participates
Helps people learn how to Sabotage, theft, damages
recognize and benefit from their
differences
Improves communications Lowered job motivation
- Health cost due to stress
- Legal cost due to litigation
 Chapter-4
Findings, Recommendations
&
 Referance

4.1 Problems:

1. In opsonin pharma there have lots of decision maker that’s why the employee can not provide
the quality on their responsibility.

2. Lots of shortage of flexibility because manager is not perfect for their mentality.

3. Manager is not helpful. Because the manager always wants more and more this is why the
employees are demotivated.

4. Company has no exact rules for motivating employee.

5. Manager can not provide exact information to complete their work in a right way, that’s why
they can not provide actual work, and then their they make conflict with each other

4.2 Recommendations:
 1. Opsonin pharma need to take decision by department wise. Because by this way a company can
perform well. Because all department provide decision from their department wise experience.
2. Must have to arrange the flexibility in any types of work of the company. Then the company get
quality work and can reduce the employee and manager
3. The manager must have to keep all types of motivational strategy. Then the manager can keep
the good relationship and ensure the quality of work.
4. Company must have to arrange the rules depend on employee strategy to develop the total
activity of the company. How the manager can motivate employee. Then the employee satisfied
by the motivational speech.
5. Manager cannot provide exact information to complete their work in a right way, that’s why
they cannot provide actual work, and then their they make conflict with each other. So, must
have remove this step because every employee want flexibility so it must be reduced. Then the
company can take necessary step to reduce the company chaos or conflict with the employee.

4.3 Conclusion:
At the we want to say good management is one of the most important part for an organization. A
company’s success depends on the company’s managerial part. If the management is strongly
handling the employee then the company can touch their success in the future. If the
management is so much poor the organization goes to declined day by day. So proper
management is a disciplinary part of an organization. So, every organization should have to
arrange proper and strong management to perform better in the market. Because a company’s
success depends on good management of the organization. So, it is important to develop the
organizations good managerial structure then the employee and manager not occur conflict in
any situation. So opsonin pharma must have to follow these types of information to develop good
company in national market.