COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT
A RESEARCH PROPOSAL SUBMITTED TO THE DEPARTMENT OF
MANAGEMENT IN
ASSESSMENT OF THE ROLE OF EFFECTIVE COMMUNICATION IN
RESOLVING CONFLICT
(CASE STUDY ON BICHENA TOWN MUNICIPALITY)
PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE
BACHELOR OF ART (BA) DEGREE IN MANAGEMENT

NAME ID NO

TIRUNESH ABEBAW-------------------------------BEM/472/11

ADVISOR; - GIZACHEW GETANEH. (MS)

May, 2022
Deber markos, ethiopia

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Table of Contents
CHAPTER ONE......................................................................................................................................6
1. INTRODUCTION................................................................................................................................6
1. 1 Background of Study.....................................................................................................................6
1.2. Statement of Problem....................................................................................................................6
1.3. Research question..........................................................................................................................7
1.4. Objective of the Study...................................................................................................................8
1.4.1 General Objective....................................................................................................................8
1.4.2 Specific Objectives..................................................................................................................8
1.5 Significance of the Study................................................................................................................8
1.6 scope of the study...........................................................................................................................8
1.7. Organization of the study..............................................................................................................9
CHAPTER TWO...................................................................................................................................11
2. REVIEW OF RELATED LITRATURE............................................................................................11
2.1 Definition of Communication.......................................................................................................11
2.3 Types of Communication in Organizations.................................................................................11
2.4 Conflict and conflict management strategies................................................................................13
2.5 Definition of Conflict..................................................................................................................14
2.6 Types of Conflict in Organization................................................................................................15
2.7 The role of communication in conflict management....................................................................16
CHAPTER THREE................................................................................................................................18
3. METHODOLOGY.............................................................................................................................18
3.1. Research Design..........................................................................................................................18
3.2. Source of Data.............................................................................................................................18
3.3 Instrument of Data Collection......................................................................................................18
3 4.Sample Size Determination..........................................................................................................18
3.5. Sampling Technique....................................................................................................................19
3.6 Data Analysis..............................................................................................................................19
4 Activity and Budget plan....................................................................................................................20
4.1 Activity Plan................................................................................................................................20
Table 1 Activity plan...............................................................................................................................20

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 4.2 Budget breakdown........................................................................................................................20
Table 2 Budget plan................................................................................................................................20
REFERENCE.........................................................................................................................................21

3
 LIST OF TABELES

Table 1 Activity Plan20

Table 2 Budget plan --------------------------------------------------------------------------------------20

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5
 CHAPTER ONE

1. INTRODUCTION

1. 1 Background of Study
Communication is the process of sharing ideas, information and messages with others. The most basic
communication methods that are known to man are speech and non-verbal expressions such as facial
expressions and body language. Apart from these basic methods of communication, there are other
methods of communication. These methods began to involve and become complex (I.von Glion, mary
Ann young and Steven L.Mc Shane; 2005).

Effective/ Good communication usually requires a two-way flow of information rather than simply
delivering messages work on creating a flow of message and feedback. A Sender conveys a message, and
receiver responds with feedback and perhaps a new message (Cullinan; 2004) poor or inaccurate
communication can lead to conflict and negativity in the work place. It could even lead to the cancellation
of deal or the loss of good will. However, in this competitive environment business cannot afford such
losses (Cullinan; 2004)

Conflict is a process in which one party perceives that its interests are being opposed or negatively
affected by another party. This may be a mild disagreement between two people regarding the Best choice
in decision (Mary Ann and Steven L.MC Shane; 1996).

Conflict often occurs due to the lack of opportunity, ability, or motivation to communicate effectively. As
communication is essential to the communities of a given organization, especially for managers to
coordinate the human and other resources of an organization, they required ability to communicate
effectively. To coordinate these human resources they should avoid conflict that occur between
employees. To avoid these problems communication is vital (Mary Ann and Steven L. mc Shane; 1996).
Considering point about communication, effective communication, conflict and their relation, the
researcher tried to see the role affect effective communication on conflict resolution process on Bichena
town municipality.

1.2. Statement of Problem

Conflict is serious problem of many organizations in the world. It is the headache of many
private and governmental organizations in Ethiopia and Human resource manager faced high
problem in today’s working environment. other researchers tried to solve this problem in

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identifying the basic causes of conflict such specialization, interdependence, common resources,
goal differences, authority relationships and other demographic factors are mentioned (Fantahu
Eylachew, 2016) and (Yohannes, 2000). As long as people in organization work together,
conflict is inevitable or unavoidable. This means as people work together the incompatibility of
goals, attitudes, emotions or behaviors lead to disagreement or opposition between them.
Conflicts occur because people do not agree on goals, issues, perceptions and people inevitably
compete for the scare resources (Many Cullinan; 1996: 407). Same authors say that any
organization has no meaning with out communication. To reduce or if possible to avoid the
above inevitable conditions, communication have a vital role. Communication is not only used
for conflict resolution but also it is the basis for the organizations objectives achievements:-
increasing productivity, job satisfaction , getting information about competitors dimension , to
cope with modern information technology and any activates in any field of study . Thus, the fact
is that communication is the crucial element in our lives. The factors that motivated the
researcher to study the problem on communication of municipality were poor and not sufficient
service that the employees of the municipality provide for their customers who takes service
from them. Moreover, from compliant of other customers, the researcher think that poor
insufficient service delivery may be from lack of communication on resolving conflict. Before
this study, as the manager of municipality told to the researcher, there is no study under taken on
effective communication in resolving conflict, which is a burning issue to be discussed and can
be solved by the management of the organization.

Although the above cause are mentioned as the main contributor of conflict, no research (study)
has yet examined the role of effective communication in resolving conflict. This creates a high
gap among researchers.

1.3. Research question

The researcher in this study is going to try to fill this gap by raising the following basic research
questions.

• What are the major factors that cause for employees’ conflict in Bichena municipality?
• What are the major factors that affect communication to resolve conflict in Bichena municipality?
• What are the contributions of effective communication in resolving conflict in Bichena
municipality?
• How should the municipality do to resolve conflict in the municipality by using effective
communication?
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1.4. Objective of the Study

1.4.1 General Objective

• The general objective of this study is to assess the role of effective communication on
conflict resolution in Bichena municipality.

1.4.2 Specific Objectives

Specifically, the study tries to achieve the following objectives:

• To find out the major factors that causes conflict in Bichena municipality
• To find out the major factor that affect communication to resolving conflict in Bichena
municipality.
• To explain the contribution of effective communication in resolving conflict.
• To suggest some reasonable and relevant recommendation concerning the municipality
use of communicate in resolving conflict.

1.5 Significance of the Study

After conducting this research, it will be provide the office with feasible recommendation to
solve the conflict in their organization and the student researcher is beneficiary on getting
knowledge about the study and experience on conducting such assessment. The ultimate output
of this study may also assist other potential researcher to do further work on the topic in the
organization under study or other similar area.

1.6 scope of the study

Even if communication has many roles in different situations, in different organizations, the researcher
focused only on the role of communication in resolving conflict. Because as it is known distractive
conflict is challenge for the overall organization, the student researcher would like to study how this
distractive conflict can get the solution. And the researcher selects effective communication from other
extraneous variables such as rewarding, performance appraisal...Which are the ways of reducing if
possible eliminating conflict within the organization.

The reason for communication is selecting from other extraneous variables is that communication
generalize them or those extraneous variables cannot come up without communication.

On the other hand, the researcher conducting the research only on the employees of Bichena town
municipality from Amhara region municipality because the municipality is near to the student researcher

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village and the researcher fears shortage of time on the time of collecting data from different municipality
of Amhara region.

1.7. Organization of the study

This paper is organized in to five chapters:-

• Chapter one contain introduction part that include background of study and organization,
statement of problem, objective of the study, significance of the study, scope and limitation of the
study.
• Chapter two contains review of related literatures.
• Chapter three is a part which describes the methodology used while preparing this paper.
• Chapter four is about presentation, analysis, and interpretation of data collected.
• Chapter five deals with conclusions and recommendation of the study.

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10
 CHAPTER TWO

2. REVIEW OF RELATED LITRATURE

2.1 Definition of Communication
Communication is the process of transmitting or sharing meaning (idea, feeling, thought, experience,
knowledge, skill, etc.) for some purpose through the transmission of symbolic messages this means if no
information or ideas have been conveying communication has not takes place. For communication to be
successful the meaning must be imparting and understood perfect communication, if such a thing existed,
would be when a transmitting thought or idea was perceived by the receiver exactly as it was envisioned
by the sender. Communication in organization is the process of transmitting decisions and other
information from one member or one part of an organization to another. In fa ct, there cannot be
organization without communication (p. Robbins; 1994).

2.3 Types of Communication in Organizations

People communicate with each other in a number of ways that depend up on the message and its context
in which it is being sent. Choice of communication channel and your style of communicating also affect
communication. Therefore, there are variety types of communication. (Stewart and Sylivia; 2006).

Ideas and feelings can be shared only if they are representing by symbols. Symbols are things that stand
for something else. According to H.G Field and Robert J. House (1995,) there are two types of
communication (verbal and nonverbal communication)

• Verbal communication: - written and oral communication media have favorable and unfavorable
nature. Consequently, they are often using together so that the favorable qualities of each can
complement the other.
• Non- verbal communication: - we communicate in many different ways what we say can be
reinforcing or contradicting by non- verbal communication. Non-verbal communication is any
message the sender communicates without using words. This type of communication, sometimes
referring to as body language, is an important part of the communication process. It takes place
through body language such as gesture, eye conduct, facial expression, and voice in to nations as
well as physical appearance.
As said by P. Robbins (1993) communication can be classified based on their channels, formal
and informal communication.

 Formal communication

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 Formal communication follows the chain of command and is recognizing as official transfer of
messages. It operates according to the hierarchical system of the organization through channels
clearly identified by the organization.
 Informal communication
In addition to formal channels, organizations also have informal channel of communication. Informal
communication arises from the social relationships that evolve in the organization and they are not
available or feasible through formal channels.

In large organizational environments, one must be skilled at sending information up the chain of
command, package it to be sent down, interacting with peers, and of course dealing with diagonal with
other departments.

The Same author’s classified communication based on its direction as upward, downward, lateral, and
diagonal communication.

 Upward communication

Upward communication flows to a higher level in the group or organization. It is using to provide
feedback to higher. Ups inform them of progress toward goals and relay current problems. Upward
communication keeps managers aware of how employees feel about their jobs, co-workers, and the
organization in general. Managers also relay on upward communication for ideas on how thing can be
improving.

 Down ward communication

Communication that flows from one level of a group or organization to a lowest level is down ward
communication.

When we think of managers communicating with subordinates, the down ward pattern is that we usually
think of. It is used by group leaders and managers to assign goals, provide job instructions, inform
underlines of policies and procedures, point out problems that need attention and, offer feedback about
performance.

 Lateral communication

When communication take place among members of the same workgroup, among members of work
groups at the same level, among managers at the same level, or among any horizontally equivalent
personnel, this all are described as lateral communications.

 Diagonal communication
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While it is probably the least used direction of communication in organizations, diagonal communication
is important institutions where member cannot communicate effectively through other directions. For
example, the controller of a large organization may wish to conduct a distribution cost benefit analysis.
One part of that task may involve having the sales force send a special report directly to the comptroller
rather than going through the traditional way.

2.4 Conflict and conflict management strategies

Conflict is inevitable. It is part of all relationships. When people work together, conflict becomes
a part of doing business; it's a normal occurrence in any workplace. It is inevitable part of
organizational life since the goals of different stakeholders such as managers and staffs are often
incompatible (Robbins & Judge, 2009). Conflict is doubt or questioning, opposition,
incompatible behavior, controversy, or antagonistic interaction. It includes disagreements,
debates, disputes, and active efforts to prevent a party from getting what it wants. Conflict in
organizations includes interactions in which one party opposes another party interest or one party
tries to block another party from reaching his goals (Champoux, 2011). According to (Robbins &
Judge, 2013) functional or constructive conflict supports the goals of the group and improves
organizational performance while, a destructive or dysfunctional conflict hinders group
performance. Conflict in organizations connected to task, relationship, and process. Task conflict
relates to the content and goals of the work. It occurs when the members of a group cannot agree
about the tasks they are expected to perform (Stroh, Northcraft, & Neale, 2002). Relationship
conflict focuses on interpersonal relationships. It diverts energies, hurts group cohesion,
promotes interpersonal hostilities (increase personality clashes and decrease mutual
understanding), and overall creates a negative environment for workers. It is a dysfunctional or
destructive conflict (Schermerhorn et al., 2002). Process conflict relates to how the work gets
done (Robbins & Judge, 2013). Conflicts have both negative and positive outcomes to the
individual employees and organization at large. Conflict management involves implementing
strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict,
such as through enhanced team learning and group outcomes. It helps to find a middle way, an
alternative to any problem and successful implementation of the idea (Kazimoto, 2013). Conflict
management is the principle that all conflicts cannot necessarily be resolved, but learning how to
manage conflict (avoidance, reduction, or termination) to minimize the dysfunctions of conflict
and enhancing the constructive functions of conflict (Rahim, 2002).

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Conflict management involves acquiring all-encompassing skills related to conflict resolution,
self-awareness about conflict models, conflict communication skills, and impacting the degree to
which an employee experiences ongoing conflict (Pathak, 2010). A number of scholars have
developed typologies of conflict management styles using the conceptual foundation provided by
Blake and Mouton’s (1964) managerial grid. The two dimensions have been labeled as
cooperativeness (the degree to which one party attempts to satisfy the other party’s concerns) and
assertiveness (the degree to which one party attempts to satisfy his or her own concerns)
(Robbins & Judge, 2013, Schermerhorn et al., 2002, & Stroh et al., 2002). Based on these five
conflict-handling mechanisms are developed as follows: Avoiding; (low concern for self and
others) style has been associated with withdrawal, buck passing, or sidestepping situations. An
avoiding person fails to satisfy his or her own concern as well as the concern of the other party
(Rahim, 2002). Avoidance may be the best course of action if others can better handle the
problem and when the issue is trivial (Stroh et al., 2002). Competing: it exists when one person
seeks to satisfy his or her own interests regardless of the other party’s desires. It is achieved
through force, superior skill, or domination by one party. This is a high-assertiveness and low-
cooperativeness situation (Schermerhorn et al., 2012). Collaborating: When parties in conflict
each desire to fully satisfy the concerns of all parties, there is cooperation and a search for a
mutually beneficial outcome. In collaborating, the parties intend to solve a problem by clarifying
differences rather than by accommodating various points of view. It is a win–win solution that
allows both parties’ goals to be completely achieved (Robbins & Judge, 2013). Compromising:
One conflict management strategy is to reach a compromise, which means the parties to the
conflict settle on a solution that gives both of them part of what they wanted. It occurs when each
party gives up something of value to the other. No party gets exactly what it wanted, but neither
loses entirely either. Parities choose to compromise are assuming they cannot reach a solution
completely acceptable to everyone, but they would rather not force someone to accept a
completely disagreeable choice (Kazimoto, 2013). Accommodating: it exists when a party who
seeks to settle an opponent may be willing to place the opponent’s interests above his or her own,
sacrificing to maintain the relationship. It is lower Assertiveness and higher cooperativeness
(Robbins & Judge, 2013).

2.5 Definition of Conflict

Conflict can be defining as any situation in which incompatible goals, attitudes, emotions or behavior to
disagreement or opposition between two or more organization members or groups. That is, conflict occurs

14
because people do not always agree on goals, issues, perception and because people inevitably compete.
(Robbins; 2002)

2.6 Types of Conflict in Organization

Conflict in organization is the discord that arises when the goals, interests or values of different
individuals or groups are incompatible and those individuals or groups black one another’s attempts to
achieve their objective (Mary Ann and Steven L.Mc Shane;2005)

Not all conflict is bad. In fact, some types of conflict encourage new solutions to problems and enhance
the creativity in the organization. Therefore, managers should stimulate functional conflict and prevent
dysfunctional conflict.

According to Debral L. Nelson (1994) conflict is classified in to functional and dysfunctional.

• Functional conflict: - is a healthy, constructive disagreement between two or more people. A

recent study of twenty corporations revealed that few managers. Understand the ways in which
conflict can benefit an organization. Functional conflict can produce new ideas, learning, and
growth among individuals. When individuals engage in constructive conflict, they develop a
better awareness of themselves and others.
• Dysfunctional conflict: is an unhealthy, destructive disagreement between two or more people.
Its danger is that it takes the focus away from the work to be done and places the focus on the
conflict itself and the parties involving. Excessive conflict drains energy that could be using more
productively. A key for recognizing a dysfunctional conflict is that its origin is often emotional or
behavioral. Individuals involved in dysfunctional conflict tend to act before thinking, and they
often rely on threats, deception, and verbal abuse to communicate. In dysfunctional conflict, the
losses to both parties may exceed any potential gain from the conflict.
Robbins (1996) classifies conflict with the following categories: -

 Conflict within individual: - occurs when an individual is uncertain about what work he or she
is expecting to perform, when some demands of the work conflict with other demands, or when
the individual is expecting to do more than he or she feels capable of doing. This type of conflict
often influences how individual responds to other types of organizational conflict.
 Conflict among individuals: In the same organization is frequently seen as being caused by
personality differences. More often, such conflicts erupt from role related pressures (as between
managers and subordinates) or from the manager in which people personalize conflict between
groups.
 Conflict among individuals and groups: Is frequently related to the way individuals deal with
the pressures for conformity imposed on them by their work group. An example of this is
15
 individuals may be punished by his or her work group for exceeding or falling behind the group’s
productivity norms.
 Conflict among groups in the same organization: Is the type of conflict with in which line staff
and labor- management conflicts.
 Conflict among organizations: In the economic sphere has been considering an inherent and
desirable form of conflict in many countries companies.
 Conflict among individual’s indifferent organizations: This is also the conflict that occurs
between people that work in different organizations.

2.7 The role of communication in conflict management

Communication and conflict are in an interdependent relationship; communication can engender
conflicts, can escalate conflicts and it also can prevent conflicts, help in conflict management and
resolution activities (Hener, 2010). It is an important source of conflict situations, but that
communication can prevent, avoid, manage, control and solve conflicts. According to (Robbins
& Judge, 2013) most of the conflicts in organization arise due to communication problems.
There are several situations that can be considered failed communication: when communication
includes only a part of the information, when it incorporates ambiguous or threatening
information or when it offers too much information (either in terms of quantity or too highly
coded for the recipient). (Spaho, 2013) also concludes the exchange and sharing of information
through communication process can help in a great way to resolve crises and build confidence
between the parties in conflicts. Joseph & Adewale (n.d) conducted a study on Effective
Communication: A Strategic Tool for Managing Organizational Conflict from two multinational
organizations in Lagos, Nigeria and concluded that effective communication is vital in reducing
organizational conflicts and the communication skill of the communicator is crucial in managing
organizational conflict. Nordin, et al., (2014) in their quantitative research in gas and Oil
Company, the results of the study revealed that good communication climate associate positively
to conflict management and conclude that the importance of organizational communication
however cannot be overlooked in conflict resolution. Adu et al., (2015) conducted study on the
Role of Conflict Management in Improving Relationships at Work with The Moderating Effect
of Communication from two major manufacturing companies in Ghana and founded that that
there exist a significant positive relationship between conflict management and communication
at the workplace. Thus as conflict management increases then the entire communication channel
within an organization is at its peak. Chatterjee & Kulakli (2015) conduct a study to identify the
effect of organizational communications system on the conflict among the employees in
16
management institutes based in NCR region using an instrument used to examine the
organizational communications system with five dimensions (freedom of act in communication,
efficient inform, formal and informal communication, one-way communication, and open
communication channels) and interpersonal conflict with three dimensions (conflict with
colleague, conflict with chief, and conflict with subordinate). The study confirmed that
communication is the key factor with an issue becoming an interpersonal conflict. Thomas
(2020) conducted a study on The Role of Effective Communication in Resolving Conflict in Afar
Regional State, Ethiopia and founds that employees believed that communication plays role in
resolving conflict and communication used in resolving conflict in the municipality.

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 CHAPTER THREE

3. METHODOLOGY
3.1. Research Design

 This research proposal design is a cross sectional types, specially, descriptive types that
the researcher will be used. Because I will only collect data at a single point in time,
cross-sectional studies are relatively cheap and less time-consuming than other types of
research. And also, cross-sectional studies capture a specific moment in time. national
censuses, for instance, provide a snapshot of conditions in that research area at that time.
The objective of this study to get answers for the question like what and how regarding
the role of effective communication in resolving conflict.

3.2. Source of Data

The researcher will be using only primary sources data to the accomplishment of this study.
The primary data is collect from employees through questionnaire and the manager of the municipality.

3.3 Instrument of Data Collection

In order to collect primary data, we will be used close ended questionnaire. A questionnaire was proposed
tool for primary data collection method. As an additional source of primary data interview will hold with
the top manager of Bichena town municipality.

3 4.Sample Size Determination

The number of samples need for the study will be determined by Yemane, (1967) Sample size
determination method.

the following general formula

Where;

N= total population

n=sample size
18
 e= error term (100%-90%)

Given

N=116

e =0.1(10%)

n=?

n = (116/1+116(0.1)2) =53.7

n=54

So, the design questioner will be approximately 54 distribute to the computed sample size from the total
population of 116 employees in order to gather the need information. Additionally, the researcher also
will be including one subject, who is the top management from the top official of the organization for
interview purpose.

3.5. Sampling Technique

The researcher will be use probability sampling techniques, specially simple random sampling technique.
Because it gives equal chance of being selected sample size.

3.6 Data Analysis

After the data is being collecting, data will be processed on the activity, which involves editing, coding,
and classifying data to make it suitable for further analysis. Descriptive analysis was used to examine the
findings of the study mainly through table and percentage because of its simplicity for drawing inference.
Lastly, appropriate and logical interpretation of facts will be which paved the way for drawing
conclusions.

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 4 Activity and Budget plan

4.1 Activity Plan

Table 1 Activity plan

No Activities MONTHS
April May June
Weeks Weeks Weeks
1 2 3 4 1 2 3 4 1 2 3 4
1 Proposal preparation
2 Completion of
literature review
3 Data collection
4 Data presentation,
analysis, and
interpretation
5 Typing and binding
the final report
6 Paper submission and
presentation

4.2 Budget breakdown

To do the research a total of 1145 Ethiopian Birr will be required and the budget allocation looks
like.

Table 2 Budget plan

No Activities Cost Remark

1 Printing and stationary 400.00
2 Postage 125.00
3 Secretarial and typing 600.00
4 Cost incurred during interviewing 0.00 For tea, coffee
inside Hotels (Personal use only)
Total 1125

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