THE IMPACT OF EFFECTIVE COMMUNICATION IN

CONFLICT MANAGEMENT AND CONROL IN THE

WORKPLACE (A CASE STUDY OF KOGI STATE
MINISTRY OF COMMERCE AND INDUSTRY,
LOKOJA)

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Communication is a major means by which the leading and controlling

functions of management are primarily accomplished. Communication in

management is a major challenge and most top managers sometimes do

not just see it as a major problem. Sometimes this is a matter of

understanding communication difficulties and techniques. But, at times, it

is not just a communication problems at all, but a problem of knowing

who to communicate with and how. In other case, it may be a problem of

not having the right things to communicate, since people usually want to

know what is expected of them, where the work is heading and why and

how they can get goals accomplished.

Communication deficiencies can also be due to lack of planning and

control (Robbins, 2011).

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However, there is much to be appreciated about the nature of

communication itself, the barriers that often exist, the principle to follow

and the fact that communication represents a restricted network in a

social system.

Communication is seen as a process through which information is

exchanged and understand by two or more people usually with the

untended to motive or influence behaviour.

Robbins (2011, p. 342) sees communication as transfer of information

from a sender to receiver with the information been understood by the

receiver.

Robbins (2011, p. 336) believes that communication serves four major

functions, which are for control, motivation, emotional expression and

information. Effective communication is transfer of message followed by

feedback from the receiver to the sender indicating the receivers

understanding of the messages. Communication can help to minimized

conflict in an organization and also prevent unnecessary

misunderstanding. Effective communication is important in supervision

because it promotes understanding between superiors and subordinates.

On the other hand, conflict is a struggle or contest between people with

opposing needs, ideas, beliefs, values or goals. Defined in broadest terms,

2
conflict denotes the incompatibility of subject positions (Diez et al.,

2006: 565) This definition emphasizes the opposition or incompatibility

at the heart of conflict and initially leaves open the exact nature of these

incompatibilities, that is, whether they are between individuals, groups or

societal positions; whether they rest in different interests or beliefs; or

whether they have a material existence or come into being only through

discourse.

Given this initial definition, conflict is not always characterised by

violence. Yet, conflict might escalate and lead to destructive results in

particular in the form of physical violence that is increasingly seen as

legitimate as conflict intensifies. However, conflict can also lead to a new

social or political organization and therefore be productive if the parties

involved are able to deal with their incompatibilities so that such a new

organisational form is achieved.

Conflict is present in generally peaceful situations, but it remains

confined to isolated instances and so does not take on societal

significance or is dealt with within clearly defined and observed societal

rules or is dealt with productively so that it generates a new form of socio

– political organisation through peaceful change. This is not to say that

violent conflict cannot eventually lead to productive change but in order

3
to do so, it ultimately needs to be desecuritised and therefore at least lead

to peaceful change.

1.2 Statement of the Problem

Managers of resources world over especially human resources are often

faced with handling and managing conflict that exists within the

workplace. They are often faced with the challenge of finding out

whether communication is necessary in reducing conflict and whether

effective communication can actually reduce conflict within an

organization. A major challenge is a place of the skill possessed by the

communicator (Robbins, 2011, p.342). Many studies have existed on

communication and conflict generally. Fewer of these studies, if any,

locally have really attempted to investigate the effect of effective

communication is reducing conflict in an organization. This work

therefore intends to fill that missing intellectual gap.

The problems can be seen thus:

i. Clash of personalities in organisation.

ii. Personal value overriding the organizational objectives.

iii. Unclear definition of roles and duties

iv. Ineffective communication channel

1.3 Purpose of the Study

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The main purpose of this study is to find out the impact of

communication in effective conflict management in the workplace, using

the Kogi State Ministry of Commerce and Industry, Lokoja, as a case

study.

However, the specific objectives include;

i. To ascertain the effect of communication on conflict

management in workplace.

ii. To evaluate how communication impact on effective conflict

management in relation to workplace.

iii. To assess the basic causes of conflict in workplace so as to

proffer solutions.

iv. To examine the relationship between communication and

conflict management in workplace.

v. To know the extent by which communication has brought about

reduction in organisational conflict.

1.4 Significance of the Study

The significance of this research work can be seen thus:

i. The work would help the managers both in public and private

organization in managing and handling conflict related issues in

work place.

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 ii. Also, it would aid the students and scholars in the field of public

administration to know how conflict could be managed in

relation to communication in workplace.

iii. The study would also serve as a basis for further research

activities to would-be-researcher.

1.5 Research Questions

i. What effect does communication has on conflict management in

workplace?

ii. How has communication impacted on effective conflict

management in workplace?

iii. What constitute the basic causes of conflict in workplace?

iv. What relationship exists between communication and conflict

management?

v. Has effective communication brought about conflict reduction

in work place?

1.6 Scope and Limitations of the Study

The researcher has a wide coverage in mind, which includes organisation

of all sorts such as academic institution as well as profitable organisation.

For this study, the researcher would limit the scope to one of the leading

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organisation in this country, Ministry of Commerce and Industry, Lokoja,

Kogi State.

Limitation of the study

It is a known fact that researcher encounters a lot of problems, which are

inherent in our society and this research is no exception.

This problem ranges from personal constraints to environment problems.

Time for instance was a constraint for the work to be carried out. The

researcher has to forfeit a lot of appointments especially during the

collection of data that was used for the literature review.

Lack of statistical data was also another major setback to this research.

This was major setback to this research. This was due to the impossibility

of obtaining some accurate information required.

1.7 Definition of Terms

Communication: communication is the sharing of information between

two or more individuals or groups to reach a common understanding. The

person sending the message is referred to as the sender while the person

receiving the information is called the receiver. The information

conveyed can include facts, ideas, concepts, opinions, beliefs, attitudes

institutions and even emotions.

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Conflict: conflict is a struggle or contest between people with opposing

needs, ideas, beliefs, values or goals. Defined in broadest terms, conflict

denotes the incompatibility of subject positions (Diez et al., 2006: 565).

This definition emphasises the opposition or incompatibility at the heart

of the conflict and initially leaves open the exact nature of theses

incompatibilities that is, whether they are between individuals, groups or

societal position, whether they rest in different interests or beliefs; or

whether they have a material existence or come into being only through

discourse.

Management: management is the organizational process that includes

strategic planning, setting objectives, managing resources, deploying the

human and financial assets needed to achieve objectives and measuring

results. Management also includes recording and storing facts and

information.

Conflict management: This means the positive and constructive

handling of difference and divergence. Rather than advocating methods

for removing conflict, it addresses the more realistic question of

managing conflict: how to deal with it in a constructive way, how to bring

opposing sides together in a cooperative process, how to design a

practical, achievable, cooperative system for the constructive

management of difference.

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Workplace: A workplace is a location where someone works for his or

her employer, a place of employment. Such a place can range from a

home office to a large office building or factory.

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 CHAPTER TWO

LITERATURE REVIEW

2.1 Communication and Organisational Development:

Communication applies to all phases of management, it is particularly

important in the functions of leading and controlling. There is general

agreement about the necessity of effective communication, yet there is

less agreement on an exact definition.

Adler and Elmhorst (1996), asserted that “Communication is the

exchange of information and the transmission of meaning, is the very

essence of a social system or an organisation. Adeleke (2001, p.75),

views communication as “the transfer of information from the sender to

the receiver with the information being understood by the receiver.” This

definition then becomes the basis for the communication process model

that focuses on the sender of the communication, the transmission of the

message and the receiver of the message.

Over the years, many authors have recognised the importance or

communication in an organized effort. Buchanan and Hnczynski (2004,

p.203), for example viewed communication as the means by which

people are linked together in an organisation to achieve a common

purpose. This is still the fundamental function of communication. Indeed,

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group activity is impossible without communication because coordination

and change cannot be effected.

We take communication for granted because we believe we just do it

automatically.

We think about communication only when it fails. In a way, living in

organizations provided the jobs and careers at which we spend our days

and by which we earn our living. We belong to clubs, churches, societies,

all of which are organizations. Our governments are organisations, our

families are organizations. Because one lives in and through

organisations, one tends to take their existence and their nature for

granted. A competent organisational communicator needs to understand

contemporary ideas about communication and to recognize how they

relate to interactions among members of organizations. And competent

organisational communicator needs to understand contemporary concepts

of organisational structure and management and to recognize how they

affect organisations communication. The competent communicator must

also understand and appreciate the place of feedback. “What we need is

better communication.” This phrase is offered every day in organisations

as a diagnosis and a prescribed solution for organisational problem,

almost every executive rightly believes that better communication would

improve the functioning of her/his organisation. Similarly, all

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professionals working in organisations usually encounter occasions when

they would be individual more effective if they possess greater skill in

communication.

Much of what organisations do is accomplished through communication

processes that are enacted by individual organisation members. To

function effectively as a professional member of an organisation, one

must develop an understanding of organisational communication

processes and the skills required to participate in those processes. The

practice of human communication changes with new technologies and

with new economic and social conditions.

One’s understanding of communication must shift and grow with

understanding of new information systems and techniques of

communication.

Communication is a process of creating structure, relationship and

meaning through the design and exchange of business message.

Organisational communication involves the exchange to facilitate

structure, working relationships and share meaning among members.

The word “communication” has a rich and complex history. It first

appeared in the English language in the fourteenth century, taken from

the Latin word communicare, which meant to impart, share or make

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common. Over the course of the 20th century, the term has been used with

a broad variety of meanings ranging from the simple transfer of

information to the utopian ideal of a place where “nothing is

misunderstood, hearts are open and expression is uninhibited (Pamela and

Taeanna, 2004).

Drawing upon John Locke’s thought communication can be defined as

the sharing of information, ideals, feelings and intentions among human.

A more contemporary and precise definition focuses on three basic terms

that are fundamental to the communication process. Adler and Elmhost

(1996), viewed communication as managing message for the purpose of

creating meaning. The term managing includes all the activities of

creating, encoding, sending, receiving interpreting and giving feedback.

Messages are what humans send and receive when we communicate.

Meanings are carried in messages, they are what we intend to share when

we communicate.

Communication from various sources must be integrated and coordinated

to enhance and develop a unified brand image. (Robbins, 2000 p.285)

hence the total communications effort must be a process of understanding

these complex interactions taking place and an attempt to integrate the

effects of each of elements to bring about the desired total

communication effect (Kotler et al., 2002) communicating effectively is

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not trying to say all one knows, rather, saying only what the audience

needs to know in other to affect greater productivity by motivating and

influencing their behaviour. Communicating effective questions open the

door to knowledge and understanding. The act of question lies in

knowing which question to ask.

2.2 Communication as a Process

The communication process involves the “sender” who “transmit a

message” over a selected channel to the “receiver”. However, to gain

better insight into communication, it is necessary to examine closely the

specific steps in the process.

Communication begins with the sender who has a “thought” or an idea,

which is then “encoded” in ways that can be understood by the receiver.

One usually thinks of encoding a message into the English language but

there are many other ways of encoding such as translating the thought

into computer language. The sender also communicates nonverbally

through facial expression or gestures.

Problems with communication can pop – up at every stage of the

communication process (which consists of sender, encoding, channel,

decoding, receiver, feedback and context – see the diagram below)

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 THE COMMUNICATION PROCESS

NOISE

MESSAGE
SENDER ENCODING DECODING RECEIVER
CHANNEL MEDIA

FEEDBACK RESPONSE

Source: Adeleke. A. (2001) Management: Concepts and Application. Lagos, Nigeria.

Concept Publication Limited. P. 79

To be an effective communicator and to get one’s point across without

misunderstanding and confusion across to target audience, the goal must

be to make the communication message at each stage of this process with

clear, concise, accurate, well – planned communications. There are five

things needed for effective communication to take place. These,

according to Kehinde (2009, p.80) are:

- A Sender

- A Message

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 - A Channel

- A Receiver

- A Feedback

Noiseandfeedbackincommunication:

Unfortunately, communication is affected by what has been called

“noise” it is anything whether in the sender, the transmission or the

receiver that hinders communication. Noise is that thing that affects or

obstruct communication from been effectively understood.

2.3 Barriers to Effective Communication

Recognising the most common communication barriers and

understanding how they impact on effective communication is very

important removing barriers is one of the easiest ways to improve

communication.

Some of the principal barriers to communication are:

- Noise (interceptions, physical distractions)

- Physical (geographical considerations, time and space)

- Mental attitude (perceptions, stereotyping, prejudice, personal

beliefs, status, relationship between communicators, culture,

emotionality)

- Poor feedback

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 - Poor listening skills

- Selection of inappropriate medium or language used

- Body language (non – verbal communication)

Noise:

Noise is any interference that occurs between the communicators, that is,

the sender of the message and the receiver, noise appears in many forms,

it can be distractions dice to pictures on the wall or objects in the room. In

written forms of communication it can be the inclusion of irrelevant

material or an unsystematic approach to the topic. Other forms of noise

can include:

Interruptions by other people, a ringing telephone, or external noise such

as traffic outside a building or people having a conversation close by.

Physical:

Physical distractions are the physical things than can get in the way of the

communication process. A basic physical distraction can be the

environment – the room may be too hot or too cold or chairs can be

uncomfortable. A person sitting behind a desk or standing behind a

lectern automatically creates a physical barrier between sender and

receiver. Time and space also serve as barrier to effective

communication.

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When departments of an organisation are geographically separate, quick,

face to face communication becomes much more difficult. In global

organisations, the time difference between colleagues in other continents

can be a key communication barrier.

Mental attitude:

The attitude of both the sender and the receiver can act as an obstacle in

the communication process. Factors here include; respect, culture and

assumptions based on personal bias or stereotyping. Lack of empathy

between the communicators can create a barrier as this entails putting

aside preconceptions and prejudices. The relationship between the sender

and the receiver is also important if the relationship is good,

communication automatically has a better chance for success. Another

key factor here is emotionality, example if the speaker or the listener feels

very strongly about a certain subject this will influence the

communication process.

Poor feedback

Feedback is the receiver sending back the message to the sender as they

have perceived it. It is reaction and without this, it is impossible for the

sender to know if the receiver has accepted and understood the message.

It can occur in a number of ways. People can be asked to repeat what they

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have said, or non – verbal communication such as a frown or a nod can

provide valuable feedback to the sender. Feedback is especially important

to help clarify muddled messages.

Poor listening skills

Listening skills can have a major impact on the effectiveness of

communication. A typical speaker will say about 125 words per minute,

while a listener can receive 400 – 600 words per minute. Therefore, about

75% of listening time is free time, which can distract the listener. Barriers

to communication here include not paying attention or daydreaming, so

some or all the messages get lost in the communication process.

Selection of inappropriate medium or language:

Selecting the correct channel for communication is crucial, as using the

wrong channel can hinder the communication process. In any situation,

one medium may work better than another, although sometimes a

combination of media will be the most useful. Simple messages can

usually be transmitted orally, while more complex messages should be

transmitted orally and in writing.

The language chosen is also vital to effective communication. Using

exclusionary language such as jargon, slang and abbreviations can be a

major obstacle in the communication process. Similarly, the level of

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language used must be choses carefully. The level of audience must be

considered, as must their social and cultural background.

Nonverbal communication:

About 55% of the meaning of a message is communicated through

nonverbal interaction. This includes posture, gestures, facial expression,

tone and pitch of voice, style of dress, eye gaze and proximity (personal

space). However, nonverbal cues can be ambiguous and their meaning

can vary with respect to culture, context and intention. Random gestures

can be interpreted to have some significance when none was intended.

Style of dress can also have a huge influence on nonverbal

communication as this can affect people’s perceptions and stereotypes.

The different types of barriers to effective communication can all

reinforce each other, leading to vicious cycles. By anticipating potential

barriers and attempting to avoid them whenever possible, the impact of

communication can become greatly increased.

2.4 Conflict Management: The Scholastic Views

Conflict is endemic to all social life. It is an inevitable part of living

because it is related to situations of scare resources, division of functions,

power relations and role – differentiation. Because of its ubiquity and

pervasive nature, the concept has acquired a multitude of meanings and

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connotations presenting us with nothing short of a semantic jungle. Like

other terms, conflict generates considerable ambivalence and leaves many

scholars and administrators quite uncertain about its meaning and

relevance and how best cope with it.

The normative conception of conflict, strongly influenced by a

preoccupation with stability and equilibrium in organizational design,

links conflict to violence, destruction, inefficiency and irrationality. This

form of intellectual myopia was especially invidious in suggesting that

administrators have the responsibility of avoiding, controlling or

eliminating conflict. Descriptive approaches challenges the whole basis

and rationale of these assumptions. They permit us to depart from an

outmoded paradigm by suggesting that any social interaction in which the

parties (however they may be structured or defined) compete for scare

resources or values has the potential for conflict. Using the term in a

broad sense we suggest that conflict refers to all kinds of antagonistic

interactions. More specifically, it can be defined as a situation in which

two or more parties have incompatible objectives and in which their

perceptions and behaviour are commensurate with that incompatibility.

This definition is purposely broad. It suggests that conflict is a social

phenomenon that is found in personal, group or organisational

interactions. As such it comprises several dimensions. Fink distinguishes

21
between antagonistic – psychological relations-antagonistic behaviour.

Whereas Pondy observes that conflict is made up of

a. Antecedent conditions

b. Affective conditions

c. Cognitive conditions and

d. Behavioural conditions

Another advance conception of conflict is emphasized in three

interrelated dimensions, namely;

i. Conflict situation (the basic incompatibility)

ii. Conflict attitudes (range of psychological factors)

iii. Conflict behaviours (Set of related behaviour)

Conflict refers to more than just overt behaviour. Concentrating only

upon its behavioural manifestation is an extremely limiting exercise. The

three dimensional conception of conflict emphasizes the need to consider

the situation in which parties (individuals, groups or organisations) come

to possess incompatible goals, their structure of interaction and the nature

of their goals.

We have to consider emotional (Example distrust) and cognitive

(Example stereotyping) orientations that accompany a conflict situation

as well as the range of action undertaken by any party in a situation of

conflict.

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Administrations often feel that discussions of fundamental terms are

merely academic. This is not always the case. Effective action and

sensible responses depend upon clear thinking and systematic analysis.

Understanding must precede action. If administrators consider the

problem of conflict and understand that conflicts stem from ineradicable

human qualities and are related to situations of interdependence, scare

resources and perceptions of incompatibility, they might readily accept

conflict and recognize its values – provided, that is, they are properly

aware of “conflict management” and the need to find a solution. Both

conflict management and a satisfactory solution are easier to attain when

it is accepted that what we normally call conflict is a complex,

multidimensional phenomenon. It is not caused by “inadequate structures,

nor is it undesirable. It is natural and inevitable and properly managed, it

is productive, relevant and creature.

Conflict in organisations

Organisations are living systems consisting of interacting units

performing a task in a mutually dependent manner within a structure of

scare resources. It seems common place to suggest that conflicts would be

present in such a setting.

The parties in an organization may have a conflict about the distribution

of resources or they may have a more fundamental conflict about the very

23
structure of their organisation and the basic nature of their interaction.

Once the parties are in a situation of goal incompatibility, their conflict

develops in a dynamic fashion, initiation valuable and much needed

constructive changes or leading to escalating strategies and destructive

consequences.

As there is nothing pre – determined about its course or development, it

seems erroneous to view conflict from a negative perspective only as

destructive or dysfunctional. It is true that conflict may be uncomfortable,

it may even be a source of problems, but it is absolutely necessary if

change is to occur, if organisations are to survive and adapt.

Organisational change and innovation does not just happen, it requires a

stimulant. That stimulant is conflict.

Administrators must accept the need to influence the developmental

dynamics of a conflict, so that the parties’ attitudes and actions will lead

to better coordination and a more appropriate interdependence. They must

not seek to stifle or eliminate organisational conflict for that is hardly a

realistic goal. As Rico has noted, an organisation devoid of conflict “may

indicate autocracy, uniformity, stagnation and mental fixity”. It would

also be protecting only the rested interests of the status quo.

Administrators must accept and indeed occasionally encourage conflict.

The challenge administrators’ face is to utilize such conflict management

24
techniques that would ensure that as a conflict passes from a latent to a

manifest phase, it proceeds towards its potential and realises its

constructive values.

Analysing organisational conflict

Three distinct criteria define the role of an administrator in an

organisation:

- Planning

- Resource allocation

- Conflict management

There is no doubt that managing conflict permeates every aspect of

the administrative role. Awareness of the various forms of conflict

management that can be employed at different stages of the development

of a conflict is vital, if administrators are to organize efforts towards

influencing the conflict situation, the parties attitudes or their behaviour.

In addition to that effective conflict management requires recognitionof

the sources that generate a conflict.

Sources of conflicts

Organisational conflicts appear in a variety of forms and have varying

causes. These can generally be separated into several categories. Katz

identifies the sources of conflict, these are:

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 1. Structural conflict (conflict arising out of the need to manage the

interdependence between different organisational sub – units)

2. Role conflict (conflict arising from sets of prescribed behaviour)

3. Resources conflict (conflict stemming from interest groups

competing for organizational resources).

Robbins identifies three sources of organisational conflict and indicates

that an understanding of the source of a conflict improves the probability

of effective conflict management.

The main factors which serve as sources of conflict are identified as

a. Communicational (conflicts arising form misunderstandings)

b. Structural (conflicts related to organisational roles)

c. Personal (conflicts stemming from individual differences).

Methods of conflict management which are appropriate in one case may

not necessarily be appropriate when applied to a conflict generated from

another source.

Here i wish to suggest a different perspective which traces the source of

organisational conflict to the unit of analysis involved. Units of analysis

are the parties to a conflict. They perceive, initiate and sustain a conflict.

Their characteristics specify the conditions which affect the course of a

conflict and determine the mode of its management. Thus, we have

conflicts that originate in the individual person, conflicts that have their

26
basis in the relationship between individuals and conflicts that occur as a

result of interactions between groups. These may be describe as

1. Intrapersonal conflict

2. Interpersonal conflict

3. Interdepartmental conflict

Each of these categories raises different questions about the three

interrelated components of conflicts and each emphasizes different

aspects of conflict management.

- Intrapersonal conflict: Intrapersonal conflict is internal to the

individual (though its effect can profoundly influence

organisational functioning) and is perhaps the most difficult form

of conflict to analyse and manage. Intrapersonal conflict between

two in compatible tendencies. It arises when a stimulus evokes two

different and incompatible tendencies, and the individuals are

required to discriminate between these tendencies. In such a

situation it is common for individuals to experience frustrations

and to allow their conflict situation to be expressed in a range of

behavioural strategies ranging from apathy and boredom to

absenteeism, excessive drinking or destructive behaviour. If such

behavioural consequences are to be avoided, then it is essential to

diagnose individual perception and utilize some techniques that

27
 would reduce anxiety – eliciting stimuli and increase consonance

between individual behaviour and organizational requirements.

- Interpersonal conflict: It emphasizes the interactions of human

factors in an organisation. Here we are concerned with these

factors as they appear in a dyadic relationship. We can broadly

suggest two classes of factors as conflict sources, these are:

Personal: Individuals are not identical, constant or consistent.

When two individuals are brought together and kept together, each

with his own qualities, needs and skills, a conflict may ensue if

their attributes are not meshed together in a coordinated way.

Interaction between individuals with different attitudes, value and

needs can produce conflict behaviour and affect organisational

performance.

Functional: Individuals in organisations have roles which are

expected sets of behaviour associated with their position. In theory,

individuals are not expected to engage in any discretionary

behaviour. Such specification would be consistent with

organisational preferences for consistency and predictability. In

practice, however, role specifications tend to be ambiguous and

incomplete and in their interaction with others, some individuals

often feel dissatisfied with their role of position, or they may feel

that their aspirations for higher positions are being frustrated.

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 Interpersonal conflict can be accounted for, to a great extent, in

terms of the incumbents roles and their expectations in particular

situations.

- Interdepartmental conflict:Thethird major cause of

organisational conflict is structural. Organisations are designed

around product lines, regions or technical specialities. These

activities are assigned to departments that often have mutually

exclusive structured interests and goals and that interact within a

framework of scare resources and task dependence. When

resources are relatively fixed and when one department gain is at

the expense of another, conflict should be expected if two sub –

units in an organisational system have differentiated goals and are

functionally interdependent, conditions exist for conflict.

Interdependence produces the need for collaboration, but it also

presents occasions for conflict. Other contextual factors which

affect the interactions structure between departments and create the

conditions for interdepartmental conflict include: different attitudes

between line and staff units, organisational size (directly related to

level of conflict) and standardization (inversely related to conflict)

physical or communicational barriers between departments,

unequal access to authority, rewards or organisational resources

29
 and ambiguity or uncertainty in assigning tasks or rewards to

different departments.

These, then, are the sources of conflict situations in organizations.

How a conflict situation will change overtime, how its interrelated

components will alter and the environment, in which it occurs will

respond, is dependent upon the administrator’s efforts to manage or

influence it. This, in turn, is related to one’s understanding of the

source of a specific conflict situation.

- Conflict management: theorist base their research on the “ideology

of management” where conflict is understood as a “problem of

political order and of the status quo” violent protracted conflict is

thus deemed the result of incompatible interests and/or competition

for scare power resource, especially territory “(Reimann, 2004:8).

The focus is on conflict between states or communities aspiring to

statehood, which under the conditions of anarchy in the

international system are locked into a struggle for power.

Influenced by the rationalist consensus in the discipline of

international relations of the 1970s and 1980s, much of the

research in this area is based on rational choice and game theory

models where political and military leaders (Track 1 level) are

characterised by their high status, rationality and ability to

calculate interests and work together towards a mutually profitable

30
goal. The methodologies employed for minimising the worst

excesses of violence are limited to settlement strategies and range

from official and non-coercive measures such as good offices, fact

finding missions, facilitation, negotiation and mediation to more

coercive processes such as power mediation sanctions and

arbitration (Reimann 2004: 9)

Conflict management promotes intervention to achieve political

settlements, mostly by those how have the power to exercise

pressure on the conflicting parties in order to induce them to settle.

According to Bloomfield and Reilly (1998:18): Conflict

management is the positive and constructive handling of difference

and divergence. Rather than advocating methods for removing

conflict, it addresses the more realistic questions of managing

conflict: how to deal with in a constructive way, how to bring

opposing sides together in a cooperative process, how to design a

practical, achievable, cooperative system for the constructive

management of difference.

Conflict management approaches consequently see desecuritisation

largely as a process of agreeing new institutional arrangements that

allow for the peaceful management of conflict through the

provision of information and the stabilization of mutual

expectations through the codification of rules.

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2.5 The Role of Communication as a Means of Conflict

Management in the Work Place.

The dissimilarity in the ideas and opinions of individuals result in a

conflict. One needs to adjust with each other to some extent to avoid

conflicts and better relations. Conflicts and fights must be prevented to

avoid its adverse consequences like stress, anxiety and unnecessary

tensions.

Communication has a big role to play in conflict management in the work

place. It has been observed that poor communication always results in

misunderstandings and eventually conflicts in the workplace. Our

communication has to be clear and precise to avoid conflicts. First

yourself be very clear what you intend to convey to the other individual.

The thoughts must be carefully put into sensible and relevant words for

the other to understand well. Never use words which might hurt the

sentiments of others and avoid using derogatory sentences. Do not use too

complicated terminologies as the other person might not understand it

well.

Be very clear and straight forward what you expect from the other person.

Do not always expect the other person to understand everything on his

own.

32
Haphazard thoughts only add on to confusions and result in displeasure

and disagreement. If you want to meet your team member at 9 in the

morning at the conference hall, please remember to mention the correct

timings along with the venue as well as the agenda so that the participants

come thoroughly prepared. Do not just communicate for the sake of it.

Do not merely depend on verbal communication; instead prefer

communication through email keeping each and every member in the

loop.

Never ignore anyone just because you do not like him. It is generally

observed that conflict among individuals arises when they feel neglected

or left out. Transparency is essential at all levels for better understanding

and avoiding conflicts. Communication must not be done with members

separately but must be on a common platform so that everyone gets the

same picture. Master the art of writing emails. Select the correct font,

style and be careful about the content such that the mail is self-

explanatory. Disagreements can arise anytime so make sure that the

superiors are always available to the subordinates.

At workplace, the hierarchy must not be too complicated as it only adds

to the confusions. People do not understand whom to contact and start

fighting among themselves only. At workplaces, employees must be

demotivated to interfere in each other’s works and criticize others.

33
Never be loud and always be very careful about your pitch and tone. Be

polite and convincing. Make your point very clear but do not shout on

others as he might feel bad and it might go against you.

Presentations, seminars, speeches must be delivered at a noise free zone

so that the information hits the ear drums of the recipients instantly and

creates the desired impact.

Question answer round must be kept at the end in the presentations and

people must not jump in between with their questions. It seriously

offends the speaker and might result in a fight. Be a little patient and wait

for your turn to speak. Be a good listener.

An individual must not assume things on his own and overreact on petty

issues. Every individual has the right to express his views and one must

first listen to what the other person has to say.

When two individuals are interacting with each other, try not to speak in

between unless and until required. Always meet the other person with a

warm smile. Avoid being rude and harsh. Do not just start shouting even

if you do not agree to the other person, sit with him face to face and make

him understand his mistakes. Once you are through with your

communication, do cross check with the other person whether he has

34
received the correct message or not. Wrong messages leads to confusions

and people lose their trust on each other.

Make sure you are very clear and transparent with your communication.

Think twice before you speak and never offend others. Always learn to

keep a control on your emotions and make sure your communication is

impressive and relevant for effective conflict management in the work

place.

2.6 Importance of Effective Communication in the Work Place

Communication is one of the basic functions of management in any

organisation and its importance can hardly be overemphasized. It is a

process of transmitting information, ideas, thoughts, opinions and plans

between various parts of an organisation or workplace.

Managers cannot have sound human relations without communication.

However, good and effective communication is required not only for

good human relations but also for good and successive business.

According to Kohn (2001), effective communication brings a number of

importance to the communicator in the workplace he represents amongst

are:

35
i. Communication for manager and employee relations:

Effective communication of information and decision is an

essential component for management – employee relations. The

manager cannot get the work done from employees unless they

are communicated effectively of what he wants to be done?

He should also be sure of some basic facts such as how to

communicate and what result can be expected from the

communications. Most of management problems arise because

of lack of effective communication. Chances of

misunderstanding and misinterpretation can be minimized with

proper communication system.

ii. For motivation and employee morale: Communication is also

a basic tool for motivation, which can improve morale of the

employees in the workplace. Inappropriate or faulty

communication among employees or between manager and his

subordinate is the major cause of conflict and low morale at

work. The manager should make clear to employees about what

is to be done, how well they are doing and what can be done for

better performance to improve their motivation. He can prepare

a written statement, clearly outlining the relationship between

company objectives and personal objectives and integrating the

interest of the two.

36
iii. For increase productivity: With effective communication, one

can maintain a good human relation in the work place and by

encouraging ideas or suggestion from employees or workers

and implementing them whenever possible, one can also

operates at low cost.

iv. For employees: The importance of effective communication in

the workplace promotes upward flow of information, it is

through the communication that employees submit their work

reports, comments, grievances and suggestions to their senior

management. Organisation should have effective and speedy

communication policy and procedures to avoid delays,

misunderstanding, confusion or distortions of facts and to

establish harmony among all the concerned people and

department, (Kohn, 2001)

v. The communication flow: In an effective organisation,

communication flows in various directions downward, upward,

horizontal and diagonal. Traditionally, downward

communication was emphasized, but there is sample evidence

that if this is the only direction of communication, problem will

develop communication also flow horizontally that is between

people on the same or similar or organisational levels and

37
 diagonally involving people from different levels who are not

indirect reporting relationship with one another.

Michael and Mary (2001) identified five basic types of

communication from the superior to the subordinate

- Directives from handling tasks

- Information for understanding the relationships of the tasks

- Procedures and enterprise – practice information

- Feedback about the performance of subordinate

- Information about enterprise goals.

Unfortunately, information is often lost or distorted as it comes

down to the chain of command. Top management’s issuance of

policies and procedures does not assure communication. In fact,

many of these directives are not understood or even read.

Downward flow of information through the different levels of

the organisation is time consuming. Indeed, delays may be so

frustrating that some top managers insist that information be

sent directly to where it is required.

vi. Upward communication: Upward communication travels from

subordinates to superiors and continues up the organizational

hierarchy. Upper management needs to know specifically about

production performance, marketing information and financial

data, what lower level employees are thinking and so on.

38
2.7 Challenges of Communication on Conflict Management.

It is clear that there is no organisation without conflict. Hoban (2004)

argued that in a set up incompatible goals occur because of reasons, such

as a clash of personalities personal value, lack or limited resources and

others.

- A clash of personalities: A clash of personalities occurs when an

intense and highly energetic employer has to work in the same

environment with a slower and less intense employee. In this case,

the one who is a hard worker becomes irritated by the sloppiness

and laziness of the colleague

- Personal value: This becomes a challenge of communication on

conflict management due to diverging ideas or different

perceptions of the same situation (Peterson, 2001). The difference

in perceptions results in different people attaching different

meaning to stimuli. Resolving value conflict does not mean that the

disputants must change or agree on their values, but a mutual

acknowledgement that each person views the situation differently

is the first step.

- Limited resources: In most organisation, resources are scare and

limited, which leads to individuals and groups to scramble or

compete for their share (Hoban, 2004). This normally occurs when

39
 different parties have different priorities over scare resource

management and policy development. They involve a combination

of economic, value and power sources. This is normally beyond the

traditional management system.

- Departmentalisation and specialisations: Most organisations are

divided into separate departments with specialized functions. Van

Deventer and Kruger (2003) and Hoban (2004) argued that,

because of familiarity with the manner in which they undertake

their activities, departments tend to turn inwards and concentrate

on the achievements of their own aims. This type of conflict may

involve turf problems and overlapping responsibilities (Legotlo,

Teu and Matshidiso, 2003). They went on to argue that this conflict

occurs when one department attempts to assume more control or

take credit for desirable activities or give up its part and any

responsibilities for undesirable activities.

- Status struggles: This occurs when one attempts to improve its

status while another group views this as a threat to its place in the

hierarchy (Legotlo et al., 2003). According to Van Deventer and

Kruger (2003) a person’s perceptions of unjust treatment, such as

the implementation of personnel policies and practices or in reward

and punishment systems can lead to tension and conflict.

40
- Role expectations: Role expectations involve real differences in

role or responsibilities among individuals who are interdependent

in a work environment (Fisher, 2000), Daresh (2002) described it

as the misalignment between the requirements of doing the job and

the person selected to do the job. The conflict of role expectations

occur when different people including the person filling the post or

the role disagree on how that role should be performed (Legotlo et

al., 2003) The emotional extent is quite huge since human beings

are involved and in most cases, it is easy to personnel the issue.

- Environmental change:Legotlo et al., (2003) and Van Deventer

and Kruger (2003) argued that the changes in the organisations

external environment can cause a major area of conflict. These

could be changes in the work place that can either be a situation of

political changes.

- Communication block: Legotlo et al., (2003) and Gerardi (2004)

indicated that communication block develops because not all

groups have the same information. Each group therefore, takes a

stand on its view of the world and the information it has.

According to Legotlo et al., (2003), communication problems

frequently lead to conflict among people. If the school lacks proper

communication, the situation can lead to antagonism and escalate

and complicate conflict.

41
From the foregoing definitions, views, discussion and analysis, one

can deduce that the role of communication in the management of

conflict at the workplace cannot be over emphasized.

42
 CHAPTER THREE

RESEARCH METHODOLOGY

3.1 Research Design

According to Nwana (1981), research design is a term used to describe a

number of decision which need to be taken regarding the collection of

data before other data are collected. In this manner, this project therefore

adopted survey method of data collection which has to do with interview

and administration of questionnaires. In analysing the data collected, the

researcher employed the descriptive approach using tables and

percentages.

3.2 Area of Study

At the creation of Kogi state in 1991, the ministry of commerce and

industry was one of the ministries set up to carry out the state government

activities. It was charged with the responsibility of overseeing the

commercial and industrial activities for the economic development and

social wellbeing of the state. Like other ministries, the ministry of

commerce and industry is headed by commissioner, assisted by the

permanent secretary and six directors who head each of the departments

into which the ministry is structured.

43
3.3 Population of Study

The population of this study comprises eight hundred and ninety nine

(899) employees of ministry of commerce and industry, Lokoja.

Considering the above population, it is obvious that this population is too

high for a research work of this nature. Therefore, the researcher intend to

select a sample size needed for this study using the appropriate research

tool.

3.4 Sample and Sampling Techniques

Giving the fact that the total population of the study was considerably

large, the researcher therefore employed the sample size of 133, while

adopting the simple random sampling as a technique, in order to ensure

that all members of the population have equal and independent chance of

being selected in the sample.

3.5 Instrument for Data Collection

The research relied heavily on the primary data coupled with secondary

data as well. Questionnaire structured with personal interviews were

instrument used. The questionnaire was made up of two parts – the part A

related to the socio – economic characteristics of the respondents, while

the part B centred on the formulated research questions.

On the other hand, secondary data were derived from the review of

relevant and related works of experts in the field, such include textbooks,

44
magazine, newspapers, journals, documentaries, previous research work

and internet.

3.6 Validation of Instruments

In order to ensure the validity of the instrument used in obtaining data,

the effort of the experts both academic and professional was sought by

the researcher, where some items were rule out and some included to give

the work both face and content validity.

3.7 Reliability of Instrument

The researcher used test and retest technique inorder to ensure the

reliability of the research instruments used for the collection of data,

while personally visited the office for the staff within few days of

distribution.

3.8 Method of Data Analysis

Data collected from field, survey were presented and analysed using

tables and sample percentage respectively. The response of the

respondents were as well tabulated and analysed to determine the impact

of communication in effective conflict management in the work place.

The tables are grouped into two sections – A and B. Section A contained

the analysis of responses to the question by the respondent. Each table

45
was followed by logical interpretation of result obtained from the

analysis.

46
 CHAPTER FOUR

DATA PRESENTATION AND ANALYSIS

4.1 Data Presentation and Analysis

Data obtained in the process of carrying out this study are

presented and accurately analysed using tabulation and percentage

severally as follows:

Questionnaire Administered and Retrieved

A number of 133 copies of questionnaire were distributed to the

sampled staff who constituted the respondents for the study, out of which

120 copies were retrieved having properly filled but the remaining 13

copies could not be retrieved, partly because some of the respondents had

embarked on one leave on the other.

The tables below show at a glance the rate of Return and Response

Table 4.1.1 Rate of Retain

Questionnaire Number of Respondents Percentage (%)

Returned 120 90.2

Not returned 13 9.8

Total 133 100

Source: Field Survey, 2017

47
 Number of questionnair 100
Formula : ×
Number of questionnaires administerd 1

120 100
× =90.2 % ( Retrieved)
133 1

13 100
× =9.8 % ( Not Retrieved )
133 1

The table above reveals that most of the questionnaires distributed were

returned. This was due to the fact that the researcher was on ground to

retrieve the questionnaires a week after distributions.

Table 4.1.2: Rate of Response

Rate of response Number of respondents Percentage (%)

Incomplete 0 0

Complete 120 100

Total 120 100

Source: Field Survey, 2017

The table shows that the response rates shown by the respondents were

highly encouraging.

Part A of the structured questionnaires are presented and consequently

analysed thus:

Table 4.1.3: Distribution of Respondents by Sex

48
Sex Number of respondents Percentage (%)

Male 75 62.5

Female 45 37.5

Total 120 100

Source: Field Survey, 2017

The table above indicates that 75 respondents representing 62.5% were

male, while 45 respondents representing 37.5% were female. By virtue of

this, male are more than female staff counterparts in the ministry.

Table 4.1.4: Distribution of Respondents by Age.

Age Number of respondents Percentage (%)

20 – 30 20 16.7

31 – 40 40 33.3

41 – 50 34 28.3

50 and above 26 21.7

Total 120 100

Source: Field Survey, 2017

From the table above, it can be deduced that 20 respondents representing

16.7% were within the age range 20 – 30, 40 respondents representing

33.3% age range 31 – 40, while 34 and 26 respondents representing

49
28.3% and 21.7% fell within the age range 41.50 and 51 and above

respectively.

This simply means that the ministry having age range 31 – 40 as the

highest number of staff.

Table 4.1.5: Distribution of Respondent by Educational Background

Qualifications Number of respondents Percentage (%)

OND/NCE 27 22.5

HND/BSC 55 45.5

MSC/MBA 20 16.7

Others 18 15.3

Total 120 100

Source: Field Survey, 2017

The table shows that 27 respondents representing 22.5% were OND/NCE

holders, 55 respondents representing 45.5% HND/BSC holders, 20

respondents representing 16.7% MSC/MCA holders, while the remaining

18 respondents representing 15% possessed other related certificates.

This means that people with HND/BSC certificates are the dominant staff

in the ministry.

50
Table 4.1.6: Distribution of respondents by marital status

Marital Status Number of respondents Percentage (%)

Single 17 14.1

Married 80 66.7

Divorce 12 10

Widow 11 9.2

Total 120 100

Source: Field Survey, 2017

The above table shows that 17 respondents representing 14.1% were

single, 80 (66.7%) married, 12(10%) Divorce, while 11 respondents

representing 9.2% were widow, it means that the numbers of married

staffs are the dominant in the ministry.

Part B of the questionnaires centredon the main research questions, these

are presented and analysed thus;

Research question 1: What effect does communication has on conflict

management?

51
Table 4.1.7: Revealing respondents response on research question 1

Response Number of respondents Percentage (%)

Positive 100 83.3

Negative 20 16.7

Total 120 100

Source: Field Survey, 2017

The table shows that 100 respondents representing 83.3% shared the

opinions that communication has a positive effect on conflict

management in workplace, while the remaining 20 respondents

representing 16.7% were of contrary.

Research question 2: How has communication impacted on effective

conflict management in workplace?

Table 4.1.8: Revealing the respondents response on research question

Response Number of respondents Percentage (%)

Positively 75 62.5

Negatively 45 37.5

Total 120 100

Source: Field Survey, 2017

52
The table indicates that 75 respondents representing 62.5% were of the

view that communication has impacted on conflict management in

workplace positively as against 45 respondents representing 37.5% who

shared a contrary view.

Research question 3: What constitutes the basic causes of conflict in

workplace?

Table 4.1.9: Revealing the respondents response on research question

Response Number of respondents Percentage (%)

Lack of effective 75 62.5

communication

Clash of 21 17.5

personalities

Personal value 24 20

overriding

organisational

Total 120 100

Source: Field Survey, 2017

The table above shows that 75 respondents representing 62.5% were of

the view that lack of effective communication is the basic causes of

53
conflict in workplace, while the remaining 21 and 24 respondents

representing 17.5% and 2% went for clash of personalities at work and

personal value overriding organisational interest as options respectively.

Research question 4: What relationship exist between

communication and conflict management?

Table 4.1.10: Revealing the respondents response on research

question 4

Response Number of respondents Percentage (%)

Strong 116 96.7

Weak 4 3.3

Total 120 100

Source: Field Survey, 2017

The table indicates that 116 respondents representing 96.7% said that

there is significantly strong relationship existing between communication

and conflict management, while 4 respondents representing 3.3% shared

contrary view.

Research question 5: Do you think effective communication has

brought about conflict reduction in workplace?

54
Table 4.1.11: Revealing the respondents response on research

question 5

Response Number of respondents Percentage (%)

Yes 100 83.3

No 20 16.7

Total 120 100

Source: Field Survey, 2017

The table above show that 100 respondents representing 83.3% thought

that effective communication has brought about conflict reduction at

workplace while the remaining 20 respondents representing 16.7% shared

a contrary opinion by ticking “NO”.

Research question 6: Do you think conflict can really be checked

through effective communication in workplace?

Table 4.1.12: Revealing the respondents response on research

question 6

Response Number of respondents Percentage (%)

Yes 112 93.3

No 8 6.7

Total 120 100

Source: Field Survey, 2017

55
The table indicates that 112 respondents representing 93.3% were of the

opinion that conflict can really be checked through effective

communication in workplace, while the remaining 8 respondents

representing 6.7% were differed.

Research question 7: Does communication play any role in effective

conflict management?

Table 4.1.13: Revealing the respondents response on research

question 7

Response Number of respondents Percentage (%)

Yes 95 79.2

No 25 20.8

Total 120 100

Source: Field Survey, 2017

The table above shows that 95 respondents representing 79.2% were of

the opinion that indeed communication play a role in effective conflict

management, while 25 number of respondents representing shared a

contrary belief.

Research question 8: Is conflict a necessary evil in workplace?

56
Table 4.1.14: Revealing the respondents response on research

question 8

Response Number of respondents Percentage (%)

Yes 97 80.8

No 23 19.2

Total 120 100

Source: Field Survey, 2017

The table indicates that 97 respondents representing 80.8% saw conflict

as a necessary evil while the remaining 23 respondents representing

19.2% were of contrary view.

Research question 9: In your opinion do you think conflict can be

eliminated in workplace?

Table 4.1.15: Revealing the respondents response on research

question 9

Response Number of respondents Percentage (%)

Yes 45 37.5

No 75 62.5

Total 120 100

Source: Field Survey, 2017

57
The table shows that 45 respondents representing 37.5% said yes, while

75 respondents representing 62.5% said no.

Research question 10: To what extent do cordial relationships affect

the effective communication in relation to conflict management?

Table 4.1.16: Revealing the respondents response on research

question 10

Response Number of respondents Percentage (%)

Very High 65 54.2

High 35 29.7

Low 16 13.3

Very low 4 3.3

Total 120 100

Source: Field Survey, 2017

The table above indicates that 65 respondents representing 54.2% said

very high extent, 35 respondents representing 29.2% said high extent,

while the remaining 16 and 4 respondents representing 13.3% and 3.3%

said it is to a low and very low extent respectively.

4.2 Discussion of Findings

58
The outcome of the above data presentation and analysis of such data as

obtained through questionnaire administered can be succinctly discussed

thus:

From the research question, it was discovered that communication has

enormous and significant positive effect on conflict management. This

view was seen supported by very many respondents representing 83.3%

of the study population. This finding, revealed the fact that conflict is

inevitable in any given organisation but he role of effective

communication in managing such conflict cannot be overemphasized.

This amply corroborating that effective communication brings a number

of importance to the communicator in the workplace such as smooth

management - employees relations, increase motivation and employees

morals, increase productively, promotion of upward flow of information

among others.

It was also discovered from research question two that effective

communication has positively impacted conflict management in

workplace, as 62.5% of the respondents were unanimously supported the

view. This again stresses the role of communication in relation to conflict

management. It is a fact that the root cause of any quarrelling can be

traced to error in communication between such parties in question, it is

59
also true that such misunderstanding can only be resolved through

nothing but communication also.

From research question three, it was discovered that lack of effective

communication remains the basic root of conflict in workplace. This

opinion was shared by 75 respondents representing 62.5% of the sampled

staff as against 17.5% and 20% of the respondents who went for other

options. Although Hoban (2004) argued that in a set up incompatible

goals occur because of reasons, such as a clash of personalities, personal

value, lack of or limited resources among others, of all, ineffective

communication remained the basis of all.

In research questions four, it was ascertain that there is significantly

strong relationship existing between communication and conflict

management in that conflict can be effectively managed. This finding

also underscored the impact of effective management in any given

organization.

Through the reactions and responses of the respondents on the research

question five, it was discovered that effective communication has brought

about reduction in conflict at work. It has been observed that poor

communication always results in misunderstandings and eventually

conflict in the workplace. To have this reduced, it has to be through

60
effective communication as seen wholeheartedly supported by the

respondents.

From the research question six, it was made known through the

percentage of the respondents that responded yes about whether conflict

can really be checked through effective communication, that indeed

conflict can be checked through effective communication. This finding

also stressed the Bloomfield and Reilly (1998: 18) view on conflict

management:

“Conflict management is the positive and constructive handling of

difference and divergence. Rather than advocating methods for remaining

conflict, it addresses the more realistic question of managing conflict;

how to deal with it in a constructive way, how process, how to design a

practical, achievable, cooperative system for the constructive

management of difference.

From the above Bloomfield and Reilly’s view, one can deduce that one

thing is central in this constructive handling – communication.

In research question seven, it was gathered that communication plays a

significantly significant role in effective conflict management. This re-

established the role of communication in organisation in general.

61
From the research question eight, it was further ascertained that conflict is

not only dysfunctional but also functional in an organisation. This was

established as 97 respondents representing 80.8% wholeheartedly

supported “yes” that indeed conflict is a necessary evil in workplace. It is

a two face sword that is advantageous and disadvantages in any given

organisation. This also affirmed the fact that there cannot be a conflict

free organisation, as well as pin – pointed the benefits individual and

organisation stand to gain from conflict.

In research question nine, the response of the respondents led to the

finding that indeed conflict cannot be eliminated but be managed in an

organisation. This was affirmed by 75 respondents representing 62.5%

who were of the opinion that conflict cannot be eliminated in workplace.

This further underpinned the assertion that “conflict is inevitable in an

organisation”. It can never be eliminated wholly but be managed

drastically to minimal level and moreso, to the advantage of such

workplace.

Lastly, through the research question ten, it was found out that to a very

high extent, cordial relationship (do) affect the effective communication

in relation to conflict management. This implies that such cordial

relationship may tend to hinder the communicators skill at managing

62
conflict through communication in between cordial – part A and ordinary

– Part B in workplace.

63
 CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary

The main purpose of this research is to examine the impact of

communication in effective conflict management in the work place, using

Kogi State Ministry of Commerce and Industry Lokoja, as a case study.

Generally, five research questions were developed to bring home the

rationale behind this study. The data for analysis of this study were

obtained through questionnaire structured and administered to the study

population, having well – sampled. The aftermath of the study can be

succinctly seen thus;

From the research questions: One, it was found out that communication

significant effect on conflict management in workplace. Two, it was

ascertained that communication has positively impacted on conflict

management in workplace. Three, it was discovered that lack of effective

communication is the basic causes of conflict in workplace. Four, it was

gathered that there is significant strong relationship exists between

communication and effective conflict management in workplace. Five, it

was also discovered that communication has brought about effective

reduction in workplace. Six, it was learned that conflict can be checked

64
through effective communication in workplace. Seven, it was gathered

that communication plays a significant role in effective conflict

management. Eight, it was gathered also that conflict is a necessary evil.

Nine, and that conflict cannot be eliminated but managed.

Lastly, it was learnt that, to a very high extent cordial relationships affect

the effective communication in relation to conflict management.

5.2 Conclusion

The study x – rayed the impact of communication in effective conflict

management in workplace, using Kogi State Ministry of Commerce and

Industry as a case study.

Giving the number of findings made known through the data obtained

through both primary and secondary sources – aided mostly by

questionnaires administered, as analysed and summarized in above, it can

therefore be concluded (and generalised) that the impact of

communication in relation to conflict management in work place cannot

be over-stated, and that conflict is both functional and dysfunctional in an

organisation and as such is a necessary evil that can only be managed to

the bearest minimal (rather than eliminated) through effective

communication.

65
5.3 Recommendations

Based on the findings summarized above, this study would therefore

proffer the following recommendations:

One, Organisations, Government ministries, Departments, Agencies etc.

must try to effectively communicate their goods and objectives to staff

who will help in actualizing their vision.

Two, management of organizations should try to eliminate or reduce all

the communication barriers within the organization. Also, management

try to use communication skill in order for the staff to have respect for

them and listen to the message they are about to pass to them.

Three, Management of organisations should try to create a good rapport

between them and the staff, this will make the staff to feel free to express

their opinions or views about how the organisations can progress.

Four, the communicator must always make the message to be clear and

concise without ambiguity.

Five, there is need for the communicator to always tailor the message to

the audience in such a manner that the audience will understand and

appreciate the message.

66
Six, Organisations must endeavour to promote upward communication

within the system. This is a major way of getting feedback from

employees.

Seven, Where possible, the communicator must use multiple channels.

Such as written, oral, notice boards, internet etc.

Lastly, as communicators we must learn to always listen to our audience,

this promotes feedback from the audience and reduces room for conflict.

67
 APPENDIX I

Department of Public Administration

School of Management Studies

Kogi State Polytechnic,

P.M.B 1101,

Lokoja

Dear Respondents

LETTER OF INTRODUCTION

The researcher is a final year student of the above named

institution, conducting a research on “the impact of communication in
effective conflict management in the work place; a case study of Kogi
State Ministry of Commerce and Industry Lokoja.” As part of the
conditions for the award of Higher National Diploma (HND) certificate in
Public Administration.

Please, you are humbly requested to contribute to the success of

this research work by reading these gestures and providing the answers
according to options which represent your opinion.

Be rest assured that all responses would be treated confidentially

and strictly for this work.

Thanks

Yours faithfully

AkpanRoselineGoodhead

68
 APPENDIX II

Structured Questionnaire

Please, kindly tick the right and appropriate options that represent your

opinion from the following questions.

Part A

Socio economic characteristic of the respondents

1. Sex:

Male [ ]

Female [ ]

2. Age:

20 – 30 [ ]

31 – 40 [ ]

41 – 50 [ ]

51 and above [ ]

3. Educational Qualifications

OND/NCE [ ]

HND/BSC [ ]

MSC/MCA [ ]

Others [ ]

4. Marital Status

69
 Single [ ]

Married [ ]

Divorce [ ]

Widow [ ]

Section B

5. What effect does communication has on conflict management?

Positive [ ]

Negative [ ]

6. How has communication impacted on effective conflict

management in workplace?

Positive [ ]

Negative [ ]

7. What constitutes the basic causes of conflict in management?

Lack of effective communication [ ]

Clash of personalities [ ]

Personal value overriding organisational interest [ ]

8. What relationship exists between communication and conflict

management?

Strong [ ]

Weak [ ]

70
9. Do you think effective communication has brought about

conflict reduction in workplace?

Yes [ ]

No [ ]

10. Do you think conflict can really be checked through effective

communication in workplace?

Yes [ ]

No [ ]

11. Does communication play any role in effective conflict

management?

Yes [ ]

No [ ]

12. Is conflict a necessary evil in workplace?

Yes [ ]

No [ ]

13. In your opinion, do you think in conflict can be eliminated in

workplace?

Yes [ ]

No [ ]

14. To what extent do cordial relationship affect to conflict

management

Very high [ ]

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 High [ ]

Low [ ]

Very low [ ]

15. Which medium of communication do you prefer to be conflict

free in workplace characterised with diversity

English [ ]

Vernacular [ ]

Both [ ]

16. In your opinion do you think that interpersonal relationship

with colleague in workplace affect effectiveness of

communication in conflict management?

Yes [ ]

No [ ]

17. Have you ever engaged in conflict with other colleague at

work?

Yes [ ]

No [ ]

18. Do you think that communication in your workplace is

effective in managing conflict?

Yes [ ]

No [ ]

72
19. Can high productivity by achieved in workplace characterized

by conflict?

Yes [ ]

No [ ]

20. Of what effects is communication in managing conflict ladened

workplace?

Greater effect [ ]

Great effect [ ]

Less effect [ ]

Lesser effect [ ]

73