Conflict Management in Organization

A Seminar Paper

By
Ishika Khadka
Bachelor of Business Administration (BBA)
3rd Semester
Leadership and Organizational Behavior

Submitted to
Faculty of Management
Bhaktapur Multiple Campus
Tribhuvan University

Mangsir, 2080
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1. Introduction

1.1 Background

No single definition of conflict management exists. However, the definition of Rahim (1992)
which stated that conflict is "the interactive process manifested in incompatibility,
disagreement, or dissonance within or between social entities" pulls a lot of facts to limelight.
This definition identified some key issues such as interactive process, and incompatibility and
entities. Conflict might escalate and lead to nonproductive results, or conflict can be
beneficially resolved and lead to quality final products. Therefore, learning to manage
conflict is integral to a high-performance in an organization. Although very few people go
looking for conflict, more often than not, conflict results because of miscommunication
between people with regard to their needs, ideas, beliefs, goals, or values (Chinaka &
Grace ,2014).
Conflicts are an everyday phenomenon in each organization. Conflicts are impossible to
avoid, but it is possible to manage them in a way that we recognize the. Conflict symptoms in
time. It is necessary to continuously track the organizational signals, which point to their
existence. In case we do not react in due time, this can lead to a situation where the conflict
itself manages the organization. Problems mostly occur in those organizations where the
business results directly depend on collaboration, team work andcreativity, and where having
only the results in mind, we tend to forget to take care of people and mutual relationships
(Ž Turkalj, I Fosić D Dujak, 2008).
Effect of organizational conflict and its management on organizational performance have
emerged as an important area of interest for management researchers. Scholars, in this regard,
have published various models for conflict resolution in the organizations (Gross and
Guerrero, 2000). A large number of studies have depicted the effect of workplace conflict on
the productivity at the organizational level (Jehn and Bendersky, 2003; Jehn and Mannix,
2001; Rahim 2000). Alper et al. (2000) plead that managing conflict is a helpful tool of an
organization which creates gaps and brings positive momentum about the critical change in
the organizational structure, current behavioral aspects, attitude, personalities and lead to
increase in productivity. The main purpose of this study is to synthesize the literature on
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conflict management and organizational performance specifically to understand the concept

and nature of organizational conflict; to enlist and define the types, causes, models, styles,
and approaches regarding conflict and its management; and to unfold the contemporary
research findings of conflict management and performance. This work may provide a bit of
the necessary information to the thinkers as well as may enable the managers and policy
makers in managing organizational conflict and performance by having in-depth knowledge
of the conflict and pertaining the appropriate way of conflict management.
Organizational conflict can be defined as a disagreement that happens when the interests,
aims, or values of multiple persons or organizations are irreconcilable. This leads to a
circumstance in which they frustrate each other while attempting to attain their goals.
Conflict emerges in communities as a result as a result of a lack of independence,
position,and resources Individuals who appreciate their independence are more likely to resist
theneed for interdependence and, to a lesser extent, group conformity. People engaging
witheach other may cause friction, disagreements, or arguments as a result of genuine or
imagineddifferences or incompatibilities, rising to conflict (OB SERIKI, 2022).
For any organization to be effective and efficient in achieving its goals, the people in the
organization need to have a shared vision of what they are striving to achieve, as well as
clearobjectives for each team/department and individual. You also need ways of recognizing
andresolving conflict amongst people, so that conflict does not become so serious that co-
operation isimpossible. All members of any organization need to have ways of keeping
conflict to a minimum and of solving problems caused by conflict, before conflict becomes a
major obstacle to your work (Gateau, 2011).

1.2 Statement of the Problem

What are the things that lead to the conflicts in organization? Conflicts are inevitable in
human life. It is also inevitable in organizations or even a different between the nations.
Conflict is inseparable aspect of people‟s as well as the organization‟s life. The study also
clears that the conflict can occur in organization as a result of competition for supremacy,
leadership style, scarcity of common resources etc. If a conflict cannot manage timely, it can
lead low productivity or service delivery (Omisore & Abiodun, (2014).A persistent drawback
in organizations is that the people and working teams are constrained to restricted wealth,
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potential, status etc. compared to their competition that result in enhancement off cooperative
efforts. These contents (bad or good) bring conflict (Singh &Yadav, (2020).
Every organization whether industrial, service oriented or voluntary in nature is a social
system made up of interacting entities who have lots of personal wants/needs/desires to
achieve through the organization. Similarly, the organization has its own needs which are to
achieve its established goals maximally and efficiently. Unfortunately, such a delightful fit
between individual and organizational needs are very rare, hence the occurrence of conflicts
in organizations. At times, these conflict situations get out of hand and lead to strikes by the
workers or lockouts by the management. It may also lead to frustration by workers,
demotivate, low productivity, poor profits and returns by such organizations (IM Chiedu,
2015).
The questions related to this research study are:

i. What are the theoretical perspective of conflict management in organization?

ii. What are the status of empirical research of conflict management in organization?
iii. What is the practice of conflict management in context of Nepal?

1.3 Objectives

The objectives of the seminar paper are as follows:

i. To review the effect of conflict management in context of theoretical perspective.

ii. To review the conflict management in context of empirical research.
iii. To review the conflict management in context of Nepal.

1.4 Methods

The necessary information is collected from the related books, journals, reports and
articles. The collected information is arranged in the need of the content/ context. The
collected information is analyzed to draw the conclusion of the seminar paper. The
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information and other material regarding the topic is review in conceptual framework as
well as empirical issues.
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2. Description and Analysis

2.1 Theoretical review

Concept of Conflict
Conflict refers to some form of friction, disagreement, or discord arising between individuals
or within a group when the beliefs or actions of one or more members of the group are either
resisted by or unacceptable to one or more members of another group. Conflict pertains to the
opposing ideas and actions of different entities, thus resulting in an antagonistic state
(Tschannen-Moran,2001).
Conflict among workers in an organization is inevitable. If it manages properly, it will bring
catalyst for change and can have a positive impact on employee satisfaction and performance
of the organization. Conversely, unmanaged conflict negatively impacts both employee
satisfaction and job performance. When organizational leaders ignore workplace conflict,
they send a message that unsatisfactory job performance and inappropriate behavior are
acceptable (AG Awan, 2015).
Conflict in organization is not new. It is as old as organization. Conflict is unavoidable but its
presence can be minimized through timely and wisely intervention. Conflict is a state of
opposition between two parties or two individuals. Many factors contribute to the emergence
of conflicts in organizations. In order to minimize conflicts, it is usually better to acquaint
oneself with the cause as well as highlighting the consequences. In any place where two or
more people have come together to pursue a common purpose, conflicts exist. It exists in
organization between colleagues, workers and the management staff, or between two groups
may be department or unit or section. A conflict ridden organization does not effectively
achieve the purpose for which it was set out. It is always dysfunctional (Animate, 2021).
In analyzing conflict situation in corporate organizations, it explains that organizational
conflicts arise because participants in an organization differ in their attitudes, values, beliefs,
goals and understanding. For this reason, conflict is unavoidable. This implies that it is the
difference in the orientation, personalities and identities of individuals and groups within an
organizational framework that brings about organizational conflict. In the context of
industrial relations, it describes organizational conflict as any disagreement between workers
and employers over a breach of the tent. As long as workers and employers abide by the
terms of agreement there is bound to be organizational harmony. Disagreements arising from
breach of the terms of employment contract have been known to result in organizational
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conflicts. Accommodation and resolution of conflict is the central them and subject matter of
industrial relations (Agbo, 2020).
Conflict might escalate and lead to nonproductive results, or conflict can be beneficially
resolved and lead to quality final products (The Foundation Coalition, 2010). If organization
manages conflict properly, it will bring catalyst for change and can have a positive impact on
employee satisfaction and performance of the organization. Conversely, unmanaged conflict
negatively impacts both employee satisfaction and job performance (k, 2021).
Types of conflict
Because of the diverse and varied definitions of conflict, attitudes towards it and images of its
role are also varied. Conflict in schools takes different forms; for example teachers seem
reluctant to obey the principals, they do not seem to follow rules or accept extra work, they
do not easily get along with their principals. Principals too adopt an authoritative approach,
for example they pressure teachers to work uninterrupted during school activities. It therefore,
becomes common that conflict between teachers and the school principal occur frequently at
any time in the school. In institutions, conflict occurs between various individuals because of
their frequent interaction with each other. Conflict is an expression of hostility, antagonism
and an understanding between the staff members all in mind;
conflict is classified into the following four types:
i. Intrapersonal conflict
ii. Inter-personal conflict
iii. Personal-group conflict
iv. Inter-group conflict
v. Inter-organizational conflict

i. Intrapersonal conflict
Accordingly, intra-personal conflict occurs within an individual which results from conflict
between an individual‟s goals and the values expected of him. The circumstance creates a
tension in the individual as he tries to satisfy both his personal interest and what people
expect from him. Also it exemplifies this type of conflict with a bank cashier who is expected
to remain polite to a customer in the face of high level of provocation by the customer just to
maintain good relations with the customer (Agbo,2020).

ii.Inter- Personal conflict

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Inter-personal conflict relates to conflict between two or more individuals and is probably the
most common and recognized form of conflict. Interpersonal conflict is caused due to
disagreement over goals and objectives of the organization. These are heightened due to
difference of opinion of individuals and when issues are not based on facts. Every
organization is full of unresolved issues, problems and differing situations that lead to
conflict. Conflict can also take place between one person of a group with another person of
the same group or another group on issues relating to decision-making. Individuals may have
a difference of opinion on selection of a particular course of action that will lead to
disagreement and often result in the conflict. It is the merit of the issue, and willingness of
members of the organization to accept the others point of view that will avoid the conflict
situation (https://nscpolteksby.ac.id).

iii. Personal- group conflict

Agbo, (2020) defines a group as two or more people acting independently but in unified
manner towards achieving a common goal and in the process they share common concern,
values or ideologies. Individual members are expected to adhere strictly the group‟s norms,
when an individual member‟s behavior is not in agreement with the group‟s norms and
values.

iv. Inter- group conflict

This type of conflict occurs when there is disagreement between groups, departments,
sections or units in an organization over established norms and values. Such conflicts are not
personal in nature because they arise from factors inherent in the organizations structure e.g.
when tasks are properly defined, they cause conflict. Again, such conflicts may arise due to
inconsistencies in performance criteria for different units and groups.

vi.Inter-organizational conflict
These types of conflicts exist among organizations. Such conflict arises when the policies of
one organization causes one organization causes disaffection among management or
employees of other organization.
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Causes of Conflict
Several factors have been identified as causes of conflicts in organizations. These include;
1) Misunderstanding
Misunderstanding is one of the major causes of conflict in the organization. When employees
do not understand their tasks, roles, and responsibilities conflict arises. Due to this, they may
not complete their tasks as the manager expected from them. It may be due to poor
communication from manager to employees.
2) Personal Differences
Personal differences are the fundamental causes of interpersonal conflict in the organization.
The differences occur in the individual due to various reasons such as family background,
values, attitudes, traditions, culture, education, and socialization process. Personality
differences create conflict among people. It effects on emotions of individuals.
3) Poor Communication
Poor communication is one of the main causes of conflict between employees in the
workplace. This can result in a difference in communication styles or a failure to
communicate. For example, a manager reassigned an employee‟s task to the employee‟s
coworker but failed to communicate the reassignment to the employee. This may cause the
employee to feel slighted, which can transform into animosity among the two employees and
the manager. Failing to communicate in the workplace may cause employees to make
incorrect assumptions and breeds workplace gossip. Poor communication in the workplace
not only causes conflict but also decreases productivity and employee morale (Isa, 2015).

4) Lack of Resources to Share Equally

The principle of sharing is long recognized as being central to resolving the organizational
crisis and improves management performance. There should be an administrative policy on
how to share the available resources more equitably and sustainably in order to avoid conflict
in organizations (Isa, 2015).
5) Time Pressure
Time pressure, like deadlines, can increase the performance of an individual or reduce the
performance by triggering destructive emotional reactions. Hence, while imposing deadlines,
managers must understand and consider an individual‟s capacity and ability to meet the set
targets (D, 2013).
6) Competition for Scarce Resource
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In an organization, anything of value (funds, personnel and valuable information) can be a

competitively sought – after resource. When competition for scarce resources becomes
destructive, conflict can be avoided by increasing the resource base. For example more
personnel can be hired when they are to avoid shortages in the future (D, 2013).

Process of conflict
Process of conflict consists of 4 stages or levels of conflict according to which the
development of relationships between the sides involved in conflict is shown.
The first stage is also called as latent stage in which certain characteristics, like
communication, structure and personal variables, can lead to conflict. It is important to point
out that it is not necessary to have the simultaneous occurrence of all three factors
(conditions), but occurrence of just one. Communication in organization is very important, in
case there is lack of communication in the organization this can lead to conflict. But also to
much communication, as well as obstacles in communication, possible lack of understanding
or noise in the communication channel can produce conflict as a consequence.
The second stage, cognition and personalization stage represents the outcome of the impact of
first phase factors. We distinguish two sub stages in this stage:

i. perception of the participants in conflict – which does not mean that conflict has
occurred,
ii. not until there has come to articulation of feelings and expression of awareness of
conflict, can we say that the conflict itself occurs
In the third stage there comes to conflict manifestation. There is hostile behavior among
participants in conflict and we say there comes to the so called open disagreement. The last
stage in this process of conflict is the conflict outcome which shows us the further
relationship development of the participants in conflict and consequences of conflict.
Consequences of conflict can be manifest through increased working efficacy of the
organization in whole or quite the contrary, the decrease of working efficacy. (Ž Turkalj, I
Fosić D Dujak, 2008)
Concept of Conflict management

Conflict management 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 practically achievable, cooperative system for the constructive management
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of difference. Conflict management significantly resonates with the fact that conflict is
inevitable in management resolution have been also undertaken a by few researchers. It has
been attempted in this chapter to throw light on these studies which are relevant to the present
study (Smirti, 2021).
Furthermore, learning how to manage conflicts can decrease the odds of nonproductive
escalation in organizations. Conflict management involves acquiring skills related to conflict
resolution, self awareness about conflict modes, conflict communication skills, and also
establishing a structure for management of conflict in your environment. Conflict
management, has been used as a generic term to cover the whole scope of positive conflict
handling. It is referred to as a more limited way to the settlement and containment of violent
conflict while conflict resolution is a more comprehensive term, which implies that the deep-
rooted sources of conflict are addressed and transformed(Chinaka, 2014).
The goal of conflict management is how to reduce conflict level to the point where it
becomes a positive instrument in social relations and organizational development. Conflict is
not totally a bad omen that should be eliminated as posited by the classical theorists. It should
rather be seen as a work in progress that can constructively be managed to bring about
innovation, creativity and growth in social relations. Conflict management does not imply
elimination or termination of conflict, rather it involves designing effective macro-level
strategies to minimize the dysfunctions of conflict and
enhancing the constructive functions of conflicts in order to enhance learning and
effectiveness in an organization .Conflict management has become a significant factor in
human relations and organizational development. This is because its knowledge is required
for actions to be properly carried out in order to increase learning for efficient and effective
operations and to promote positive interpersonal relationship.
Conflict management equally involves increasing the dosages of conflict where it is
considered insufficient to induce the needed energy to foster growth through innovation and
creativity. Conflict management is about ensuring the existence of a minimum level of
conflict to keep a group “viable, 16 self-critical and creative” .These ideas bring to mind the
fact that conflict can either produce functional or dysfunctional outcome depending on how it
is managed at a particular time and place. In line with this idea, it described conflict
management as a process of reducing the negative and destructive capacity of conflict
through a number of measures and by working with and through the parties involved in a
conflict (Chinyere, 2018).
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Conflict management styles

The success of the organization depends on the ability of conflict recognition and the very
way of conflict management. Conflict management implies integration of all factors which
can contribute to conflict resolution or its prevention. Those factors are improvement of
communication and practicing discipline in the organization, as well as having in mind the
life phases of parties included9 . Different authors know about various approaches to conflict
management. Besides five typical approaches and strategies on conflict management which
we will show and explain, it is important to point out that an important role bears also the
organization itself as the third party in conflict. The organization appears as the mediator
between adversaries or as arbitrator. This third party in organization are managers which by
using their experience have to constantly develop new strategies and tactic for conflict
resolution by using their experience. Moreover, it is generally acknowledged that conflict
represents the most severe test of manager’s interpersonal skills. (Ž Turkalj, I Fosić D Dujak,
2008)

2.2 Empirical Review

The results of empirical research Karen A. Jehn (1992 and 1997) show that conflict will be
beneficial depending on the type of conflict itself and the structure of the group in terms of
type of work, job dependence, and group norms. Relationship conflicts and task conflicts
negatively affect individual satisfaction, the wishes of members in the group, and the
intention of members to stay in the group. In groups that are carrying out routine tasks,
disagreement with work will disrupt group functions. Conversely, in groups that do non-
routine tasks, disagreement about work does not have a disturbing effect, and in some cases,
such as disagreement is actually beneficial. Contrary to expectations, norms encourage to
open discussions about conflicts that are not always profitable. So the norm if it is associated
with an increase in the number and intensity of relationship conflicts, then they do not
increase the ability of members to deal with conflict constructively. Process conflicts have a
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direct negative impact or relationship with group performance: the low level of process
conflict is positively related to performance, while higher levels are increasingly detrimental
to group performance.
The results of other studies show that at a high level of team identity, the task is
interdependent and is related to the cooperative style of conflict management, which in turn
fostered team performance. Team management conflict style was not mediated between the
interactive influence of interdependence and team tasks identity on team performance. (Anit
Somech, Helena Syna Desivilya and Helena Lidogoster, 2009).
Management, which implies the organization and coordination of activities or situations in
order to achieve defined goals, is a skill that is necessary for handling conflict at any given
time. Unmanaged or poorly managed conflicts generate a breakdown in trust and lost
productivity. For small businesses or organisation, where success often hinges on the
cohesion of a few people, loss of trust and productivity can signal the death of the business or
organisation (Eric Dontigney, 2013). When we manage our conflicts more effectively, we use
less energy on the burdensome tasks such as systemic conflict and get to spend more of our
energy on our projects at work and building our relationships and less apt to practice
destructive behaviours that will negatively impact their organisation (Foundation coalition,
2013). All teams and organizations have a conflict culture (the way the team responds to
conflict). However, most teams never discuss what the conflict culture is, therefore providing
the opportunity for individual team members to make assumptions that can be
counterproductive to the team. As affirmed by Foundation Coalition (2013), practicing one’s
conflict management skills leads to more successful engagement in conflict with outcomes of
relief, understanding, better communication, and greater productivity for both the individual
and the team. It was also observed that people do not come to organisations with all the social
skills they need to collaborate effectively with others. Therefore, imparting people with
appropriate communication, leadership, trust, and decision making skills related conflict
management in order for groups to function effectively is vital. In addition, when people
learn to effectively manage and resolve conflicts with others, then more opportunities for
successful team memberships are available to such people.
Hotepo, Asokere, Abdul–Azeez and Ajemunigbohun (2010) have studied the effect of
organizational conflict on organizational performance. This was carried out by investigating
the causes, types, reason and strategies for managing conflicts in some selected service
organizations in Nigeria, with a view of coming out with ways of improving their
performance and productivity. The study employs descriptive research design and uses
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questionnaire to collect data from 96 managers in some selected Airlines, Road Transport and
Insurance companies in Lagos Metropolis. The research revealed that limited resources is the
major cause of conflict and that conflicts have both negative and positive effects on
organization, but when managed properly, the positive effects can be used to encourage
organizational innovativeness and build cooperation among the employees.
Jacqueline Y. Portello and Bonita C. Long, (1994) in analysis examined the influences of
socialization and structural variables on relations among gender role orientations,
interpersonal and ethical conflicts, and conflict handling styles. 134 female federal and
provincial government supervisors and managers (26-65 yrs. old) completed a questionnaire
that included the Bern Sex-Role Inventory and the Rahim Organizational Conflict Inventory.
Congruence was 'found between gender role orientation and conflict handling styles. With
high-instrumental traits were mr likely to indicate that they would use a dominating conflict
handling style androgynous (high expressive and high-instrumental traits) were more likely to
indicate that they would use an integrating style. So did not report that they' would different
conflict handling styles for ethical and interpersonal conflicts. The nature the conflict did not
moderate gender role orientation and conflict handling style relationship.
Malikeh B and Elham Z (2013) conducted an empirical study on states interpersonal conflict
a sustainable factor to organizational failure. He found that interpersonal conflict is conflict
that occurs between two or more individuals that work together in groups or teams. This is a
conflict that occurs between two or more individuals. Many individual differences lead to
interpersonal conflict, including personalities, culture, attitudes, values, perceptions, and the
other differences. Conflict arises due to a variety of factors. Individual differences in goals,
expectations, values, proposed courses of action, and suggestions about how to best handle a
situation are unavoidable. Moreover, identifying the factors which cause conflict in any
organization is considered the main stage in the process of conflict management. The
management of interpersonal conflict involves changes in the attitudes, behavior, and
organization structure, so that the organizational members can work with each other
effectively for attaining their individual and/or joint goals. The management of interpersonal
conflict essentially involves teaching organizational members the styles of handling
interpersonal conflict to deal with different situations effectively and setting up appropriate
mechanisms so that unresolved issues are dealt with properly. The researcher recommends
other scholars to identify the other factors of organizational conflict, such as identifying a list
of factors causing intrapersonal conflict.
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O Longe(2015) has studied investigated the impact of workplace conflict management on

organizational performance in a Nigerian manufacturing firm. Participants comprised 250
employees selected through the use of stratified random sampling technique. Employing
Spearman correlation analysis, the results of the empirical tests showed a significantly
positive relationship between conflict management strategies (collective bargaining,
compromise, and accommodation) and organizational performance. He found that non-
integrative conflict management strategies (competition, domination and avoidance) had a
negative statistically determinate effect on organizational performance. Also, the result of the
regression analysis indicated that collective bargaining strategy displayed the highest
significant positive correlation with organizational performance. In addition, study findings
revealed that conflicts arose over multiple factors of organizational experiences based on
economic and goal incompatibility orientations in the workplace. Union-management conflict
was discovered as the most prevalent type of industrial conflict in the organization. The study
concluded that conflict was an unavoidable phenomenon in organizational life and it could
contribute to or detract from organizational performance depending on the conflict
management methods adopted in the workplace.
Blake and Mouton(2003) accept that the most important aspect of a successful conflict
management strategy is the attempt to shift the behavioral and attitudinal components of a
relationship from a com petite to a cooperative orientation. They do, however, suggest that
both the common enemy and the superordinate goal approaches fall short of
the need to achieve a genuine conflict resolution. This is because both can be seen as (1)
being mainly temporary in character, (2) both are primarily defensive and (3) both strategies
may widen a conflict by externalizing it. They offer an approach which emphasizes
consultation-based interventions, openness of communication, greater participation in
decision-making and problem-solving interactions.
Blake and Mouton (2004) accept that traditional conflict management strategies can only deal
with the behavioral component in conflict and bring about a patchwork solution. They
suggest an approach to conflict management which involves interventions by organizational
consultants (usually applied behavioral scientists), who have no vested interest in the conflict
itself, but who have the competence and experience to generate a productive mode of
conflict management. They avoid the pitfalls of adjudicating or evaluating which department
is "right" or "wrong" (so often the hallmark of traditional conflict management). Nor do they
seek to impose a solution. They intervene in order to generate creative thinking and to
establish a problem-solving attitude.
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O Solaja, (2015) has studied industrial conflict and its management strategies in selected
manufacturing companies in Lagos State, Nigeria. The study utilized co-relational survey
method which involves the use of structured questionnaire and personal observation to elicit
information from the respondents. Participants comprised of staffs of three manufacturing
companies in Lagos, Nigeria. Multistage sampling technique was employed in selecting the
respondents from the three manufacturing companies under the study. The data collected
were analyzed using descriptive statistic including tables, frequency counts, and percentages
as well as mean scores. The findings revealed that the causes of conflict in manufacturing
companies in Lagos State, Nigeria include poor means of communicating grievances to top
managers, unfavorable economic and industrial policies, poor employee compensation and
welfare among others. Therefore, this study concluded that managers should combine
strategies such as bargaining, collaboration and avoidance when dealing with industrial
conflict to maintain cordial and productive labour-management relationship.

2.3 Conflict Management in Organization Practices in Nepalese Context

Conflict management is oriented in ending the conflicting situations. Conflict resolution
means reduction, elimination, or termination of conflict. To find a resolution, parties have to
bring an extra piece of information, relate the information they have differently, or transform
the issue, change the rules, change the actors or the structure, or bring in a third party
(Vayrynen, 1991).Deutsch’s classic theory of competition and cooperation describes the
perceived interdependence of the parties leading to Constructive and Destructive Conflict
process (Deutsch, 2002).
Also, this theory was further elaborated by Deutsch et al. in the year 2006 and stated that the
context in which the conflict process is expressed drives parties toward either a cooperative
or a competitive orientation in conflicts to obtain the desired results. Likewise the Social
Exchange Theory proposes that people evaluate the costs and rewards of a relationship by the
amount of effort required to attain rewards and avoid costs.
Negotiation is a process in which the parties attempt to jointly create an agreement that
resolves a conflict between them (Lewicki &Tomlinson, 2014). Walton and McKersie (1965)
were the first to identify the two polar yet interdependent strategies known as distributive and
integrative negotiation. Distributive negotiation means that activities are instrumental to the
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attainment of one party’s goals when they are in basic conflict with those of the other party.
Integrative negotiation means that parties’ activities are oriented to find common or
complementary interests and to solve problems confronting both parties. Field theory
proposed by Lewin and others in the pre-World War II era of 1920 to 1940 suggested that
within any system there are forces that drive conflicts and forces that restrain
conflicts.Conflict, at present, across the world is in increasing trend. The reason behind
conflicts is not only the absence of practices of good governance rather it is due harsh
living conditions, deep violations of human needs, scapegoat ideology, the syndrome
"Us versus Them" and leniency from inactive onlookers are the identified factors for
conflicts in African region ( Anastase Shyaka). In other words we can say conflicts are due
to the absence of good management skills as well as inability to remove the negative
ideologies existed since the colonization.
Conflict management in organizations is a crucial aspect of maintaining a harmonious and
productive work environment in the Nepalese context. As a diverse nation with varying
cultural backgrounds and perspectives, conflicts can arise due to differences in
communication styles, work ethics, and values. To effectively address such issues,
organizations in Nepal can adopt various conflict management strategies.
One approach is to promote open communication channels where employees feel comfortable
expressing their concerns and grievances. This can be facilitated through regular team
meetings, feedback sessions, and anonymous suggestion boxes. The importance of active
listening and empathy cannot be overlooked, as it fosters a culture of understanding and
mutual respect. (Aniemeka, 2021)
Furthermore, implementing a mediation or arbitration process can prove beneficial in
resolving conflicts. Having a neutral third party facilitate the discussion can lead to fair and
impartial outcomes. Organizations can also encourage employees to undergo conflict
resolution training to equip them with the skills necessary to manage conflicts constructively.
(Rahim, 2002)
Shrestha and Sharma (2020) highlights the significance of conflict management practices in
Nepalese organizations, indicating that organizations that invest in effective conflict
resolution strategies experience higher employee satisfaction and increased productivity.
In conclusion, acknowledging and addressing conflicts in Nepalese organizations is crucial
for a thriving and cohesive work environment. By fostering open communication, utilizing
mediation approaches, and providing conflict resolution training, organizations can
effectively manage conflicts and propel their success.
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3. Conclusion
This article brings to limelight critical issues revolving around conflict management in an
organization. The position of this article is that conflict management is a process that
brings about changes and should prompt proactive responses in assessing possible
causative factors. Enabling environment should be created to promote healthy expression
of opinions, feelings, values, needs and positions. Management of organizations should
be quick to identify situations that are pointers to suppressed opinion or values that are
predisposing factors to conflict in an organization. Absence of conflict suggests the
presence of deadened emotions or a hardened heart, or that one “party” is being
suppressed. The outcome of this is very dangerous to any organization at the long term.
Since the conflict is a part of human life, respectively all of its aspects, it is impossible to
avoid it in business life. No matter if the organization appears as an economic operator of
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the economy of a certain country or practices some other services, its employees will
more or less enter conflicts Modern organizations have recognized the necessity of
conflicts and do not run away from the conflicts among its employees. Moreover,
organizations frequently decide to encourage the conflicts within the organization. The
key roles have the managers on different levels of organization that should be educated on
the basics of organizational behavior, with the emphasis on conflict management. Only if
the managers properly estimate the level of conflict within the organization, then they will
be able to decide on the reduction or encouragement of conflicts .The aim of conflict
management is to accomplish the optimal level of conflicts on which the level of
organizational performance is the highest.
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