RESEARCH PROJECT REPORT

ON
CONFLICT MANAGEMENT STYLES AND STRATEGIES
FOLLOWED BY TELECOM INDUSTRY
Submitted in partial fulfillment of the requirement for the award of degree of
Master of Business Administration
from
Uttar PradeshTechnical University, Lucknow

Submitted by
PRIYANKA SINGH
Roll No: 12121470107
MBA (Batch 2012-14), 4
th
Semester

Under the guidance of
Ms. TINA KHANDELWAL
Assistant Professor
ICCMRT



INSTITUTE OF CO-OPERATIVE & CORPORATE MANAGEMENT RESEARCH AND TRAINING
21/467, RING ROAD, INDIRA NAGAR, LUCKNOW-226016








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CERTIFICATE
This is to certify that Ms. Priyanka Singh, a student of Master
of Business Administration (MBA) Programme (Batch 2012-14) at
this institute has conducted a research project titled CONFLICT
MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM
INDUSTRYunder my guidance during the 4
th
semester.
The report has been prepared towards partial fulfillment for
the award of MBA degree from GautamBuddh Technical University.
The research project report is the original contribution of the
student.
The research project report is hereby recommended and
forwarded for evaluation.
(Tina Khandelwal)
Assistant Professor
Institute of Co-operative &Corporate Management,
Research and Training
467, Sector-21, Ring Road, Indira Nagar, Lucknow-226 016
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Date:
Phone: 2716431, 2716092
Fax: (0522) 2716092
esyiccmrt@satyam.net.in
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DECLARATION

I, Priyanka Singh, a student of Master of Business
Administration (MBA) Programme from the Institute Co- operative
& Corporate Management Research and Training, Lucknow hereby
declare that all the information, facts and figures used in this
research project titled CONFLICT MANAGEMENT STYLES AND
STRATEGIES FOLLOWED BY TELECOM INDUSTRY have been
collected by me.

I also declare that this project report has been prepared by me
and the same has never been submitted by the undersigned either
in part or in full to any other University or Institute or published
earlier.

This information is true to the best of my knowledge and belief.




(Priyanka Singh)



ACKNOWLEDGEMENT

Success is the manifestation of
diligence, inspiration, motivation and innovation

Learning in life with a difference is what my experience has been at the ICCMRT,
Lucknow, where I have under gone my research report i.e CONFLI CT MANAGEMENT
STYLES AND STRATEGIES FOLLOWED BY TELECOM INDUSTRY excellent platform for me to
score some experience with the leading company of India. My journey through this
research procedure has given me an exposure to real life incidents of the industry &
have helped me in inculcating those traits for preparing me for the forthcoming
endeavors in my life concerning with the ever expanding Indian industry.

I am highly obliged to my project guideMs. Tina Khandelwal, Assistant
Professorwithout whose guidance this research would not have been possible. He has
shown great enthusiasm for my reports & its findings within the specified time limits.

I express my sincere gratitude to my lovely and caring family who have supported me
till the competition of this research period and provide me their valuable suggestions &
encouragement during my research report work.





PRIYANKA SINGH




P PR RE EF FA AC CE E

As a part of course requirement of Master of Business Administration program provided by the
ICCMRT, Lucknow to undergo a Research Report in an organization so as to give us exposure to
practical environment and to get familiar with various activities taking place in the market.

I got my research work in CONFLICT MANAGEMENT STYLES AND STRATEGIES
FOLLOWED BY TELECOM INDUSTRY.

I hereby divided this research reportinto different chapters in which contain different information
about Telecom Industry and details about my project work. To study the conflict management styles in
relation to telecom sector I prepare a questionnaire and collect the primary data and after analysis of
primary data give the interpretation. Chapter I contains the introduction of the topic and overview of
telecom industry, Chapter II contains the literature review, Chapter III contains the objectives of study
and research methodology and other chapters contain details of data analysis, findings,
recommendations, conclusion etc...

Among the four factors of business concern, man is the living being and the prior cause for the success
of the organization than the other factors, so any organization consists of number of human resources
who move towards achieving the organizational goals. Thus group effort is needed for the smooth
running of any business. But when there is more than one person involving in an activity, it is very
clear that there may be chances for conflicts among them.
When people with different backgrounds, temperaments, and points of views, values, needs,
personalities and attitude interact, it is likely that some type of conflict may arise. Conflicts may also
be encouraged by actions, constraints and demands of the organization and responsibilities to be
performed by the worker.








TABLE OF CONTENTS

1. Chapter I: Introduction of the topic 2


Industry Profile 3


2. Chapter II: Review of Literature 6


3. Chapter III: Objectives & Research Methodology 6

Research Design
Sampling Plan
Sample Technique
Sample Size
Research Instrument
Research Area

4. Chapter IV: Data Analysis 6

5. Chapter V: Findings and Recommendations 7

6. Chapter VI: Conclusions 8
Bibliography 8
Annexure 8







EXECUTIVE SUMMARY

Conflict has been defined as the condition of objective incompatibility between values
and goals, good human relation can prevent conflicts, whether they are between individual and
organizational objective between line and personnel between ones ability and authority etc.
I, PRI YANKA SI NGHhaddone my research on the topic CONFLI CT MANAGEMENT STYLES
AND STRATGI ES FOLLOWED BY TELECOM I NDUSTRY. The main objective of my research
was to find the conflict management styles and strategies followed by managers in telecommunication
sector. This study is very useful as the Telecom sector or industry is growing at a fast pace and thus
knowing about the managers styles become very necessary for every telecom company for the
purpose of managing disputes and conflicts.
The sample of 50 managers was used for knowing the conflict level and for resolving the conflict
problems. The data was collected with the help of primary data that is the help of questionnaire, the
secondary data was collected used during analysis was interest the sampling technique used during the
analysis was sample random technique.

















CHAPTER 1

INTRODUCTION













INTRODUCTION OF THE TOPIC

Conflict Management Styles AndStratgies Followed By Telecom Industry

Conflict may be defined as a struggle or contest between people with opposing needs, ideas, beliefs,
values, or goals. Conflict on teams is inevitable; however, the results of conflict are not predetermined.
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
team. Although very few people go looking for conflict, more often than not, conflict results because
of miscommunication between people with regard to their needs, ideas, beliefs, goals, or values.
Conflict management is the principle that all conflicts cannot necessarily be resolved, but learning how
to manage conflicts can decrease the odds of nonproductive escalation. Conflict management involves
acquiring skills related to conflict resolution, self-awareness about conflict modes, conflict
communication skills, and establishing a structure for management of conflict in your environment.
Conflict management training focuses on effectiveness in managing organizational and interpersonal
conflicts. Participants will learn about conflict management styles, and techniques, they will become
more aware of those feelings, assumptions, and behavior patterns that people bring to a conflict. They
will be able to recognize, diagnose, and understand organizational and interpersonal conflicts; and
develop strategies for conflict management and resolution.
When people with different backgrounds, temperaments, points of views, values, needs, personalities
and attitude interact, it is likely that some type of conflict may arise. The conflict may also develop
due to perceptual differences of an individual. It is a conscious awareness of occurrences, events or
happenings in ones surroundings which may be considered as threatening and derogatory such as loss
of authority, role conflict, unequal or unfair treatment, status incongruities and goal differences.
Conflicts may also be encouraged by actions, constraints and demands of the organization and
responsibilities to be performed by the worker.




An Example of Conflict in the Workplace


Unclear Expectations:
Weak leaders can set unclear expectations. When goals and priorities are not clearly defined and
communicated, team members make incorrect assumptions. They may work against one another's
efforts, creating conflict and preventing tasks and projects from being completed. If assigned roles are
not clear, some key tasks may remain undone while others are done more than once. Team members
might even try to outdo one another. This kind of situation builds frustration and shifts a team task
from collaborative to combative as coworkers blame one another for project failures or costly
problems.
Leadership Bias:
Leadership bias can also ignite conflict. Leaders are just as likely as everyone else to be drawn to some
people over others, but they cant let that natural tendency cloud their judgment. Too much focus on
some staff members over others can lead managers to award opportunities for special assignments and
promotions without fairly considering all team members skills or interests. Even if fair assessment is
given, other staff members wont perceive fairness in the process. The managers bias can turn the rest
of the staff against that "favorite" person.



Diversity:
Diversity might mean cultural differences, varied business perspectives or even different professions.
Cross-functional or multidisciplinary teams involve multiple departments, with each member focusing
on different aspects of a project. Whatever is behind a teams diversity, a variety of backgrounds can
mean either innovation or exasperation. Team members might not agree on the best path to achieving
objectives or solving problems. Leaders of diverse teams who do focus on communication and team-
building can find themselves managing more conflicts than projects.
Power Struggles:
Some coworkers encounter power struggles, particularly when roles and responsibilities are not clearly
defined or when the boss does not have the respect of all team members. In a power struggle, more
than one coworker attempts to take on the leadership role. A team with many leaders has no leader at
all and cannot move forward. Teams comprised heavily of managers are more likely to experience
power struggles. Organizational leaders should assign qualified team leadership as well as document
and communicate each team members role, responsibility to the project and level of authority.

DISADVANTAGES OF CONFLICT
Employers mired in conflicts can experience high rates of absenteeism.
Employee turnover and litigation associated with harassment or bullying.
Employees mired in conflict lack in Personalities and values, or a lack of strong leadership..
Dishonesty and stress can also lead to conflict.















CONFLICT MANAGEMENT STRATEGIES


There are different types ofof strategies we can choose from when in conflict situations:
1. Forcing
Using formal authority or other power that you possess to satisfy your concerns without regard
to the concerns of the party that you are in conflict with.
2. Accommodating
Allowing the other party to satisfy their concerns while neglecting your own.
3. Avoiding
Not paying attention to the conflict and not taking any action to resolve it.
4. Compromising
Attempting to resolve a conflict by identifying a solution that is partially satisfactory to both
parties, but completely satisfactory to neither.
5. Collaborating
Cooperating with the other party to understand their concerns and expressing your own
concerns in an effort to find a mutually and completely satisfactory solution (win-win).





NINE STRATEGIES FOR MANAGING CONFLICT

Wherever there are people, there always will be conflict. It's a simple fact of life. Opinions vary, and
miscommunications and misunderstandings occur. People have differing values and priorities, and
most of us resist change. All of these things create conflict in our life and work. The problem is not
conflict itself, but rather how we deal with it. The good news is effective conflict management
strategies can be learned and mastered. While there are many different types of conflict, let's discuss
some strategies for managing interpersonal conflict.
1. Conflict needs to be dealt with:
If you ignore or avoid it, it can lead to increased stress and unresolved feelings of anger, hostility and
resentment. When you learn to manage conflict effectively, you'll be happier and healthier, physically
and emotionally. You'll have better relationships. You'll be a better leader, a better team member and a
better person. You'll gain respect, improve your self-esteem and build courage.
2. Think it through:
Before addressing the person with whom you have a conflict, consider discussing the situation with an
objective friend or family member. This can help to clarify issues and needs. Seek feedback and
advice in dealing with the situation. But be careful not to rely on the opinion of an involved third party
who may have his or her own agenda. Plan your strategy, including what you want to say, and then
write it down and rehearse it. Create a note card, if necessary, with your main talking points. This will
help you to feel more in control and stay on target.
3. Talk it out, face to face:
Meeting in person can be intimidating, but it is often the best way to go. Face-to-face communication
is more effective than other forms because it allows for an active exchange of information. It gives you
the opportunity to make use of the handshake, a smile, eye contact, hand gestures and other important
body language. It also allows you to observe important nonverbal cues from the other party. Set aside
time to meet with the person face-to-face at a mutually convenient time and place. When possible,
meet on "neutral turf" rather than one of your offices so no one has the home court advantage.
E-mail and letter writing should be avoided, if possible, to resolve conflict or to discuss sensitive
topics, problems or hurt feelings. It is too impersonal and indirect and increases the risk of
miscommunication and misunderstanding. A phone call is the next best thing when in-person meetings
aren't possible.




4. Use a mediator if necessary:
If a situation is particularly volatile or troublesome and other efforts have not worked, you might
invite a neutral third party, such as a supervisor, to act as a mediator if this is agreeable to all
concerned. A mediator can remain objective, listen to both sides, and facilitate resolution and
compromise. Be firm on your objectives; you're there to resolve a conflict, not defeat an opponent.
5. Apologize when appropriate:
Be aware of your own part in creating the conflict. If you've done something wrong or inappropriate,
be willing to acknowledge it and say you're sorry, even if the conflict is not entirely a result of your
actions. Sometimes you have to meet people halfway to get to where you want to go.
6. Choose your battles:
There always will be differing opinions and ways of doing things. Decide which issues you can live
with and which need addressing. If you bring up only the most important issues, you will develop
credibility. On the other hand, if you make an issue about everything, you'll be labeled a complainer.
Then, when you have a legitimate beef, you likely will be ignored like the fabled boy who cried wolf.
7. Work to minimize conflict:
And colleagues Get to know people. Be friendly and sociable. Everyone has different needs take steps
to minimize conflict at work before it happens. Work at developing good relationships with coworkers
and priorities and comes from different cultural backgrounds. Contrary to what you've heard,
familiarity breeds respect.
8. Work on your own communication skills:
The ability to express yourself clearly will allow you to say what's on your mind, ask for what you
want and need and get your point across. There is an expression that a problem well-stated is a
problem half-solved.
9. Avoid troublemakers as much as possible:
They will suck you in and drag you down. Don't engage in gossip or backstabbing. Get the facts before
jumping to conclusions about something you're heard through the grapevine. Know when it's
appropriate to walk away from a confrontation, and always consider the source in the face of criticism
or hurtful comments.
Conflict can't be avoided, but it can be minimized and resolved. Although avoidance sometimes seems
like the easy way out, facing conflict head-on in an appropriate and professional manner will lead to
better relationships, a more productive work environment and empowerment.





POSITIVE & NEGATIVE CONFLICTS IN THE WORKPLACE



Conflict in the workplace can have different effects depending on how it is managed. A good manager
can identify positive conflict and will encourage that kind of employee interaction. Supervisors must
identify negative conflict immediately and eliminate it as soon as possible. Understanding positive and
negative conflicts in the workplace is an important part of being an efficient manager.
Competition
Competition can be a positive or negative conflict in the workplace, depending on the situation. Two
peers trying to outdo the other in the pursuit of a goal that benefits the company is healthy
competition. For example, two of the top sales people in the company competing to win a bonus for
highest monthly revenue will inspire higher productivity and some bad feelings. But the confidence of
each sales representative helps to turn those bad feelings into even more motivation. A competition
between the least productive sales associate and the most productive sales associate can result in
workplace conflicts based on frustration. Managers who choose to spur competition to motivate
employees must be certain that the conflict can be contained.





Spurring Creativity
Positive conflicts can be difficult to determine, but when you see your more creative employees
arguing about the good ideas they have to help the company, you have positive competition. Proactive
people tend to motivate each other to perform at a higher level. Sometimes that motivation can come
in the form of arguing or confrontation, but the end result is that both parties are pushed to their
maximum productivity levels. As long as management can find a way to keep the conflict healthy,
everyone will benefit.
Personal Conflict
Bringing personal feelings and issues to the workplace always creates a situation of negative conflict.
Personal issues in the workplace have nothing to do with employee efficiency or company
productivity. The company becomes caught in the crossfire of a personal confrontation that is only
looking for a battleground. Management needs to step into situations in which an employee threatens
another worker or his job and remind the parties that personal conflict is not tolerated in the
workplace. Human resources needs to log the issue, and managers should consider severe steps such as
employee termination if the pattern persists.
Harassment
Harassment in the workplace is monitored under state and federal laws and is something every
company should be sensitive to. Sexual, physical and verbal harassment sometimes are hidden from
management, but supervisors need to look for signs such as an employee becoming more
introspective, evidence of physical abuse or persistent arguing and then act on them immediately to
stop harassment in the workplace and end the damaging conflict.

What factors can affect our conflict modes?
Some factors that can impact how we respond to conflict are listed below with explanations of how
these factors might affect us-
Gender
Some of us were socialized to use particular conflict modes because of our gender. For example, some
males, because they are male, were taught always stand up to someone, and, if you have to fight, then
fight. If one was socialized this way he will be more likely to use assertive conflict modes versus
using cooperative modes.
Self-concepthow we think and feel about ourselves affect how we approach conflict. Do we think our
thoughts, feelings, and opinions are worth being heard by the person with whom we are in conflict?





Expectations
Do we believe the other person or our team wants to resolve the conflict?
Situation
Where is the conflict occurring, do we know the person we are in conflict with, and is the conflict
personal or professional.
Position (Power)
What is our power status relationship, (that is, equal, more, or less) with the person with whom we are
in conflict.
Practice
Practice involves being able to use all five conflict modes effectively, being able to determine what
conflict mode would be most effective to resolve the conflict, and the ability to change modes as
necessary while engaged in conflict.
Determining the best modethrough knowledge about conflict and through practice we develop a
conflict management understanding and can, with ease and limited energy, determine what conflict
mode to use with the particular person with whom we are in conflict.
Communication skills
The essence of conflict resolution and conflict management is the ability to communicate effectively.
People who have and use effective communication will resolve their conflicts with greater ease and
success.
Life experiences
As mentioned earlier, we often practice the conflict modes we saw our primary caretaker(s) use unless
we have made a conscious choice as adults to change or adapt our conflict styles. Some of us had great
role models teach us to manage our conflicts and others of us had less-than-great role models. Our life
experiences, both personal and professional, have taught us to frame conflict as either something
positive that can be worked through or something negative to be avoided and ignored at all costs.
Discerning how we manage our conflict, why we manage conflict the way we do, and thinking about
the value of engaging in conflict with others is important. With better understanding we can make
informed choices about how we engage in conflict and when we will engage in conflict. The next
section provides points for us to consider when determining if we will enter into a conflict situation or
not.



THE CONFLICT CYCLE






A stressful incident occurs (i.e., frustration, failure) which ACTIVATES a troubled students
irrational beliefs (i.e., "Nothing good ever happens to me!" "Adults are unfair.").
These negative thoughts determine and trigger his feelings.
His feelings and not his rational forces DRIVE his inappropriate behavior.
His inappropriate behaviors (yelling, threatening, sarcasm, refusing to speak) INCITE adults.
Adults not only pick up the students feelings, but also they frequently MIRROR his behaviors
(yell back, threaten, etc.)
This negative adult REACTION increases the students stress escalating the conflict into a self-
defeating power struggle.
Although the student may lose the battle (i.e., he is punished), he wins the war! His SELF-
FULFILLING PROPHECY (i.e. irrational belief) is REINFORCED and therefore, he has no
motivation to change or alter his beliefs or his inappropriate behaviors.

EIGHT CAUSES OF CONFLICT




About the Eight Causes
According to psychologists Art Bell and Brett Hart, there are eight common causes of conflict in the
workplace. Bell and Hart identified these common causes in separate articles on workplace conflict in
2000 and 2002.

1. Conflicting Resources
We all need access to certain resources whether these are office supplies, help from colleagues, or
even a meeting room to do our jobs well. When more than one person or group needs access to a
particular resource, conflict can occur.
If you or your people are in conflict over resources, use techniques like Win-Win Negotiation or the
Influence Model to reach a shared agreement.
You can also help team members overcome this cause of conflict by making sure that they have
everything they need to do their jobs well. Teach them how to prioritize their time and resources, as
well as how to negotiate with one another to prevent this type of conflict.
If people start battling for a resource, sit both parties down to discuss openly why their needs are at
odds. An open discussion about the problem can help each party see the other's perspective and
become more empathic about their needs.

2. Conflicting Styles
Everyone works differently, according to his or her individual needs and personality. For instance,
some people love the thrill of getting things done at the last minute, while others need the structure of
strict deadlines to perform. However, when working styles clash, conflict can often occur.
To prevent and manage this type of conflict in your team, consider people's working styles and natural
group roles when you build your team.
You can also encourage people to take a personality test, such as the Myers-Briggs Personality
Test.This can help them become more accepting of other people's styles of working, and be more
flexible as a result.

3. Conflicting Perceptions



All of us see the world through our own lens, and differences in perceptions of events can cause
conflict, particularly where one person knows something that the other person doesn't know, but
doesn't realize this.
If your team members regularly engage in "turf wars" or gossip, you might have a problem with
conflicting perceptions. Additionally, negative performance reviews or customer complaints can also
result from this type of conflict.
Make an effort to eliminate this conflict by communicating openly with your team, even when you
have to share bad news. The more information you share with your people, the less likely it is that they
will come up with their own interpretations of events.
Different perceptions are also a common cause of office politics. For instance, if you assign a project
to one person that normally would be someone else's responsibility, you may unwittingly ignite a
power struggle between the two. Learn how to navigate office politics, and coach your team to do the
same.

4. Conflicting Goals
Sometimes we have conflicting goals in our work. For instance, one of our managers might tell us that
speed is most important goal with customers. Another manager might say that in-depth, high-quality
service is the top priority. It's sometimes quite difficult to reconcile the two!
Whenever you set goals for your team members, make sure that those goals don't conflict with other
goals set for that person, or set for other people.
And if your own goals are unclear or conflicting, speak with your boss and negotiate goals that work
for everyone.

5. Conflicting Pressures
We often have to depend on our colleagues to get our work done. However, what happens when you
need a report from your colleague by noon, and he's already preparing a different report for someone
else by that same deadline?
Conflicting pressures are similar to conflicting goals; the only difference is that conflicting pressures
usually involve urgent tasks, while conflicting goals typically involve projects with longer timelines.
If you suspect that people are experiencing conflict because of clashing short-term objectives,
reschedule tasks and deadlines to relieve the pressure.




6. Conflicting Roles
Sometimes we have to perform a task that's outside our normal role or responsibilities. If this causes us
to step into someone else's "territory," then conflict and power struggles can occur. The same can
happen in reverse - sometimes we may feel that a particular task should be completed by someone
else.
Conflicting roles are similar to conflicting perceptions. After all, one team member may view a task as
his or her responsibility or territory. But when someone else comes in to take over that task, conflict
occurs.
If you suspect that team members are experiencing conflict over their roles, explain why you've
assigned tasks or projects to each person. Your explanation could go a long way toward remedying the
pressure.
You can also use a Team Charter to crystallize people's roles and responsibilities, and to focus people
on objectives.

7. Different Personal Values
Imagine that your boss has just asked you to perform a task that conflicts with your ethical standards.
Do you do as your boss asks, or do you refuse? If you refuse, will you lose your boss's trust, or even
your job?
When our work conflicts with our personal values like this, conflict can quickly arise.
To avoid this in your team, practice ethical leadership: try not to ask your team to do anything those
clashes with their values, or with yours.
There may be times when you're asked to do things that clash with your personal ethics. Our article on
preserving your integrity will help you to make the right choices.

8. Unpredictable Policies
When rules and policies change at work and you don't communicate that change clearly to your team,
confusion and conflict can occur.


MAJOR CAUSES OF CONFLICT




One of the skills a manager needs to possess is conflict management. While it is helpful to know how
to deal with a confrontation when it arises, it can be more efficient to manage conflict when you
understand its major causes. If you are able to identify the causes of conflict, you can use pre-emptive
measures to try to prevent it from happening.
Lack of Information
Conflict can arise when one party feels it lacks important information, according to the Free
Management Library website. When employees are continually experiencing changes that they were
not informed about, or if there are decisions being made that the staff feels it should be involved in,
this can bring about conflict between employees and managers.
Lack of Resources
The University of Colorado at Boulder points out that a lack of necessary resources can cause conflict
among employees, and between employees and management. If employees feel there is a lack of
resources needed to do their job, competition will arise among employees for the available resources.
The employees who are unable to obtain what they need to perform their duties will begin to blame
management for the lack of necessary resources.
Personal Relationships
A work environment can be a stressful place, and it can be made worse when personal differences
begin to develop between employees. Of the major causes of workplace conflict, personal
relationships can be particularly counterproductive, because problems may be generated both at home
and in the office. Professional employment mediator website Mediate.com notes that some employees
bring stress from their home life to work and this can cause conflicts among co-workers and managers.
The University of Colorado suggests that some personal conflicts arise when employees are unable to
accept personal differences, which can involve such things as race, religion or ethnic background.
Incompetent Management
According to the Free Management Library, incompetent managers can create conflict in the
workplace. A manager who does not understand the job tasks of his subordinates, or is uninformed
about the job duties that each employee is supposed to perform, can be responsible for tension and
conflict in the workplace. Employees who lose confidence in managers due to inconsistent decisions
or bad planning can also become a source of conflict.





HOW TO RESOLVE CONFLICT

This advice is aimed primarily at resolving differences between individuals, small groups and
organizations, but many of the same principles apply to the resolution of conflict between
communities and even nations.
Although the principles are listed separately, it is possible to use one followed by another or to use two
or more at the same time. Regard this advice as a tool box - use whatever seems appropriate to your
situation and, if one technique does not work, try another.
Be calm:
Conflict usually engenders strong emotions and even anger but, in such a state, you are unlikely to be
particularly rational or in the mood for compromise.
Always show respect:
However much you disagree with someone, attack the argument, not the person. To use a sporting
metaphor: play the ball, not the man. As Nelson Mandela explained in his autobiography "Long Walk
To Freedom": "I defeated my opponents without dishonoring them".
Be magnanimous:
In truth, most conflict is over matters of little substance and often it is mostly pride or status that is at
stake. Consider conceding the point to your opponent. This will save you time and energy and you can
concentrate on the important issues of difference rather than the smaller ones. Also, if your concession
is done with good grace and even some humor, it will disarm your opponent and make him/her look
small-minded by comparison.
Discuss or debate:
So often, conflict is created and/or maintained because there is no real discussion or debate. We make
assumptions about the other person's point of view and willingness to compromise which might be
quite wrong. We avoid discussion or debate either because we fear conflict (the situation will rarely be
as bad as you fear) or we worry about 'losing' (in which case, you've already 'lost').
Apply rationality:
Much conflict is not about substance but perception. Try to clear through the perception to discover
and agree on how things really are. You won't manage this without discussion and you may need to
research the facts and seek evidence. What is really worrying the other person? Has another person or
company had a similar experience which might prove revealing and helpful?
Acknowledge emotions:



Facts alone - however rational - cannot resolve much conflict because how people perceive those facts
is coloured by their emotions. It's no good denying those emotions, so make an effort to see the
situation the way the other person does and to acknowledge their emotions before endeavouring to
move beyond them. One way of doing this is to use phrases such as "Let me try to explain how I see
things" or "Please allow me to explain why this is so important to me". Then reverse these points: "I
would like to understand better how you see this situation" and "Please explain to me what is
important to you in this problem".
Be aware of displacement:
Especially where anger is concerned, sometimes the source of a conflict is not what it appears to be,
as anger is displaced. In the domestic context, for instance, an argument about the washing up could in
fact be an argument about lack of affection. It's not easy to spot displacement, but a warning sign is
when matters that do not normally cause conflict now appear to do so.
Be precise:
Someone might propose that something be done "sooner rather than later". His colleague might react
against this assuming that we are talking of matter of weeks. When asked what exactly is meant, it
might be that the first person explains that he had in mind a programme of several months - so, no
argument. It might be necessary to make savings in the family budget. Instead of throwing everything
into doubt and caused unncessary upset, be focused. Perhaps it will be necessary to cancel some
subscriptions or to postpone a planned holiday for a year.
Think creatively:
Try presenting different types of solution from those so far rejected by one of the parties. For
example, in the Sunning dale talks on the future of Northern Ireland in 1973, the British and Irish
Governments both wanted their view on the constitutional status of Northern Ireland to be stated first
in the agreement; the solution was to divide the page in two and present the two statements side by
side, so that they both had equal status. In a particularly tough set of negotiations that I led as a
national trade union official, I would not accept certain words in the proposed agreement but I allowed
them to be used in the covering letter to the agreement.
Change the wording:
It's amazing how often we disagree about words and how a change of words can change how people
view a situation. Instead of criticizing a work colleague for "a mistake", perhaps you could invite him
to discuss "a learning opportunity". If two parties to a dispute don't like their eventual agreement to be
called an agreement, try calling it a settlement or a resolution or a concordat.

Change the environment:



It's no coincidence that some of the toughest political negotiations of all times - for instance those
between the Israelis and the Palestinians - often take place in locations like Camp David in the USA or
a wood in Scandinavia. I was a professional trade union official for 24 years and many of the most
productive negotiations between management and union took place in a neutral venue like a hotel.
Sometimes even simply moving from an office to a coffee bar or from a house to a restaurant can
make all the difference.
Compromise:
This is an obvious point but frequently neglected. If you can't agree on whether to see a romantic
comedy or an action thriller at the cinema, see one film this weekend and the other the next weekend.
If you can't agree on whether to have a city holiday or a beach holiday, try a two-centre break.
Consider staging:
Much conflict is about change. Introducing change in stages often makes it more palatable to the
person uncomfortable about it (and can make it more manageable for the person promoting it).
Consider sequencing:
Much conflict is created and/or aggravated by lack of trust. Building trust takes time and proof of
goodwill. So consider introducing an agreement in stages whereby each action is dependent on another
action.
Experiment or test:
Too often we argue in ignorance, convinced that our prescription or proposal is the best with no real
evidence. Have a trial and review how things go or try two or three ways of doing something and have
an honest appraisal of what works best.
Seek mediation:
This is a process whereby a neutral third party consults with those involved in a conflict to see if the
problem can be presented in a way which facilitates a resolution. The mediator may simply listen and
ask questions or he/she may suggest other ways of looking at the problem or even possible solutions.
Classically this is approach used in most relationship counseling.
Seek conciliation:
This is a similar process to mediation but a little more activist on the part of the third party who will
normally attempt to find a solution by proposing a 'third way'.

Seek arbitration:



This is a process involving a third party who, from the beginning, is invited by the conflicting parties
to propose a solution. The two parties may have originally agreed merely to consider the proposed
solution (non-binding arbitration) or they may have agreed in advance to accept the decision of the
arbitrator (binding arbitration). This approach is often used in industrial disputes.
Apply authority or force:
If mediation, conciliation and arbitration do not work or the parties are not willing to try them,
conflict can be resolved in a fashion by one party imposing his/her solution through authority (she is
the parent or he is the line manager) or through force (calling in the police or obtaining a legal
injunction). Such a 'settlement' will cause resentment in the party at the receiving end, but sometimes
this is the only way to resolve a conflict and move on. I can tell you - as a former trade union
negotiator - that sometimes people in conflict want someone to impose a solution, not because they
themselves oppose the solution but because they do not want to lose 'face' or be seen by their
constituents to have 'given in'.
Wait:
Most problems change over time. Either the problem solves itself because circumstances change or
one's attitude to the problem changes as the heat dies down and other matters assume more
prominence. Therefore, if one cannot solve a dispute and its resolution can wait, maybe the best
approach is to leave things alone for a while.
Accept the situation:
Conflict is not like mathematics. There is not always a solution waiting to be found and, if there is a
solution, it is unlikely to be the only one. The Swiss psychologist Carl Jung once wrote that "The
greatest and most important problems of life are all fundamentally insoluble. They can never be solved
but only outgrown."
Finally, although this advice is about resolving conflict, be aware that conflict cannot always be
avoided (especially when fundamental differences, as opposed to perceived differences, are involved)
and not all conflict is negative (sometimes it 'clears the air'). The important thing is to keep wasteful
and damaging conflict to a minimum and, when it does occur, use the relevant techniques to resolve or
at least ease it.




METHODS FOR RESOLVING CONFLICTS AND DISPUTES




What Are Your Options: We are all familiar with the most traditional dispute-resolution process of our
civil justice system: litigation and trial with a judge or jury deciding who is right or wrong - where
someone wins and someone loses. However, there are many other options available. Negotiation,
mediation and arbitration - often called ADR or alternative dispute resolution- are the most well-
known.
Whether you are involved in a family or neighborhood dispute or a lawsuit involving thousands of
dollars, these processes should be considered. They are often the more appropriate methods of dispute
resolution and can result in a fair, just, reasonable answer for both you and the other party. Settlement
and compromise have long been favored in the legal system. In fact, most cases that are filed in a court
do settle. Only 5 percent of all cases filed go to trial. ADR procedures are excellent options for you in
dealing with controversy, allowing you to reach resolution earlier and with less expense than
traditional litigation. In fact, many courts require parties to consider some form of ADR before going
to trial. The following processes describe ways to resolve disputes.

NEGOTIATION
Definition:Negotiation is the most basic means of settling differences. It is back-and-forth
communication between the parties to the conflict with the goal of trying to find a solution.
The Process: You may negotiate directly with the other person. You may hire an attorney to negotiate
directly with the other side on your behalf. There are no specific procedures to follow - you can
determine your own - but it works best if all parties agree to remain calm and not talk at the same time.
Depending on your situation, you can negotiate in the board room of a big company, in an office or
even in your own living room.
Negotiation allows you to participate directly in decisions that affect you. In the most successful ne5
negotiations, the needs of both parties are considered. A negotiated agreement can become a contract
and be enforceable.Negotiation is the first method of choice for problem-solving and trying to reach a
mutually acceptable agreement. If no agreement is reached, you may pursue any of the other options
suggested here. This process can be appropriately used at any stage of the conflict - before a lawsuit is
filed, while a lawsuit is in progress, at the conclusion of a trial, even before or after an appeal is filed.

Characteristics of Negotiation:
Voluntary
Private and confidential
Quick and inexpensive
Informal and unstructured



Parties control the process, make their own decisions and reach their own agreements (no third
party decision maker)
Negotiated agreements can be enforceable
Can result in a win-win solution

MEDIATION

Definition:Mediation is a voluntary process in which an impartial person (the mediator) helps with
communication and promotes reconciliation between the parties which will allow them to reach a
mutually acceptable agreement. Mediation often is the next step if negotiation proves unsuccessful.
The Process: The mediator manages the process and helps facilitate negotiation between the parties. A
mediator does not make a decision nor force an agreement. The parties directly participate and are
responsible for negotiating their own settlement or agreement.
At the beginning of the mediation session, the mediator will describe the process and the ground rules.
The parties or their attorneys have an opportunity to explain their view of the dispute. Mediation helps
each side better understand the others point of view. Sometimes the mediator will meet separately
with each side. Separate caucusing can help address emotional and factual issues as well as allow
time for receiving legal advice from your attorney. Mediations are generally held in the office of the
mediator or other agreed location.
Agreements can be creative. You could reach a solution that might not be available from a court of
law. For example, if you owe someone money but dont have the cash, rather than be sued and get a
judgment against you, settlement options could include trading something you have for something the
other wants. If an agreement is reached, it will generally be reduced to writing. Most people uphold a
mediated agreement because they were a part of making it. It can become a contract and be
enforceable. If there is no agreement, you have not lost any of your rights and you can pursue other
options such as arbitration or going to trial.
When and How Mediation Is Used:
When you and the other person are unable to negotiate a resolution to your dispute by yourselves, you
may seek the assistance of a mediator who will help you and the other party explores ways of
resolving your differences. You may choose to go to mediation with or without a lawyer depending
upon the type of problem you have. You may always consult with an attorney prior to finalizing an
agreement to be sure that you have made fully informed decisions and that all your rights are
protected. Sometimes mediators will suggest that you do this. Mediation can be used in most conflicts
ranging from disputes between consumers and merchants, landlords and tenants, employers and
employees, family members in such areas as divorce, child custody and visitation rights, eldercare and



probate, as well as simple or complex business disputes or personal injury matters. Mediation can also
be used at any stage of the conflict such as facilitating settlements of a pending lawsuit.
Attorneys and other professionals provide private mediation for a fee. If you have an attorney, you can
work together to select a mediator of your choice. You may want a mediator who is knowledgeable
about the subject matter of your dispute. You may wish to use a for-fee mediator in the first instance
or if Early Settlement mediation has not resulted in a resolution of your dispute. You may also find
mediators or mediation services listed in the telephone directory or available on lists provided by some
courts or private professional organizations. When selecting a mediator, you should always check their
credentials and get references. Mediators qualified under the District Court Mediation Act or certified
pursuant to the Dispute Resolution Act meet statutory standards of training and experience.
Who Provides This Service?
Public mediation services are available through Early Settlement Regional Centers located statewide.
A list of the regional centers can be found online at www.oscn.net/static/adr. This program provides
the services of volunteer mediators, trained and certified to mediate in the Administrative Office of the
Oklahoma Supreme Court. Mediators in this system are assigned to mediate your dispute by the
various program administrators. They are available at minimal or no charge to help you resolve
conflicts, often without the assistance of an attorney or the need to go to court. Call 405-556-9300 for
the phone number and location of the center nearest you.
.
Characteristics of Mediation:
Promotes communication and cooperation.
Provides a basis for you to resolve disputes on your own.
Voluntary, informal and flexible.
Private and confidential, avoiding public disclosure of personal or business problems.
Can reduce hostility and preserve on-going relationships.
Allows you to avoid the uncertainty, time, cost and stress of going to trial.
Allows you to make mutually acceptable agreements tailored to meet your needs.
Can result in a win-win solution.





ARBITRATION:
Definition: Arbitration is the submission of a disputed matter to an impartial person (the arbitrator) for
decision.
The Process:
Arbitration is typically an out-of-court method for resolving a dispute. The arbitrator controls the
process, will listen to both sides and make a decision. Like a trial, only one side will prevail. Unlike a
trial, appeal rights are limited.
In a more formal setting, the arbitrator will conduct a hearing where all of the parties present evidence
through documents, exhibits and testimony. The parties may agree to, in some instances, establish
their own procedure; or an administrating organization may provide procedures. There can be either
one arbitrator or a panel of three arbitrators. An arbitration hearing is usually held in offices or other
meeting rooms.
The result can be binding if all parties have previously agreed to be bound by the decision. In that
case, the right to appeal the arbitrators decision is very limited. An arbitrators award can be reduced
to judgment in a court and thus be enforceable. In non-binding arbitration, a decision may become
final if all parties agree to accept it or it may serve to help you evaluate the case and be a starting point
for settlement talks.
How and When Arbitration Is Used:
A common use of arbitration is in the area of labor disputes - between fire fighters and the city in wage
disputes, for example. You will usually be represented by an attorney in arbitration.
Many contracts have clauses which require that disputes arising out of that contract be arbitrated. You
may have seen such a provision when you applied for a credit card or opened a retirement account or
other account with a stock broker. You may want to explore using this process if you and the other
side agree that the problem needs to have someone make a decision but you do not want the expense
of going through the court process. If you agree to arbitrate or sign a contract with an arbitration
clause, you should understand that the arbitrator may make the final decision and that you may be
waiving your right to a trial in court.
Who Provides This Service: Many attorneys, other professionals or professional associations offer
their services as arbitrators. Typically your attorney will select the arbitrator based upon the particular
type of the dispute. In complex and highly technical cases, often an arbitrator who is knowledgeable in
that field is chosen. Usually fees are charged.
Some courts offer court-sponsored, non-binding arbitration and have specific procedural rules to
follow.





Characteristics of Arbitration:
Can be used voluntarily
Private (unless the limited court appeal is made)
Maybe less formal and structured than going to court, depending on applicable arbitration rules
Usually quicker and less expensive than going to court, depending on applicable arbitration rules
Each party will have the opportunity to present evidence and make arguments
May have a right to choose an arbitrator with specialized expertise
A decision will be made by the arbitrator which may resolve the dispute and be final
Arbitrators award can be enforced in a court
If non-binding, you still have the right to a trial

LITIGATION (Going To Court)
Definition:Litigation is the use of the courts and civil justice system to resolve legal controversies.
The Process:Litigation is begun by filing a lawsuit in a court. Specific rules of procedure, discovery
and presentation of evidence must be followed. The attorney for the other side will want to take your
deposition to learn more about the facts as you see them and your position in the case. There can be a
number of court appearances by you and/or your lawyer. If the parties cannot agree how to settle the
case, either the judge or a jury will decide the dispute for you through a trial.
A trial is a formal judicial proceeding allowing full examination and determination of all the issues
between the parties with each side presenting its case to either a jury or a judge. The decision is made
by applying the facts of the case to the applicable law. That verdict or decision can conclude the
litigation process and be enforceable; however, if appropriate, the loser can appeal the decision to a
higher court. In some cases, the losing party may have to pay the costs of the law suit and may have to
pay the other partys attorney fees.
How and When Litigation Is Used:Our American civil justice system is one of the best in the world.
Our Constitution gives us the right to a fair trial. If you want your day in court with a judge or jury of
your peers deciding the outcome, then the pursuit of litigation and trial of the case is for you.
You may be in a municipal court, state district court or a federal court depending on the type of
dispute you have and where your attorney files your case or where you get sued. State court trial



judges are elected on a non-partisan ballot, though vacancies are filled through an appointment process
from highly qualified applicants. The district courts also appoint special judges, who handle certain
kinds of cases, such as small claims and divorces. These judges are selected by the District judges
from qualified applicants. Federal district judges are nominated by the President and confirmed by the
U.S. Senate. Federal magistrates are selected by the Federal district judges. In all courts, cases are
randomly assigned to the various judges. You have no choice concerning which judge will hear your
case. Juries are randomly selected from a jury wheel of licensed drivers within each state judicial
district and, in the case of federal court juries, from a jury wheel of registered voters and drivers
license holders.
If you cannot settle your differences through negotiation, mediation, arbitration or some other means,
then you should pursue litigation through the courts with your lawyer.
Characteristics of Litigation:
Involuntary - a defendant must participate (no choice)
Formal and structured rules of evidence and procedure
Each party has the opportunity to present its evidence and argument and cross-examine the other side -
there are procedural safeguards
Public - court proceedings and records are open
The decision is based on the law
The decision can be final and binding
Right of appeal exists
Losing party may pay costs
Some Other Dispute Resolution Procedures and Where You May Find Them:
If you have a problem with a new car, you may find automobile arbitration through the Better
Business Bureau to be a solution for you. The manufacturer of your car may also have a process of
resolving disputes.
If you are involved in agriculture and have a farmer-creditor controversy, the Agricultural Mediation
Program through Oklahoma State University and the Oklahoma Department of Agriculture may be
helpful to you.





SELECTING THE APPROPRIATE METHOD
The method you use to resolve your dispute will depend upon your personal needs and the nature of
your particular dispute. You may want to consult with an attorney to help diagnose which process best
serves your particular situation.
Considerations:
o Private and confidential or in a public court setting
o Informal setting and a more flexible process or one that is more formal and has specific rules to
follow
o Personal control or decision made by a judge or arbitrator
o Time
o Costs
o Maintaining relationships
o Dispute decided on questions of law, resolved with business principles or a solution found
through other fair, yet practical, means
o Binding and easily enforceable
There will always be times when a courtroom trial is called for. Often, however, you are better served
by one of the other alternative dispute resolution processes described in this brochure. With a better
understanding of the considerations that can help you choose the most appropriate method, your
conflicts can be more successfully managed and your disputes more satisfactorily resolved.

RESOLVING CONFLICT SITUATIONS
To manage conflict effectively you must be a skilled communicator. That includes creating an open
communication environment in your unit by encouraging employees to talk about work issues.
Listening to employee concerns will foster an open environment. Make sure you really understand
what employees are saying by asking questions and focusing on their perception of the problem. To
learn more about communication skills,.
Whether you have two employees who are fighting for the desk next to the window or one employee
who wants the heat on and another who doesn't, your immediate response to conflict situations is
essential. Here are some tips you can use when faced with employees who can't resolve their own
conflicts.
Acknowledge that a difficult situation exists: Honesty and clear communication play an important
role in the resolution process. Acquaint yourself with what's happening and be open about the
problem.



Let individuals express their feelings: Some feelings of anger and/or hurt usually accompany
conflict situations. Before any kind of problem-solving can take place, these emotions should be
expressed and acknowledged.
Define the problem: What is the stated problem? What is the negative impact on the work or
relationships, Are differing personality styles part of the problem, Meet with employees separately at
first and question them about the situation.
Determine underlying need:The goal of conflict resolution is not to decide which person is right or
wrong; the goal is to reach a solution that everyone can live with. Looking first for needs, rather than
solutions, is a powerful tool for generating win/win options. To discover needs, you must try to find
out why people want the solutions they initially proposed. Once you understand the advantages their
solutions have for them, you have discovered their needs.
Find common areas of agreement, no matter how small:
o Agree on the problem
o Agree on the procedure to follow
o Agree on worst fears
o Agree on some small change to give an experience of success
Find solutions to satisfy needs:
o Problem solve by generating multiple alternative.
o Determine which actions will be taken.
o Make sure involved parties buy into actions.(total silence may be a sign of passive resistance
be sure you get agreement from everyone.
Determine follow-up you will take to monitor actions:
You may want to schedule a follow-up meeting in about two weeks to determine how the parties are
doing.
Determine what you'll do if the conflict goes unresolved:
If the conflict is causing a disruption in the department and it remains unresolved, you may need to
explore other avenues. An outside facilitator (such as the Staff Ombuds Office) may be able to offer
other insights on solving the problem. In some cases the conflict becomes a performance issue, and
may become a topic for coaching sessions, performance appraisals, or disciplinary action







THE LIFE-CYCLE OF A CONFLICT

Conflicts are processes, a cluster of events taking time to evolve and reshape. They are always
complicated - after all, they are part of the complex lives of human beings. But there are distinct stages
which conflicts have in common, through which they pass, sometimes over and over again.

Life-cycle 1: Beginning
A conflict begins to take shape as the differences between the conflicting parties become clearly
defined and people begin to take sides openly. The language of 'us and them' starts being widely used,
and the idea of a 'cause' to support emerges on both sides. There is no violence at this point.
If a society is strong and its leaders enlightened, a conflict can be dealt with in a constructive and
positive way at this stage, and violence and a worsening situation can be avoided.

Life-cycle 2: Early growth
But if there are no existing ways of dealing with social tensions and divisions, the conflict grows
worse. The two sides express open hostility, so that 'us and them' now become 'the enemy' to each
other. Each side increases its demands, and its sense of grievance swells. Each side looks for allies
from outside the conflict area, for moral and physical support. Acts of violence begin. If violence is
not repressed, the opposing sides hit back at one another and a destructive and deadly spiral begins.

If one of the sides has greater forces (as governments backed by armies do, for example, when
suppressing civilian opposition) it may at this stage suppress its opponents, but the underlying causes
of conflict remain to break out another day.

Life-cycle 3: Deadlock
Now the two sides are openly at war. Each side perceives the other as the aggressor on who blame for
the conflict falls. Each side regards itself as having the just cause. The lawlessness of war takes over,
as inhibitions and restraints on violence are abandoned. Three possible situations can now be reached:
(a) a stalemate with each side matching the other in violence; (b) a surge of violence on one side; (c)
exhaustion of strength and resources on both sides ( this has been called 'a mutually-hurting
stalemate').
Situation (a) continues the spiral of violence, or may halt it at a particular level which both sides keep
up.
Situation (b) can make a change: for example, one side's increased power may cause the other side to
change its tactics. The conflict may return to earlier stages and repeat them. If a side now decides to



withdraw, the conflict remains unresolved and is likely to begin again later.
Situation (c) is the position from which the conflict can most readily move to its next stage.
Life-cycle 4: Looking for a way out
If and when the conflict reaches a stage where both sides are unhappy with the state of things - many
losses, dwindling resources, no achievable 'result' - they may enter into ceasefire agreements. These
provide a pause, which is often used for resting and regrouping before embarking on the earlier stages
again. Sooner or later, however, both sides decide that ending the conflict is a problem they must both
solve, though it has to be done without loss of face. At this point a third party can be introduced to
mediate and negotiate. This can be done, at first, without the leaders of the two sides having to meet
each other.

Life-cycle 5: Settling the dispute or resolving the conflict
Settlements involve compromise, often with bitter arguments over what the compromises will be.
They seldom lead to a solution in which the two sides can collaborate to establish a firm peace.
Settlements establish ways in which either side is prepared to end conflict at least for the time being.
Conflict resolution, however, looks at the underlying causes which started the conflict and deals with
them, so that the risks of future conflict are removed, or initially reduced. Both sides join together to
achieve this outcome.
Complete resolution of a conflict is difficult after such great hostility, but may be reached after the
passage of healing time if everyone has this aim.

Life-cycle 6: Working together
Now the agreement has to be put into effect. Both sides need to create new order together, rebuilding
homes, restoring jobs and education, establishing management/government, disarming fighters and
allowing refugees to return home. Even more important, the two sides have to face up to the past,
share their griefs, and reconcile their differences. This needs sensitivity, courage, and, above all,
immense patience.











OVERVIEW OF TELECOM INDUSTRY

India is one of the fastest growing telecom markets in the world with an addition of more than 6
million connections per month. FDI inflow in Indian Telecom sector is the highest among all sectors.
India is emerging as telecom manufacturing hub. Year 2007 was declared as "Year of Broadband" in
India.
The telecommunication industry operates in a licensed and regulated environment. The government of
India, through Department of telecommunication (DOT) and Telecom commission, both functioning
under the ministry of communication and information technology decides on the policies that
governs/regulates the sector and issues the licenses and registration.
Indias telecom policy is guided by overall development goals and the interests of the consumer. In
order to protect and promote consumer interest and ensure fair competition, an independent regulatory
authority known as Telecom regulatory authority of India (TRAI) was established in 1997. The sector
is more liberalized then many developing markets and in most respects, the regulatory framework has
caught up with the need to manage a highly competitive market environment. Competition has been
introduced into all segments and licenses are available to new entrants.
Tariff control have been removed or structured as ceiling tariffs in areas where there is limited
competition. There is a current initiative to simplify the charging brands for long distance calls and to
remove some of the artificial constrains in the segregation of long distance and access licenses.
Consolidation among operators has been facilitated. TRAI has actively intervened in many areas to
ensure a level playing field between operators.
Indian Telecom sector, like any other industrial sector in the country, has gone through many phases
of growth and diversification. Starting from telegraphic and telephonic systems in the 19th century, the
field of telephonic communication has now expanded to make use of advanced technologies like
GSM, CDMA, and WLL to the great 3G Technology in mobile phones. Day by day, both the public
players and the private players are putting in their resources and efforts to improve the
telecommunication technology so as to give the maximum to their customers.







Telecommunication Services:
Telecommunication services include Basic service, Cellular service, Internet Service Provider (ISP)
and Very Small Aperture Terminal (VSAT) services. Government of India (GoI) plans to introduce a
unified license for all telecommunication services in India, and has already allowed full mobility to
wireless in local loop (WLL) operators as a first step. Telecom services are growing at an approximate
rate of around 5 percent per year in terms of revenue and mere 10 % in terms of subscriber base in last
five years. Partly the result is due to negative growth in NLD market (-14% Rs 51,410 million from Rs
59,880 million) and ILD market (-13% Rs 43,460 million from Rs 50,010 million) in 2003-04.
Amongst telecom services, cellular services are the fastest growing, with CAGR of 40 percent over the
past four years. Telecommunications Regulatory Authority of India (TRAI) expects that the total
number of cellular connections would bypass the total number of fixed line connections by late 2004
and early 2005. (As on March 2004 subscriber base of cellular operators is 33 million and basic
operator is 42.84 million)
During the past three years, in terms of subscriber base telecommunications services have been
growing at a CAGR of nearly 22%, owing largely to the rapid increase in cellular service subscribers.
Fixed Service Provider (FSPs):
Fixed line services consist of basic services, national or domestic long distance and international long
distance services. The domestic market (i.e. excluding international revenues), has been growing more
than 5 per cent annually during the past three years, and has a current market size of Rs 30,164 crores,
with a base of 43 million lines.
The state operators (BSNL and MTNL), account for almost 90 per cent of revenues from basic
services. Private sector services are presently available in 18 circles, and collectively account for less
than 5 per cent of subscriptions. However, private services focus on the business/corporate sector, and
offer reliable, high- end services, such as leased lines, ISDN, closed user group and
videoconferencing. As a result, average-revenues-per-user (ARPU) of private operators are more than
twice those of the state-owned service providers.
The main revenue contributing value added services were NLD and ILD. The reduction in NLD and
ISD tariffs punctured the potential of the key revenue streams. Internet telephony for ISD worsened
the potential. Added to it was the phenomenal growth rate in cellular services.
Both public players and private players are competing hard to capture more and more market
share. MTNL and BSNL are the leading public sector players, whereas Reliance Info-com, Airtel,
Tata-Tele-services and Touchtel are the leading private sector players.





The Cellular Operators Association of India (COAI):
The Cellular Operators Association of India (COAI) was constituted in 1995 as a registered, non-
profit, non-governmental society dedicated to the advancement of communication, particularly modern
communication through Cellular Mobile Telephone Services.
With a vision to establish and sustain a world-class cellular infrastructure and facilitate affordable
mobile communication services in India, COAI main objectives are to protect the common &
collective interests of its members. Keeping the mandate given to it, COAI is the official voice for the
Indian Cellular industry and on its behalf it interacts with:
The policy maker, the licensor, the regulator, the spectrum management agency, the industry (telecom
/non-telecom) associations
Objectives of the COAI
o To improve standards and competitiveness in the Cellular Industry and attain the status of
world class infrastructure. To facilitate affordable mobile telephony services for Indians.
o To study the best practices & research of the industry as well as to analyze the Cellular
Experience worldwide.
o To assist relevant authorities by providing them information about the industry to help them
formulate suitable policies for the industrys growth.
o To improve standards and quality of services in consultation with GSM India the Indian
chapter of the GSM Association.
o To maintain and upgrade services in terms of speech transmission, access, coverage, security
etc, to enable expansion of cellular services.
o To help address problems of cellular operators relating to operational, regulatory, financial, or
licensing through interaction with the Ministry of Communications & IT,
o Ministry of Finance, Ministry of Commerce, Department of telecommunications, Telecom
Regulatory Authority of India, Financial Institutions etc.
o To undertake continuous efforts for customer satisfaction.
o To dispense information and spread awareness among operators and consumers on issues
relating to quality and other value added services provided by the operators to their subscribers.









Members of COAI: Core members:

Name of the member Region
Aircel Limited Chennai, Tamil Nadu, West Bengal, Assam Orissa, North East,
Jammu & Kashmir, Bihar, Himachal Pradesh
BhartiAirtel Limited Delhi (Metro), Mumbai (Metro), Kolkata (Metro), Chennai (Metro),
Andhra Pradesh, Gujarat, Haryana, Himachal Pradesh, Jammu &
Kashmir, Karnataka, Kerala, Madhya Pradesh, Maharashtra & Goa,
Orissa, Punjab, Rajasthan, Tamil Nadu, UP (West), UP (East), West
Bengal, Assam, North East, Bihar
BPL Cellular Limited Mumbai (Metro)
Vodafone Group Mumbai, Delhi, Kolkata, Chennai, Gujarat, Andhra Pradesh,
Karnataka, Punjab, Haryana, Rajasthan, U.P.( East), U.P.(West),
Kerala, Maharashtra & Goa, Tamil Nadu, West Bengal

Idea Cellular Limited

Andhra Pradesh, Maharashtra, Gujarat, Madhya Pradesh, Kerala,
Haryana, U.P.(W), U.P.(E), Madhya Pradesh, Mumbai, Himachal
Pradesh
Reliance Telecom Limited Assam, Bihar, Himachal Pradesh, Kolkata, Madhya Pradesh, North
East, Orissa, West Bengal
Spice Communications
Limited
Karnataka, Punjab

India poised to be a USD 40 bn - 45 bn telecom market by FY 2010:
o Telecom sector targets announced by Government of India
o 250 million subscribers by 2009
o 500 million subscribers by 2010
o 20 million broadband subscribers by 2010
o Mobile access to all villages with population of more than 1,000 by 2009





Objectives and targets of the New Telecom Policy 2009:
The objectives of the NTP 2009 are as under:
Access to telecommunications is of utmost importance for achievement of the countrys social
and economic goals. Availability of affordable and effective communications for the citizens is
at the core of the vision and goal of the telecom policy.
Strive to provide a balance between the provision of universal service to all uncovered areas,
including the rural areas, and the provision of high-level services capable of meeting the needs
of the countrys economy;
Encourage development of telecommunication facilities in remote, hilly and tribal areas of the
country;
Create a modern and efficient telecommunications infrastructure taking into account the
convergence of IT, media, telecom and consumer electronics and thereby propel India into
becoming an IT superpower;
Convert PCOs, wherever justified, into Public Tele info centres having multimedia capability
like ISDN services, remote database access, government and community information systems
etc.
Transform in a time bound manner, the telecommunications sector to a greater competitive
environment in both urban and rural areas providing equal opportunities and level playing field
for all players;
Strengthen research and development efforts in the country and provide an impetus to build
world-class manufacturing capabilities.
Achieve efficiency and transparency in spectrum management.

UPDATES ON INDIAN TELECOMMUNICATION SECTOR
The telecom sector has shown impressive growth during the past decade. Today, India with
more than 125 million telephone network is one of the largest communication networks in world,
which continues to grow at a blistering pace.
The rapid growth in the telecom sector can be attributed to the various pro-active and positive
policy measures taken by the government as well as the dynamic and entrepreneurial spirit of the
various telecom service providers both in private and public sector.







PRODUCT SCHEMES
Number of GSM and CDMA subscribers
Year GSM SUBSCRIBERS
(in millions)
CDMA SUBSCRIBERS
(in millions)
2002 3.1 -
2003 5.05 -
2004 10.5 0.8
2005 22 6.4
2006 37.4 10.9
2007 58.5 19.1
2008 105.4 44.2
2009 180 85
(Source TRAI)

There are 25 private companies providing Cellular Services in 19 Telecom Circles and 4 Metro cities,
covering 1500 towns across the country. Presently, there are five private service operators in each
area, and an incumbent state operator. Almost 80% of the cellular subscriber base belongs to the pre-
paid segment.



Telecommunication Reforms in India:
First phase:
The telecommunication reforms in India started in the eighties with the mission better communication.
This is regarded as the first phase of the reformation process. Several private manufacturers of tailor
made equipments entered the market. There were private developer for indigenous technologies and
the franchisee for STD/ISD and PCO increased. The Videsh Sanchar Nigam Limited (VSNL) and
Mahanagar Telephone Nigam Limited (MTNL) were set up under the Government of India's
Department of Telecommunication.
Second Phase:
The second phase of telecommunication reforms in India came in the early nineties. The introduction
of the New Economic Policy (NEP) in the year 1991 was a landmark in the history of telecom industry
sector in India. The manufacturing of equipments pertaining to telecom sector was decentralized and
several value added services were introduced into the market. The telecom services were divided into
basic telephony, radio paging and cellular mobile .The TRAI was established an independent
regulatory body pertaining to telecom sector. The growth of the private sector increased.
Third phase:
The third phase of the telecommunication reforms in India took place in the period of the late nineties.
The government of India introduced the New Telecom Policy 1999. The TRAI was endowed with
more power. The concept of revenue sharing was introduced to replace the fixed license fee. The
National Long Distance was introduced with free entrance. Moreover, there was introduction of
International Long Distance schemes. The Bharat Sanchar Nigam Limited (BSNL), a corporate body
of the telecom service sector was formed, followed by the introduction of the Internet to the Indian
market.
Impact of telecommunication reforms in India:
Telecommunication Reforms in India revolutionized the telecom industries sector in India,
which is an important factor for the growth of the Indian telecom sector and in turn helped the Indian
economy to perform well for the past few years. The Telecommunication reforms in India were
development and growth oriented. Technological advancements and innovations contributed largely
towards the reformation of the telecom sector in India. The sector of telecom was a monopoly under
the Central Government of India. During the 1990s this sector faced fierce challenges due to the
development in the technological sector. The sector was privatized and with the abolition of the
monopoly new player entered the consumer market. The competition increased in the telecom sector,
the rates were slashed in order to grab the share of the market and the customers were provided with
better services.




AIRCEL:A PROFILE

Aircel Limited

Type Private
Industry Telecommunications
Founded 1999
Headquarters Gurgaon
Key people Gurdeep Singh, CEO
Products
Mobile
Telecommunication operator
Parent
Maxis Communications (74%)
Apollo Hospital (26%)
Website Aircel.com

Aircel is a mobile phoneservice provider in India. It offers both prepaid and postpaidGSM cellular
phone coverage throughout India. Aircel is a joint venture between Maxis Communications of
Malaysia and Apollo Hospital Enterprise Ltd of India. UTSB has a 74% stake in Aircel and the
remaining 26% is with Apollo Hospitals. It is Indias fifth largest GSM mobile service provider with
a subscriber base of over 27.7 million, as of October 31, 2009. It has a market share of 12.8% among
the GSM operators in the country. As on date, Aircel is present in 18 of the total 23 telecom circles
(including Andhra Pradesh, Assam, Bihar & Jharkhand, Chennai, Delhi & NCR, Himachal Pradesh,
Jammu & Kashmir, Karnataka, Kerala, Kolkata, Mumbai, North East, Orissa, Rest of Maharashtra &
Goa, Rest of Tamil Nadu, Rest of West Bengal, Uttar Pradesh East, Uttar Pradesh West) and with
licences secured for the remaining 5 telecom circles, the company plans to become a pan-India
operator by 2010. Additionally, Aircel has also obtained permission from Department of
Telecommunications (DOT) to provide International Long Distance (ILD) and National Long Distance
(NLD) telephony services. It is also a category A ISP. It is also having the largest service in Tamil
Nadu.




Competitors
Aircel is the fifth largest carrier in India. Its competitors are (in order of customer totals):
o BhartiAirtel.
o Reliance Communications.
o Vodafone Essar.
o Idea Cellular.
o Bharat Sanchar Nigam Limited.
o Tata Teleservices.
o Uninor.


SWOT ANALYSIS
STRENGTHS
o Fifth largest GSM mobile service provider with subscriber base over 27 mn, 2.13% market
share.

WEAKNESS
o Profitability is an issue.
o Lack of advertising
o Low brand viability.

OPPORTUNITY
o Fast expanding cellular market.
o Latest and low cost technology.
o Untapped rural market
o Value added services

THREATS
o Competitors low price offering.
o Mobile number portability.









AIRTEL: A PROFILE


Air Tel, in Delhi, comes from Bharti Cellular Ltd., a part of the Bharti Enterprises. Airtel holds32.5%
stake and NRIs hold 4.5% stake in Bharti Cellular, the remaining part rests with Bharti.Air Tel
launched its services in Delhi on November 14, 1995. At present it has 3.28 lakh subscribers (as on
March-end 2001) in Delhi. Today, Bharti is the single largest private telecom service provider in India
with operations in Delhi, Andhra Pradesh, Himachal Pradesh, Chennai and MadhyaPradesh. It has
8.47 lakh subscriber bases that are broken up into 5.98 lakh cellular users, 1.07 lakh basic service users
and 1.42 lakh internet subscribers. (Business world, May 7, 2001).The total number of mobile
subscribers of Bharti is 2.65 million. (Business Today, Jan 5 2003).Air Tel has redefined the business
through marketing innovations, continuous technologicalupgradation of the network, introduction of
new generation value added services (VAS) and the highest standard of customer care.

Air Tel was the first to launch cellular service in Delhi. It also revolutionized the concept of
retailingwith the inauguration of Air Tel Connect (exclusive show rooms) in 1995. Today Air Tel has
17Customer Care Touch Points and over 300 dealers in Delhi and NCR towns. It was the first
toexpand its network with the installation of second mobile switching centre in April 1997 and the
firstin Delhi to introduce the Intelligence Network Platform. First to provide roaming to its subscribers
by forming on association called World 1 network. First to provide roaming facility in the USA.Airtel
has the largest automatic roaming service Smart RoamNational in 350 cities in India andSmart Roam
International in over 60 countries and 95 networks all over the world. Air Tels prepaid
card, Magic has consistently held a dominant position in the market and has played a major role
incellular services. Some of the awards Air Tel has won are the Asia Pacific Award for
mostInnovative HR Practices 2000, the Golden Peacock National Training Award for excellence
intraining practices 2000, and the Golden Peacock National Quality Award 2001.


In August 2000, Bharti Enterprises had announced its brand vision: Bharti as the reassurance driver,
Air Tel as the volume and penetration driver, and MAGIC as the image and revenue driver. Air Telis
positioned of the mother brand.Some of the Value Added Services (VAS) which Air Tel provides are
Smart mail, Fax facility, Callhold, Call waiting, Web message, information services, etc. to enhance
the convenience of itssubscribers. The latest VAS offering is mobile banking for HDFC Bank, ICICI
Bank and Bank of Punjab customers. Air Tel is also tying up with Net Xcel and Air 2 web for its 500
and 700 seriesinformation services. Currently about 60 to 70% of Air Tel subscriber base use VAS.
Approximately 3.5 to 4 million messages a month are being sent over Air Tel. Currently besides M-
banking, Air Tel offers e-mail services and information services such as news, stocks, horoscopes,
jokes, weather, TV listings, hospitals, flights, trains, movies and ATMs.




Name
BhartiAirtel Limited.

BusinessDescription
Provides GSM mobile services in all the 22telecomcircles in India, and was the first private operator to
have an all India presence.Provides telemedia services (fixed line and broadband services through
DSL) in 95 cities inIndia.

Established
July 07, 1995, as a Public Limited Company

ProportionateRevenue
Rs. 369,615 million (year ended March 31, 2009-Audited)Rs. 270,250 million (year ended March 31,
2008-Audited)
As per US GAAP Accounts

ProportionateEBITDA
Rs. 151,678 million (year ended March 31, 2009

Audited)Rs. 113,715 million (year ended March 31, 2008

Audited)
As per US GAAP Accounts

Shares in Issue
1,898,373,280 as at June 30, 2009

Listings
The Stock Exchange, Mumbai (BSE)The National Stock Exchange of India Limited(NSE)

Customer Base
102,367,881 GSM mobile and 2,827,881 TelemediaCustomers (status as on June 30, 2009)

OperationalNetwork
Provides GSM mobile services in all the 22telecom circles in India, and was the first privateoperator to
have an all India presence.Provides telemedia services (fixed line) in 95 citiesin India.

RegisteredOffice
BhartiAirtelLimited(A Bharti Enterprise) Aravali Crescent, 1 Nelson Mandela Road, VasantKunj
Phase II New Delhi - 110 070Tel. No.: +91 11 4666 6100Fax No.: +91 11 4666 6411




Vision
To make mobile communications a way of life and be the customers' first choice.

Mission
We will meet the mobile communication needs of our customers through:
Error - free service delivery
Innovative products and services
Cost efficiency
Unified Messaging Solutions

1) Bharti Values2) Innoventuring3) Customer First4) Performance Culture5) Valuing Partnership6)
Valuing People7) Responsible Corporate Citizenship8) Ethical Practices


SWOT ANALYSIS

STRENGTHS
Highly co-operative and skilled staff.
Effective and wider distribution network.
Product designed for every area of personnel.

WEAKNESS
Weak presence in the rural and urban cities
Lack of promotional activities.

OPPORTUNITIES
There is continuous growth in this sector.
Other sections of the society to be searched for business.

THREATS
Competition in the sector is increasing with the entry of lots of private giants with the
collaboration of foreign giants.



RELIANCE- A PROFILE

Reliance Communications Ltd. (commonly called RCOM) is an Indian broadband and
telecommunications company headquartered in Navi Mumbai, India. RCOM is India's second
largest telecom operator, only after BhartiAirtel. It is world's 15th largest mobile phone operator
with over 150 million subscribers. Established in 2004, it is a subsidiary of the Reliance Group. The
company has five segments: Wireless segment includes wireless operations of the company;
broadband segment includes broadband operations of the company; Global segment include
national long distance and international long distance operations of the company and the wholesale
operations of its subsidiaries; Investment segment includes investment activities of the Group
companies, and Other segment consists of the customer care activities and direct-to-home (DTH)
activities.

Background:
It ranks among the top 5 telecommunications companies in the world by number of customers in a
single country. Reliance Communications corporate clientele includes 2,100 Indian and
multinational corporations, and over 800 global, regional and domestic carriers. The company has
established a pan-India, next-generation, integrated (wireless and wireline), convergent (voice, data
and video) digital network that is capable of supporting services spanning the entire
communications value chain, covering over 24,000 towns and 600,000 villages. Reliance
Communications owns and operates the next-generation IP-enabled connectivity
infrastructure,comprising over 190,000 kilometers of fiber optic cable systems in India, USA,
Europe, Middle East and the Asia Pacific region.
Main subsidiaries:
Reliance Telecommunication Limited (RTL)
In July 2011, the company announced it was buying US-based managed ethernet and application
delivery services company Yipes Enterprise Services for a cash amount of 1200 crore (the
equivalent of US$300 million). The deal was announced of the overseas acquisition, the Reliance
group has amalgamated the United States-based Flag Telecom for $210 million (roughly 950crore).
RTL operates in Madhya Pradesh, West Bengal, Himachal Pradesh, Odisha, Bihar, Assam, and the
north east, offering GSM services.





Reliance Tech Services
Reliance Tech Services is the IT wing of Reliance Anil DhirubhaiAmbani group. It provides IT
consultancy, business process outsourcing and software development for Reliance Communications
and other ADA group companies. It provides services to industry sectors such as
telecommunications, financial services, utilities, entertainment, infrastructure, BPO operations and
health care.
Reliance Globalcom
RGL owns the worlds largest private undersea cable system,spanning 65,000 km seamlessly
integrated with Reliance Communications. Over 110,000 km of domestic optic fiber provides a
robust Global Service Delivery Platform, connecting 40 key business markets in India, the Middle
East, Asia, Europe, and the U.S.
Reliance Internet Data Center (RIDC)
RIDC provides Internet Data Center (IDC) services located in Mumbai, Bangalore, Hyderabad and
Chennai. Spread across 650,000 sq ft (60,000 m
2
) of hosting space, it offers IT infrastructure
management services to large, medium and small enterprises. It is one of the leading data center
service provider in India and provides services like colocation, managed server hosting, virtual
private server and data security. It has launched cloud computing services,
[5]
offering product under
its infrastructure as a server (Iaas) and software as a service (Saas) portfolio, which enables
enterprises, mainly small and medium, a cost-effective IT infrastructure and application on pay-per-
user model.
Reliance Digital TV
Main article: Big TV
Reliance Big TV launched in August 2008and thereafter acquired 1 million subscribers within 90
days of launch, the fastest ramp-up ever achieved by any DTH operator in the world. Reliance Big
TV offers its 1.7 million customers DVD-quality pictures on over 200 channels using MPEG-4
technology.
Acquisition
FLAG Telecom
Yipesethernet service
Digicable
Vanco




Offices
Reliance Communications Limited has its offices in Ahmedabad, Bangalore, Chandigarh, Chennai,
Hyderabad, Jaipur, Kochi, Kolkata, Lucknow, Patna and Pune.
3G and 4G
On 19 May 2010, the 3G spectrum auction in India ended. Reliance Communications paid 5864.29
crores for spectrum in 13 circles. The circles it will provide 3G in are Delhi, Mumbai, Kolkata,
Punjab, Rajasthan, Madhya Pradesh, West Bengal, Himachal Pradesh, Bihar, Odisha, Assam, North
East, Jammu & Kashmir. On 11 June 2010, the broadband wireless access (BWA) or 4G spectrum
auction in India ended. Infotel Broadband, a subsidiary of Reliance Industrieswon pan-India licence
in the auction across 22 circles, the only telecom operator other than state-owned BSNL/MTNL to
do so.Infotel paid the government 12847.77 crore for the licence.
According to Cellular Operators Association of India (COAI) director general Rajan S. Mathews,
Reliance Industries is expected to launch 4G services in December 2011. They are expected to use
LTE technology. On 25 May 2012, RCom announced a price reduction of 61% on its 3G services.
Technology
Currently Reliance is only operator who provides up to 28 Mbit/s speed in India with its 3G MIMO
technology.
Competitors
Reliance Communications competes with 14 other mobile operators throughout India. They are
Aircel, Airtel, BSNL, Idea, Loop Mobile, MTNL, MTS, Ping Mobile, S Tel, bsnl, Tata DoCoMo,
Tata Indicom, Uninor, Videocon, Virgin Mobile (GSM & CDMA) and Vodafone.
Reliance Co-branded Smartphones
On 31st January 2013, the telecom company announced its partnership with Lenovo to bring
Reliance-Lenovo co-branded smartphones in Indian smartphone market. The smartphones will be
available by mid-year at 2,500 Reliance stores and 1,000 Lenovo stores across India. The
smartphones are said to be powered by Android mobile platform and dual-core processors.






VODAFONE- A PROFILE

Weve come a long way since making the first ever mobile call in the on 1 January 1985. Today,
more than 403 million customers around the world choose us to look after their communications
needs. In 25 years, a small mobile operator in Newbury has grown into a global business and the
seventh most valuable brand in the world. We now operate in more than 30 countries and partner
with networks in over 50 more.
In an increasingly connected world, its no longer just about being able to talk and text. Our
network allows people to share images and videos as soon as theyre captured; to share thoughts
and feelings as soon as theyre created. And because we now do more than just mobile in many
markets, more customers look to Vodafone for great value in their fixed line and broadband services
too.
Vodafone understands that businesses need a communications partner with solutions that scale and
adapt as their business needs change. They may need a few smart phones for voice and email on the
move. Or they may require a fully integrated solution that enables sharing of documents, video
conferencing and access to corporate applications from any location. Whatever their size and
whatever their need, we are constantly looking for new, innovative ways to help our business
customers grasp every opportunity in a simple and straightforward way.
Our commitment to the community in which we operate extends beyond the products and services
we offer. The cornerstone of our commitment to global social investment is the Vodafone Group
Foundation. Funded by annual contributions from the Vodafone Group, the Foundation and its
network of 27 country foundations supports the community involvement activities of Vodafone and
funds selected global initiatives directly.
True to our origins, Vodafone has always committed to deliver useful and inspiring innovation. In
1991 we enabled the worlds first international mobile roaming call. In 2002, with Vodafone Live!
we set a new standard for mobile communications with internet access on the move. Fuelled by the
desire for sustainable innovation, we recently introduced Vodafone Money Transfer which allows
customers in emerging markets to send and receive money safely and easily using their mobile
phone. Weve also caused a stir in the industry with the Vodafone 150 our most affordable ultra
low cost handset yet.
Were a brand that loves change if its not happening naturally then were creating it ourselves.
Its in our DNA to push forward, to create a better future, to never rest and find new ways that help
people communicate. Thats the lifeblood that runs throughout Vodafone. We are driven to
empower people.
To find that spark that empowers you is why we are in business. Thats what we mean when we say
power to you.



UNINOR- A PROFILE
Type Private
Industry Telecommunications
Founded 2009
Headquarters Gurgaon, India
Key people SigveBrekke (MD)
Services
Mobile telephony
Wireless internet
Owner(s)
Telenor Group (67.25%)
Unitech Group (32.75%)
Employees 1,600
Website www.uninor.in
Telenor CEO Jon Fredrik Baksaas launching Uninor in 2009.
SigveBrekke, CEO of Uninor.
Uninor is an Indian mobile network operator based in Gurgaon, India. The company is a joint
venture between Telenor Group, a telecommunications company headquartered in Oslo, Norway,
and Unitech Group, an Indian real estate company. Telenor is in operational and managerial control
of the company, which has been branded Uninor in the Indian market.
Uninor offers mobile voice and data services based on the GSM technology, currently on a 5.4 MHz
spectrum. Uninor services are commercially available in 6 circles, covering a population footprint
of 600 million people. Uninor serves more than 3 crore customers in the states of Uttar Pradesh,
Uttarkhand, Bihar, Jharkhand, Maharashtra, Goa, Gujarat and Andhra Pradesh. Uninor targets youth
and other communities within the Indian mass market.
As of December 2012, Uninor has 31.8 million customers and a total workforce of 16,500 people.
Uninor products and services are available from a more than 332,000 retail outlets serviced by
1,576 distributors.





Network Coverage
At its peak, Uninor operated services in 13 telecom circles of India. Winning fresh licenses in its 6
most successful circles, Uninor today operates in the following telecom regions/circles:
Current operations
Andhra Pradesh
Bihar & Jharkhand
Gujarat
Maharashtra & Goa
Uttar Pradesh (East)
Uttar Pradesh (West)
Discontinued operations
West Bengal (shut down services after midnight on 16 February 2013)
Karnataka (gradually scaled down from July 2012)
Kerala (gradually scaled down from July 2012)
Kolkata (shut down services after midnight on 16 February 2013)
Orissa (gradually scaled down from July 2012)
Tamil Nadu (gradually scaled down from July 2012)
Mumbai (shut down services after midnight on 16 February 2013)
Uninors corporate office is located in Gurgaon, Haryana. It has 6 circle offices, one in each of the
circles where its services are commercially available, as well as a number of zonal offices and
technical offices.
The circles offices are in:
Hyderabad Andhra Pradesh circle
Patna Bihar & Jharkhand circle
Lucknow Uttar Pradesh East circle
Noida Uttar Pradesh West circle
Pune Maharashtra & Goa circle
Ahmedabad Gujarat circle
Free Roaming
On 13 March 2013, Uninor announced that all its subscribers from the Maharashtra and Goa circle
would be able to use their connections without any roaming charges when travelling in Mumbai,
through an agreement with Tata DoCoMo.




Strategy
Launching its Indian operation, Telenor announced a set of financial targets for the new venture.
Uninor is targeting an 8% pan-India market share, breaking even on EBIDTA within three years of
launch and obtain positive operating cash flow within five years of launch. The operational peak
funding requirement is set at INR 155 billion.
Uninors strategy to reach its targets is based on three strategic pillars:
servicing the basics,
excellence in mass market distribution and
cost efficient operations
BrandName and logo
The name Uninor is composed of the names of the two owners of the initial joint venture. The
logotype, font and the visual expression follows that of the Telenor Group and other Telenor
companies.Thetagline Pay Less. Talk More. was introduced in 2011. Uninor also claims to be
SabseSasta (English: "the cheapest") in it market communication.
Operations:
Technology
Together with its key technology partners, Uninor has established a lean operating model. Taking
the concept of outsourcing to the next level, its transformational partnership model is based on
efficiency gain sharing, process focus for continuous improvement and simplification.
Uninors main infrastructure and operation is handled by:
Alcatel-Lucent, Huawei, Nokia Siemens Networks, ZTE and Ericsson for the core and radio
infrastructure
Telcordia for the infrastructure (IN) solution
Wipro for the company's IT services
VIOM as the main infrastructure provider
Distribution
Making distribution a key capability of the company, Uninor has a comprehensive network of
distributors and retail outlets. This network is serviced by a field sales force which follows up on
everything from customer queries to commissions to stocks of vouchers and SIM cards. Advanced
Customer Relationship Management (CRM) systems and a handheld device enable real-time
information to the sales force, increased transparency and traceability, as well as more efficient
processing of requests.



IDEA CELLULAR- A PROFILE

IDEA Cellular is a publicly listed company, having listed on BSE & NSE in March 2007. It is the
3rd largest mobile services operator in India with wireless revenue market share at 15 % in Q1 FY
2013, and subscriber base of over 117 million. Idea has consistently stayed ahead of the industry in
VLR reporting, and has the 3rd highest base of active subscribers. Idea is a pan-India integrated
GSM operator and has its own NLD and ILD operations, and ISP license.
With traffic in excess of a billion minutes a day, Idea ranks among the Top 10 country operators in
the world. Idea operates across all 22 service areas with 2G services and 3G services spread in over
3,000 towns and 10,000 villages.
Idea has a network of over 97,000 2G and 3G cell sites covering the entire length and breadth of the
country. Idea has nearly 4,000 Service Centres servicing Idea subscribers across the country,
including over 650 special Experience Zones for 3G promotion. Ideas service delivery platform is
ISO 9001:2008 certified, making it the only operator in the country to have this standard
certification for all 22 service areas and the corporate office.
Ideas thought leadership on Mobile Number Portability (MNP) has enabled it to stay as the top
gainer with highest net gain, with over 3.7 million mobile users preferring Idea network.
Ideas strong growth in the Indian telephony market comes from its deep penetration in non-urban
& rural markets. It has the highest share of rural subscribers as a percentage of total subscribers,
amongst other GSM players. In fact, 2 out of every 3 new Idea subscribers come from rural/ semi-
urban India.
Idea won the Best Brand Campaign at the esteemed World Communication Awards 2011. It also
recently won 3 Awards at the ET Telecom Awards 2012, in the following categories Customer
Experience Enhancement, Excellence in Marketing and Innovative products, respectively.
It is also the winner of The Emerging Company of the Year Award at The Economic Times
Corporate Excellence Awards 2009. IDEA Cellular also received the prestigious Avaya
GlobalConnect Award for being the Most Customer Responsive Company in the Telecom sector
in the year 2010. The company has received several other national and international recognitions for
its path-breaking innovations in mobile telephony products & services. It won the GSM Association
Award for Best Billing and Customer Care Solution for 2 consecutive years. It was awarded
Mobile Operator of the Year Award India for 2007 and 2008 at the Annual Asian Mobile News
Awards.
IDEA Cellular is an Aditya Birla Group Company, Indias first truly multinational corporation. The
group operates in 33 countries, and is anchored by more than 132,000 employees belonging to 42
nationalities.





Values:
Integrity - honesty in every action
Commitment - deliver on the promise
Passion - energized action
Seamlessness - boundryless in letter and spirit
Speed - one step ahead always

Key People:
Board of Directors-
Mr. Kumar Mangalam Birla (Chairman)
Smt. Rajashree Birla
Mr. HimanshuKapania (Managing Director)
Management Team -
Mr. HimanshuKapania - Managing Director
Mr. Ambrish Jain - Deputy Managing Director
Mr. AkshayaMoondra - Chief Financial Officer
Mr. Anil K Tandon - Chief Technology Officer
Mr. Prakash K Paranjape - Chief Information Officer
Mr. Navanit Narayan - Chief Service Delivery Officer
Mr. Vinay K Razdan - Chief Human Resources Officer
Mr. Rajat K Mukarji - Chief Corporate Affairs Officer
Mr. Rajesh K Srivastava - Chief Commercial Officer
Mr. P Lakshminarayana - Chief Operating Officer, Corporate
Mr. Sashi Shankar - Chief Marketing Officer
Mr. SubbaramanIyer - Chief Operating Officer, National Enterprise Business
Mr. PankajKapdeo, Company Secretary





CHAPTER 2

REVIEW
OF LITERATURE











LITERATURE REVIEW

Conflict is common in all aspects of life (Donovan, 1993) and exists on all levels (Green, 1984; Marion,
1995). Accordingly, the task of managing conflict is an essential task for leaders in all types of higher
education institutions on all levels (Brown, Martinez & Daniel, 2002; Green, 1984; Haas, 1999; Harmon,
2002; Marion, 1995; Pepin, 2005). Further, conflict management in an educational institution was
demonstrated in Greens (1984) research that examined conflict management among superiors, faculty,
students, and outsiders. Green further found that academic department chairs, in 23 land grant
universities,used various styles for conflict management. The leaders conflict management styles differed by
department, gender, age, and years work experience.

In particular, community college executive leaders must manage conflict among peers, subordinates, external
constituents, and students (Marion, 1995). For example, Marion (1995) discussed the bureaucratic nature of
the community college and the need for conflict management as a result of executive leaders interactions
with many groups such as the community, board members, faculty, students, four year universities, high
schools, and many other groups. These interactions create situations for conflict to arise, and thus require
specific behaviors on the part of leaders. Additionally, in educational institutions, Blackburn (2002) asserted
that conflicts arise on a day-to-day basis, and require specific behaviors by leaders. Scholars have been adept
in identifying conflict management as an important skill for leadership in community colleges. In one study,
researchers found that community and college administrators and faculty agreed that conflict management
was the most often identified skill in leadership needed by administratorsand faculty members (Cooper
&Pagotto, 2003).

Further, in a national study of community college academic leaders, researchers reported conflict resolution
as a vital ability for community college leaders (Brown, Martinez, & Daniel, 2002).In Brown, Martinez, and
Danielsstudy, 128 chief academic officers that completed doctoral degrees were provided a survey on skills
needed and recommend for community college executive leaders. Out of 48 skills identified that were
assessed in the survey, conflict management was ranked as the fourth highest skill needed by community
college administrators and was recommended as the number one skill for emphasis in doctoral programs.
Conflict can be categorized as both constructive and destructive. Constructive conflict, otherwise known as



constructive controversy, is defined as situations when one persons ideas, information, conclusions,
theories, and opinions are incompatible with those of another, and the two seek to reach an agreement
(Johnson, Johnson, &Tjosvold, 2006. Constructive conflict can lead to, easier transitions in change,
increased effectiveness,better communication, increasedinvolvement, increased productivity, and improved
problem solving quality (Haas, 1999; Lippit, 1982; Tjosvold, 2000). Destructive conflict is defined as ...a
social situation in which there are perceived incompatibilities in goals or values between two (or more)
parties, attempts by the parties to control one another, and antagonistic feelings toward each other (Fischer,
2006, p. 178). Additionally, Deutsch, (1977) stated that destructive conflict has atendency to expand and
escalate.Destructive conflict has been found to lead to uncivil behaviors in theworkplace(Fischer, 2006;
Rahim, 2001). Consequently, an increase in workplace incivility negatively influences workers health,
attitudes, and performance (Brown & Sumner, 2006).Researchers have stated that workplace incivilityisnot a
single experience but acontinuing process, furthermore acts of incivility in the workplace are increasing
(Buhler, 2003; Namie, 2003; Pearson, Andersson, & Wegner, 2001; Pearson, Andersson, &Porath, 2005;
Pearson &Porath, 2005). Senior level administrators can experience both constructive and destructive
conflict. Blackburn(2002) proposed that the way conflict is managed can influence whether the conflict
impacts the organization positively or negatively. Constructive conflict is managed and not resolved in
situations where conflict can be beneficial (Green, 1984), such as producing innovative changes. Turner and
Pratkanis (1997) reported that constructive conflict could foster collaboration and lessen groupthink.
Groupthink has been defined as a mannerofthinkingthat happens when people are intensely involved in a
group where individuals move away from their own thoughts to obtain unity (Janis, 1982). Robbins (1974)
stated that while conflict could be dichotomized into constructive and destructive types. The demarcation
between functional and dysfunctional is neither clear nor precise.

As mentioned earlier, managing conflict is cited as a critical task for leaders (Green, 1984; Pritchard, 1985).
Leaders spend a considerable amount of time managing conflict (Adams,2006). Recent studies showed that
leaders spend between 20% (DuBrin, 2004; Thomas, 1992) to 40% (Stanley &Algert, 2007) of their time
managing conflict. 4Conflict management can have positive or negative outcomes for organizations (Rahim,
2001). Stanley (2004) proposed an imperative need fororganizations to provide leaders training in conflict
management in order to benefit the organization holistically; yet scholars assert that community college
leaders are not being prepared for managing conflict in theworkplace (Cooper &Pagoto, 2003).

When conflict is not managed successfully, findings from research studies show there are
increased incidents of counterproductive workplace behaviors (i.e. workplace incivility) (Penney &
Spector, 2005). Workplace incivility can lead to unmanaged conflict; subsequently, unmanaged conflict can



leadto workplace incivility; and workplace incivility can lead to unmanaged conflict that gives research-
based support of the spiraling nature of workplace incivility. Workplace incivility incidents are described as
acting with disregard for others in the workplace, in violation of workplace norms for respect (Andersson&
Pearson, 1999, p. 455). Researchers have found that workplace incivility leads to negative outcomes such
aslower productivity, decreased job satisfaction, and increased turnover (Buhler, 2003; Cortina, Magley,
Williams, &Langhout, 2001; Gardner& Johnson, 2001; Glendinning, 2001; Hornstein, 2003; Johnson
&Indvik, 2001; McCune, 2000; Muir,2000; Pearson &Porath, 2005; Runde& Flanagan, 2007; Salin, 2003;
Settles, Cortina, Malley& Stewart, 2006). For example, Penney and Spector (2005) reported that workplace
incivility and conflict is negatively related to job satisfaction, so as incivility and/or conflict increases, job
satisfaction decreases. Likewise, Cortina etal. (2001) found that workplace incivility led to decreased job
satisfaction, job withdrawal, psychological distress, increased turnover and reduced organizational
commitmentin an integrative literature review on incivility. Keenan and Newton (1985) reported that
unresolved workplace incivility is one of the largest reducible organizationalcosts.
Negative effects on organizations and individuals alike support the significance of conducting researching on
workplace incivility (Cortina et. al., 2001).

Job or employees working conflicts has been defined as the non-specific response of the body to
any demands made upon it (Selye, 1976). It is considered to be an internal state or reaction to
anything we consciously or unconsciously perceive as a threat, either real or imagined (Clarke and
Watson, 1991). Robbins (2001) defines conflict as a dynamic condition in which the individual is
confronted with an opportunity, constraint, or demand related to what he or she desires and for
which the outcome is perceived to be both uncertain and important. Conflict can be caused by
environmental, organizational, and individual variables (Matteson and Ivancevich, 1999; Cook
and Hunsaker, 2001). Organizational-based factors have been known to induce conflict for
employees at the workplace (Greenhaus and Beutell, 1985). These factors are commonly termed as
organizational conflictors since they serve as agents that trigger the various conflict reactions (Von
Onciul, 1996). Among the numerous organizational sources of conflict, only five variables were
investigated in this study namely stress, blocked career, alienation, work overload, and unfavorable
work environment.
Role conflict has been found to have a positive relationship with job stress (Roberts et al, 1997).
When individuals are required to play two or more role requirements that work against each other,
they are likely to experience job stress. This is because role conflicts create expectations that may
be hard to reconcile. Foot and Venne (1990) discovered a positive relationship between barriers to
career advancement and job conflict. When employees perceived a lack of career opportunities, they
are likely to feel uncertain about their future in the organization, which in turn, are likely to induce



stress. Alienation at the work place can also lead to stress. Thoits (1995) in his study discovered that
alienation has a positive effect on job stress. Feelings of alienation are likely to result when
employees are required to work alone. According to Kanungo (1981), when workers believe there is
a separation between their own job and other work related contexts, a sense of frustration that
finally manifested in a behavioral state of apathy is likely to occur. This is particularly intense for
employees with high social needs. Working alone on one's job without social support from one's
peers and supervisors would lead to job stress (Mirovisky and Ross, 1986; Eugene, 1999). Work
overload both quantitatively and qualitatively has been empirically linked to a variety of
physiological, psychological, and behavioral strain symptoms
(Beehr and Newman, 1978; Roberts et al, 1997; Miller and Ellis, 1990). According to Greenhaus et
al (1987), heavy workload lowers one's psychological well-being resulting in job stress.
Additionally, a work environment associated with unpleasant organizational climate, lack of
privacy, a lot of hassle in conducting work, and distractions can result in higher stress (Miller and
Ellis, 1990; Eugene, 1999).










CHAPTER 3

OBJECTIVES
&
RESEARCH
METHODOLOGY




OBJECTIVES OF RESEARCH

To study the reasons of conflict.
To understand the organizational and interpersonal conflict.
To find the conflict management styles & strategy to solve the conflict.

SIGNIFICANCE AND SCOPE OF RESEARCH

Every individual has his or her own viewpoints towards a similar issue. Hence, there is similar
issue. Hence, there is enough and more scope for men who are interwoven in the organizational
structure to enter into conflicts while working together. Thus conflict is inevitable whenever two or
more human beings work together. For healthy and effective functioning of a human being in an
organization one should be adept in handling conflicts.
An in resolved conflict might trigger a long line of troublesome consequences for the
person as well as to the organization. Hence it is imperative to study about the various techniques
and strategies adopted by persons in conflict resolving strategies among the organizational
supervisors. Therefore a scientific enquiry in this area is meaningful and essential. The present
study is one such attempt.











RESEARCH METHODOLOGY
Research is a systematic method of finding solutions to problems.
RESEARCH DESIGN-
Research was initiated by examining primary and secondary data to gain insight into the problem. By
analyzing primary and secondary data, the aim of the study is to explore the short comings of the
present system and primary data will help to validate the analysis of secondary data besides on
unrevealing the areas which calls for improvement.
SAMPLING PLAN-
It is not possible to take the census and record the data from the whole population in a limited period
of time, it becomes necessary to take sample from the universe which can represent the whole
population. For the purpose to get the relevant information within a given period of time.
TYPE OF RESEARCH In this report I have used descriptive research.
Descriptive research, is used to describe characteristics of a population or phenomenon being studied.
It does not answer questions about how/when/why the characteristics occurred. Rather it addresses the
"what" question (What are the characteristics of the population or situation being studied?) [1] The
characteristics used to describe the situation or population are usually some kind of categorical scheme
also known as descriptive categories. For example, the periodic table categorizes the elements.
Scientists use knowledge about the nature of electrons, protons and neutrons to devise this categorical
scheme. We now take for granted the periodic table, yet it took descriptive research to devise it.
Descriptive research generally precedes explanatory research. For example, over time the periodic
tables description of the elements allowed scientists to explain chemical reaction and make sound
prediction when elements were combine.



SAMPLE DESIGN
SAMPLING TECHNIQUE A Simple Random Sampling (Probability) is used.
UNIVERSE The universe chooses for the research study is the Managers of Telecom Sector in
Lucknow.
SAMPLE SIZE Number of sample size is 50.
SAMPLE AREA Lucknow























COLLECTION OF DATA
SOURCES OF DATA
Primary- Primary data have been collected through Questionnaire.
Secondary- Secondary data have been collected through Internet, journals, company website, books,
magazines etc.
Primary Data:
The primary data are those, which are collected afresh and for the first time and thus happen to
be original in character.
Secondary data:
The secondary data, on the either hand are those which have already been collected by
someone else and which have been already passed through the statistical process.
Collection of primary data
There are several methods of collecting primary data in descriptive research but for this project
primary data is going to be collected through questionnaires.

Collection of data through questionnaire
This method of data collection is quite popular. In this method a set or a series of questions in logical
order is asked to the respondents and the researcher collects the desired information. The questions
may be asked verbally or in writing and the responses may be either form and it is mainly constructed
for the purpose of mailing.
Questionnaires need to be carefully developed, tested and debugged before they are administered on a
large scale.

DATA COLLECTION INSTRUMENT: Structured Questionnaire.



LIMITATIONS OF THE STUDY
1. Problems faced in taking permission for doing survey in the organization.
2. This study is limited to Lucknow city and therefore the findings of the study cannot be
extended to other areas.
3. Time achieved is considered inadequate to conduct such survey.
4. The result of the study may not be generalized to all.
5. Some of the respondents were non co-operative.








CHAPTER 4

DATA ANALYSIS
&
INTERPRETATIONS







DATA ANALYSIS




1) How many times managersfeel conflict is a negative experience?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely


INTERPRETATION:
1) Out of the total sample of 50 managers, most of them sometimes feel, least of them always feel and
some of them rarely feel that conflict is a negative experience.






2) How many times manager try to make people feel comfortable when meeting
with them about a conflict?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
Always
10%
Very often
15%
Sometimes
45%
Not very often
10%
Rarely
20%






INTERPRETATION:
2) Out of the total sample of 50 managers, most of the managers rarely try and least of them very often
try and some of them almost try to make people feel comfortable when meeting with them about a
conflict.





3) How many times manager ask questions to clarify a statement that he is not
sure of?
a) Almost b) Occasionally c) Half the time d) usually e) Almost always
20%
10%
15%
15%
40%
Always
Very often
Sometimes
Not very often
Rarely






INTERPRETATION:
3) Out of the total sample of 50 managers, very less number of managers occasionally ask, some of
them almost ask and most of the managers almost always ask questions to clarify a statement that is
not sure of.



4) How many times managers withdraw from situations that involve conflict?
a) Always b) very often c) sometimes d) Not very often e) Rarely
20%
10%
15%
10%
45%
Almost
Occasinally
Half the time
Usually
Almost always

















INTERPRETATION:
4) Out of the total sample of 50 managers,most of the managers rarelywithdraw and some of them not
very often withdraw from situations that involve conflict.







5) When in a conflict with someone managers ask them to explain their problems?
a) Almost b) Occasionally c) Half the time d) usually e) Almost always
10%
20%
15%
25%
30%
Always
Very often
Some times
Not very often
Rarely





INTERPRETATION:
4) Out of the total sample of 50 managers, most of the managers almost usually ask them to explain
their problems when in a conflict with someone.






6) How many times managers try to look at conflicts with others as an
opportunity for understanding and growth?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
Series 1, 30%
0% 5% 10% 15% 20% 25% 30% 35%
Almost
Occasionally
Half the time
Usually
Almost usually
Number of managers






INTERPRETATION:
6) Out of the total sample of 50 managers,some of themvery often try and most of the managers rarely
try to look at conflict for understanding and growth.




7) How many times manager follows this statement You do for me and I do for
you is the best way to manage conflicts?
a) Always b) Very often. c) Sometimes d) Not very often e) Rarely

0% 5% 10% 15% 20% 25% 30%
Always
Very often
Sometimes
Not very often
Rarely
Series 1, 30%
number of managers





INTERPRETATION:
7) Out of the total sample of 50 managers, most of them always follow, some of them not very often
follow and least of the managers follow you do for me and I do for you is the best way to manage
conflicts.





8) How many times managerswhile discussing a conflict try to arrange for a
mutually acceptable time and setting?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Always
Very often
Sometimes
Not very often
Rarely
45%
10%
20%
15%
10%
number of managers





INTERPRETATION:
8) Out of the total sample of 50 managers, most of them rarely try to arrange for a mutually acceptable
time and setting while discussing a conflict






9) How many times managers feel that in conflicts someone will get hurt?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
15%
10%
25%
20%
30%
Always
Very often
Sometimes
Not very often
Rarely





INTERPRETATION:
9) Out of the total sample of 50 managers, most of them rarely feel, some of them very often feel and
least of them not very often feel that in conflict someone will get hurt.






10.) How many times managerstry to make themselves right and others wrong in
conflict situations?
a) Always.b) Very often. c) Sometimes.d) Not very often. e.) Rarely
20%
25%
15%
10%
30%
0% 5% 10% 15% 20% 25% 30% 35%
Always
Very often
Sometimes
Not very often
Rarely
number of managers






INTERPRETATION:
10) Out of the total sample of 50 managers, most of the managers rarely try and some of them
sometimes try to makes themselves right others wrong in conflict situations.






11) How many managers think about past present and future conflicts a great deal
so that they can be prepare?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
20%
10%
15%
25%
30%
0% 5% 10% 15% 20% 25% 30% 35%
Always
Very often
Sometimes
Not very often
Rarely
number of managers





INTERPRETATION:
11) Out of the total sample of 50 managers, some of the managers always think and most of them
sometimes think about past present and future conflicts a great deal so that they can be prepare for
that.






12) How many times managers believe that harmony in relationship is more
important than being right or winning in the conflict?
20%
15%
45%
10%
10%
Always
Very often
Sometimes
Not very often
Rarely



a) Always b) Very often c) Sometimes d) Not very often e) Rarely.


INTERPRETATION:
12) Out of the total sample of 50 managers, most of them very often believe that harmony in
relationship is more important than being right or wining in the conflict.






0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Always
Very often
Sometimes
Not very often
Rarely
Series 1, 10%
number of managers



CHAPTER 5

FINDINGS
&
RECOMMENDATION




FINDINGS

1. Most of the managers feel conflict is negative.



2. Most of the managers rarely try to make people feel comfortable when meeting with them
about a conflict.
3. Most of the managers almost always ask questions to clarify a statement that he is not sure.
4. Most of the managers rarely withdraw from situations that involve conflict.
5. Most of the managers almost usually ask them to explain their problems when in a conflict
with someone.
6. Most of the managers rarely try to look at conflict with others as an opportunity for
understanding and growth.
7. Most of the managers follow this statement you do for me and I do for you is the best way to
manage conflicts.
8. Most of the managers rarely and some of the managers sometimes try to arrange for mutually
acceptable time and setting while discussing a conflict.








RECOMMENDATIONS

1. Training programmes can be organized based on interpersonal development.



2. Counseling programmes can be arranged to make the employees emotional independent.
3. The organization can organize programmes like meditation, yoga and other recreation
programmes to their employees at different levels to reduce their job stress.
4. Grievance handling procedure must be properly adopted and rendered to the employees.
5. The working conditions of the employees must be improved to enhance the turnover of the
industry.
6. The organization can organize training programmes to their employees about the recent trends
in industrial sector.














CHAPTER 6




CONCLUSION












CONCLUSION




Conflict is a part of everyday life of an individual or of an organization. Conflict has considerable
influence on employee behavior, performance and satisfaction. It also affects an organizations
effectiveness.Conflict is understood as a struggle between incompatible or opposing needs, wishes,
ideas, interests or people. Conflict differs from competition. In competition one party does not try to
frustrate the attempts of another, but it happens in conflict. Energizing conflicting parties, promoting
change and increasing organization effectiveness are some of the positive consequences of conflict.
Conflict management training focuses on effectiveness in managing organizational and
interpersonal conflicts. Participants will learn about conflict management styles, and techniques, they
will become more aware of those feelings, assumptions, and behavior patterns that people bring to a
conflict. They will be able to recognize, diagnose, and understand organizational and interpersonal
conflicts; and develop strategies for conflict management and resolution.
When people with different backgrounds, temperaments, point of views, values,
needs, personalities and attitude interact, it is likely that some type of conflict may arise. The conflict
may also develop due to perceptual differences of an individual. Conflicts may also be encouraged by
actions, constraints and demands of the organization and responsibilities to be performed by the
worker.
Since job and workplace conflict grow in times of economic crisis, its important to learn new and
better ways of managing the conflict. The ability to manage conflict in the workplace can make the
difference between success and failure on the job. Your emotions are contagious, and conflict has an
impact on the quality of your interactions with others. The better you are at managing your own
conflict, the more you'll positively affect those around you and the less other people conflict will
negatively affect you.







BIBLIOGRAPHY

BOOKS:

Kothari. C.R (2003) Research Methodology, Page No. 56 -78,2nd Edition,
WishawavPrakashan.
Ahuja. K.K- Industrial Psychology and Organizational Behavior, Page No. 20-32, Khanna
Publishers, New Delhi, 1991.
BiswanathGhosh- A New Look Organizational Behavior, Page No. 10-14, Himalaya
Publishing House New Delhi, 1994.
Ghosh P.K. And Ghorpade M.B. - Industrial And Organizational Psychology, Page No. 45-
60, Himalaya Publishing House, Bombay 1991.
Kapur S.K, Punia B.K.-Organizational Behavior and Management, Page No. 34-42,
S.K.Publishers, New Delhi.

MAGAZINES:
Conflict Management By Harvard Business School Press (Page No. 4-9)
Business Today (Page No. 34-38)

NEWSPAPER:
Times Of India
Economic Times

WEBSITES:
http://www.mindtools.com/1146/1214
http://www.wikepedia.org/
http://www.citehr.com/1446/1716
http://www.worklifebalance.com/
http://www.personalityexplorer.com
http://www.aircel.com/profile
http://skemman.is/en/item/view/1946/12716
http://www.udel.edu/communication/web/thesisfiles/fleetwoodthesis




ANNEXURE
(QUESTIONNAIRE FOR STUDYING)
CONFLICT MANAGEMENT STYLES AND STRATEGIES FOLLOWED BY TELECOM
INDUSTRY

Name-
Designation-
Mob no-
1) How many times manager feel conflict is a negative experience?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely?
2) How many times manager try to make people feel comfortable when meeting with them about a
conflict?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
3) How many times manager ask questions to clarify a statement that he is not sure of?
a) Almost b) Occasionally c) Half the time d) usually e) Almost always
4.) How many times managers withdraw from situations that involve conflict?
a) Always b) very often c) Sometimes d) Not very often e) Rarely
5) When in a conflict with someone managers ask them to explain their problems.
a) Almost b) Occasionally c) Half the time d) usually e) Almost always
6) How many times managers try to look at conflicts with others as an opportunity for understanding
and growth?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely





7.) How many times manager follows this statement You do for me and I do for you is the best way
to manage conflicts?
a) Always b) Very often. c) Sometimes d) Not very often e) Rarely
8) How many times managers while discussing a conflict try to arrange for a mutually acceptable time
and setting?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
9) How many times managers feel that in conflicts someone will get hurt?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely
10.) How many times manager try to make themselves right and others wrong in conflict situations?
a) Always. b) Very often. c) Sometimes. d) Not very often. e.) Rarely
11) How many mangers think about past present and future conflicts a great deal so that they can be
prepare?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely.
12) How many times managers believe that harmony in relationship is more important than being right
or winning in the conflict?
a) Always b) Very often c) Sometimes d) Not very often e) Rarely.