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A Study on Conflict Management Reference to Tamilnadu


Govt Co-operative Milk Producers

Prof. Dr. T.VETRIVEL


Professor cum Head
Department of Management Studies
Velalar College Engineering and Technology
Tidal, Erode Tamilnadu
Mail id: vetreemba@gmail.com
Mobile No; 9843658303
Abstract
The title of the Article is conflict management adopted by employees in Tamilnadu Govt
cooperative milk producers. The main objective of the study is to analyze the various conflict
resolving strategies. The research is based on through primary data. The assessment has been
with reference to solution oriented, non confrontational and control and also has focused on
giving specific suggestion to improve the relation in industrial sector. it is hoped the findings on
the present study could provide an empirical bases upon which conflict management strategies
adopted by the employee has styled to meet their need of the industrial people.

Key words: conflict resolving strategies, non-confrontational, improve relation

1. Introduction

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In any business concern, the four factors of production are man, machine, material and
money that are very important to achieve the goals of the organization. Among the four factors,
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 to 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. Conflict is inevitable and necessary for the growth of any organization though it is
harmful sometimes.

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 goals differences. Conflicts may also be encouraged by actions,
constraints and demands of the organization and responsibilities to be performed by the worker.

Conflict Meaning

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Conflict is a process in which an effort is purposefully made by one person or unit to


block another that results in frustrating the attainment of the others goals or the furthering of his
interests.

Definition of Conflict

According to K.W.Thomas a process that begins when one party perceives that
another party has negatively affected, or is about negatively affects something that the first party
cares about.

According to chung and megginson the struggle between incompatible or opposing


needs, wishes, ideas, interests, or people. Conflict arises when individuals or groups encounter
goals that both parties cannot obtain satisfactorily.

Role of conflict in organization

The experts have been divided over the role of conflict in organizations and groups.
However there are mainly three schools of thought that emphasize the different roles of conflict
in the organizations. These three schools of thought present the traditional view, the human
relation view and the interaction view.

(i) The traditional view: the traditional view believed that conflict is harmful for the
organization. This view considered conflict as a totally negative phenomenon and considered it
synonymous with violence and destruction. in the traditional view conflict was believed to be a

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dysfunction outcome of factors like poor communication, lack of trust among the employees and
a failure of the management to respond to the needs and desired of the employees. it was
believed that conflict could cause a loss in productivity and too much conflict at the work place
could also distract the managers from efficiently discharging their duties. in this way we see that
the traditional view considered conflict as a totally bad thing and advocated its complete
avoidance. this sometime resulted in a tendency to suppress the conflict and push it under the
carpet. by ignoring the presence of conflict, we somehow try to wish it away. both the scientific
management approach and the administrative school of management related heavily on
developing such organizational structures that would specify task, rules, regulations procedures
and authority relationships so that if a conflict develops, then these inbuilt rules will identify and
correct problems of such conflict. Thus, through proper management techniques and attention to
the causes of conflict, it could be eliminated and organizational performance improved.

(ii) Human relation view: the proponents of human relations view believe that conflict was a
natural occurrence in all groups and organizations and the management should accept conflict at
work place. This theory says that conflict is avoidable by creating an environment of goodwill
and trust. But still conflicts are bound to happen due to differences in opinions, faulty policies
and procedures, lack of cooperation, allocation of resources which will lead to distortion and
blockage in communication. Accordingly, management should always be concerned with
avoiding conflict if possible and resolving it soon if possible, in the interests of the organizations
and the individuals.

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(iii) The interactions view: the inter-actionist approach went a step further from the human
relations approach which accepted conflict but the inter-actionist view in fact encouraged
conflict. This view is based on a belief that conflict could be a positive force in a group but it is
even necessary for a group to perform efficiently. thus this approach encourages conflict as these
approaches believes that if there is harmony, peace and co-operation in a group it can become
static and non-responsive towards the needs for change and innovation. Therefore it becomes
imperative that the leader of the group allows some conflict in the group so that it remains
creative viable and self critical. this conflict however should be kept under control at all times so
that the dysfunction consequences of conflict avoided.

1.2 objectives of the study


To study the socio-demographic characteristics of the employees.
To analyze the various conflict resolving strategies.
To find out the association or relationship between the selected socio-demographic
variables and conflict resolving strategies.
To suggest suitable measures to overcome conflict in industries.

1.3 Need for the study

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

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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.

1.4 Scope of the study

The present study attempts to find out the extent of conflict management strategies adopted
by the employees in tancem,. The assessment has been made with reference to solution oriented,
non-confrontational, control and also has focused on giving specific suggestions to improve the
relations in industrial sector. It is hoped the findings of the present study could provide an
empirical bases upon which conflict management strategies adopted by the employees has styled
to meet their needs of the industrial people. It gives them the intricate details that they actually
need to take their organization to greater heights. It also helps them to know where they actually
stand what they lack and they find it easier to improve upon them in a way they help their
workman and their sub-ordinates in maintaining a problem free organization. This study helps
the personnel department to identify the various tools and techniques and the type of training
programme that are to be conducted for their employees.

1.5 limitations

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The study is conducted only in Madurai branches only, so the findings may not be
generalized.
The researcher has adopted only conflict management strategies and was unable to
concentrate on solution job stress related areas
As the study size is small, it may not actually represent the whole employees in the
organization.

2 Review of Literature

This review of literature involves collection of some literature and works previously done
in the same area and other related areas. by doing this the researcher can make a study to explore
new dimensions in the same area and add to the body of knowledge. several approaches to
conflict management have been proposed

Thibant and kelly (1956) is there study that have mention of three problems associated
with pressure tactics the cost of surveillance over the other partys behaviour.when threats
punishment and rewards and the unpleasantness of having to capitulate when the other party is
unknown.

Walton and mckersie (1965) have used the term integrative bargaining which comes
closes to what is referred to have as negotiation in integrative bargaining, new and better options
are generated.

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Thompson.v.a (1965) this however should not be surprising, since a review of the
relationship between bureaucracy and innovation has found that conflict encourages innovative
solutions.

Lawrence and losch (1967) examined the effectiveness of various styles for handling
conflicts and fond that each of these techniques was used in organization to handle conflicts. the
distinction was that the high performing used more.

Lewis and pruitt (1971) found that when the bargainers placed heavy reliance on
pressure tactics, it resulted in failure to reach and agreements.

Thomas (1976) has suggested two main dimensions of approaching conflicts,


cooperativeness using a grid model. three two dimension give strategies avoiding (low-low),
accommodation (high-high) and compromise (medium-medium).

Cohen et al (1977) have described a problem-solving workshop as an international


resolution based on intervention at the inter-group level and designed to provide inputs into
policy processes.

Filley (1978) controlled power oriented methods with problem solving methods of
conflict management. filley calls the functional method of conflicts resolution a problem
solving methods. According to him problem-solving methods evoke intellectual intensity rather
than emotional intensity or power.

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Derr (1978) has argued in favour of a contingency approach. he has suggested their main
strategies of conflict power play, bargaining and collabor

3 Research Methodologies

Meaning:

Business research is an organized, database, systematic, critical, objective, scientific


inquiry or investigation in to a specific problem under taken with the purpose of finding answers
or solutions to it. Research study plays a vital role in all kinds of business activities.

Research method : A research is defined as The systemized effort to gain knowledge.


Research method is a way to systematically solve the problem.

Research design: The research design which was selected was narrative one. it narrates the
whole research in a simple manner.

Types of data collected: primary data and secondary data

The populations: The population or universe can be finite or infinite. The population is said to
be finite if it consist of a fixed number of elements so that it is possible to enumerate it in its
totality. So in this projects consist of finite population.

Sample size: about 100 samples are taken in Tamilnadu Govt cooperative milk producers

Period of survey

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The period of survey is from

Description of statistical tools used

percentage method
chi square
correlation

Percentage method

In this project percentage method test was used. the following are the formula

percentage analysis= number of respondents/sample size *100

Chi-square analysis

In this project chi- square test was used. This is an analysis of technique which analyzed
the stated data in the project. it analysis the assumed data and calculated in the study. the chi-
square test is an important test amongst the several tests of significant developed by statistical.
Chi square, symbolically written as (pronounce as ki- spare), is a statistical measure used in
the context of sampling analysis for comparing a variance to a theoretical variance.

()2
Chi-square test ( 2 ) =

degree of freedom = (r-1)(c-1)

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Where

o = observed frequency

e = expected frequency

c = no of columns

r = no of rows

row total x column total


expected frequency =
grand total

Correlation

In probability theory and statistics, correlation, also called correlation coefficient, indicates
the strength and direction of a linear relationship between two random variables. in general
statistical usage, correlation or co- relation refers to the departure of two variables from
independence.

4. Data analysis and Interpretation

Table no: 4.1table showing position of the respondents

s. no. options no. of. percent


respondents

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1 owner/manager 4 8
2 executive 13 26
3 team leader 12 24
4 employee 20 40
5 others(time keeper) 1 2
total 50 100
Inference: From the above table show that 20% of the respondents are employee. 13% of the
respondents are executive. 12% of the respondents are team leader. 4% of the respondents are
manager. 1% of the respondents are others.

Table no: 4.2 table showing types of conflicts in organization

s.no options no.of respondents percent


1 employee conflict 20 40
2 mgt & employee conflict 22 44
3 mgt conflict 8 16
4 others - -
total 50 100
Inferences: from the above table show that 22% of the respondents are sure that organization
have management and employee conflict. 20% of the respondents are sure that organization has
employee conflict. 8% of the respondents are sure that organization has management conflict.
0% of the respondents are others.

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Table no: 4.3 tables showing conflict is bad

s.no options no.of.respondents percent


1 agree 8 16
2 disagree 14 28
3 highly agree 6 12
4 highly disagree 7 14
5 neither agree nor 15 30
disagree
total 50 100
Inferences: from the above table show that 15% of the respondents says conflict is bad neither
agree nor disagree. 14% of the respondents disagree conflict is bad. 8% of the respondents agree
conflict is bad. 7% of the respondents highly disagree conflict is bad. 6% of the respondents are
highly agree conflict is bad.

Table no: 4.4 table showing sources of conflict in organization

s.no options no.of respondents percent


1 suppliers conflict - -
2 management conflict 22 44
3 employee conflict 28 56
4 others - -

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total 50 100
Inferences: from the above table shows 28% of the respondents say employee conflict as source
of conflict. 22% of the respondents say management conflict as source of conflict.

Table no: 4.5 table showing opportunity provided by conflict for change

s.no options no.of percent


respondents
1 agree 18 36
2 disagree 12 24
3 highly agree 9 18
4 highly disagree 6 12
5 neither agree nor disagree 5 10

total 50 100
Inferences: from the above table shows that 18% of the respondents are agree that opportunity
provided by conflict for change. 12% of the respondents are disagree that opportunity provide by
conflict for change. 9% of the respondents are highly agree that opportunity provide conflict for
change. 6% of the respondents are highly disagree that opportunity provide by conflict for
change. 5% of the respondents are neither agree nor disagree about the opportunity provide
conflict for change.

Table no: 4.6 table showing level of conflict

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s.no. options no.of.res percent


pondents
1 top level - -
2 middle level 12 24
3 lower level 15 30
4 all levels 23 46
total 50 100
Inferences: From the above table shows 23% of the respondents say that conflict is in all level
of organization. 15% of the respondents say that conflict is in lower level of the organization.
12% of the respondents say that conflict is in middle level of the organization.

Table no: 4.7 Table showing whether organization having approaches to resolving conflict

s.no. options no.of.respondents percent


1 yes - -
2 no 26 52
3 dont know 24 48
total 50 100

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Inferences: from the above table 26% of the respondents say no about organization approaches
to resolving conflict. 24% of the respondents say dont know about organization approaches to
resolving conflict.

Table no:4. 8 table showing people know the procedure or not

s.no options no.of.respondents percent


1 yes - -
2 no 50 100
total 50 100
Inferences: from the above table shows that 50% of the all respondents are say no about the
procedure for conflict management.

Table no: 4.9 table showing people know to use conflict resolving procedure

s.no. options no.of.respondents percent


1 20%-40% 50 100
2 40%-60% - -
3 60%-80% - -
4 80%-100% - -
total 50 100
Inferences: from the above table shows that 50% of the respondents say 20%-40% people
know to use conflict resolving procedure.

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Table no: 4.10 tables showing communication is effective in organization

s.no. options no.of.respon percent


dents
1 agree 36 72
2 strongly agree 11 22
3 disagree 3 6
4 strongly disagree - -
total 50 100
Inferences: from the above table shows that 36% of the respondents are agree that
communication is effective in organization. 11% of the respondents strongly agree that
communication is effective in organization. 3% of the respondents are disagree about the
communication is effective in organization.

Table no: 4.11 table showing work very stressful

s.no options no.of.respondents percent


1 almost always - -
2 frequently - -
3 sometimes 16 32
4 rarely 28 56
5 never 6 12

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total 50 100
Inferences: from the above table 28% of the respondents are rarely feel work very stressful. 16%
of the respondents are sometimes feel work very stressful. 6% of the respondents are never feel
work very stressful.

Table no: 4.12 table showing organization deals with conflict among employees

s.no. options no.of.respondents percent


1 by imposing decisions 14 28
2 by compromising 20 40
3 avoiding the conflict 16 32
4 others - -
total 50 100
Inferences: from the above table shows that 20% of the respondents say that by compromising
organization deal with conflict among employees. 14% of the respondents say that by imposing
decisions organization deal with conflict among employees.

Table no: 4.13 table showing consequences that an organization faces

s.no. options no.of.res percent


pondents
1 decrease in productivity 21 42

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2 affect on the organizations 18 36


working environment
3 grouping among employees 11 22

4 others - -
total 50 100
Inferences: from the above table shows that 21% of the respondents say decrease in
productivity. 18% of the respondents say affect on the organizations working environment. 11%
of the respondents say grouping among employees.

Table no : 4.14 table showing organization give value to employee

s.no. options no.of.resp percent


ondents
1 strongly agree 6 12
2 agree 44 88
3 disagree - -
4 strongly disagree - -
total 50 100
Inferences: from the above table shows 44% of the respondents are agree that organization give
value to employees. 6% of the respondents are strongly agree that organization give value to
employees.

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Table no : 4.15 table showing behavioral problem of others at work

s.no. options no.of.responde percent


nts
1 daily 1 2
2 weekly - -
3 monthly 3 6
4 several times a year 11 22
5 once a year 13 26
6 less than once a year 22 44
total 50 100
Inferences: from the above table shows 22% of the respondents say behavioral problem are less
than once a year. 13% of the respondents say behavioral problems are once a year. 11% of the
respondents say behavioral problems are occur monthly. 1% of the respondent say behavioral
problem occurs daily.

Table no : 4.16 table showing workers work with cooperate

s.no. options no.of.respon percent


dents
1 strongly agree 20 40
2 agree 30 60

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3 disagree - -
4 strongly disagree - -
total 50 100
Inferences: From the above table shows that 30% of the respondents agree that workers work
with cooperate. 20% of the respondents strongly agree that workers work with cooperate.

Table no : 4.17 table showing feedback on work performance of the respondents

s.no options no.of.respond percent


ents
1 strongly agree 17 34
2 agree 21 42
3 disagree 12 24
4 strongly disagree - -
total 50 100
Inferences: from the above table shows 21% of the respondents are agree that they get feedback
on work performance. 17% of the respondents are strongly agree that they get feedback on work
performance. 12% of the respondents are disagree that they get feedback on work performance.

Table no : 4.18 table showing employee assistant program in organization

s.no. options no.of.respondents percent


1 yes - -

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2 no 28 56
3 dont know 22 44
total 50 100
Inferences: from the above table shows 28% of the respondents say no to employee assistant
program in organization. 22% of the respondents say dont know to employee assistant program
in organization.

Table no : 4.19 table showing resources to deal with conflict

s.no. options no.of.respondents percent


1 yes 50 100
2 no - -
total 50 100
Inferences: from the above table shows that 50% of the respondents say resources to deal with
conflict.

Table no: 4.20 table showing disputants rights to participate in decision-making

s.no. options no.of.resp percent


ondents
1 agree 11 22
2 disagree 18 36
3 highly agree 4 8

International Journal of Research Review in Engineering and Management (IJRREM), Volume -


1, Issue -10, October -2017, Page No: 82-114, Impact Factor: 2.9463, Scribd Impact Factor:
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Tamilnadu-636121, India
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4 highly disagree 4 8
5 neither agree nor disagree 13 26

total 50 100
Inferences: from the above table 18% of the respondents disagree disputants rights to
participate in decision-making. 13% of the respondents neither agree nor disagree disputants
rights to participate in decision- making. 11% of the respondents agree disputants rights to
participate in decision-making. 4% of the respondents highly agree and also highly disagree
disputants rights to participate in decision-making.

Table no : 4.21 table showing leaders and staff competent in dealing with conflict

s.no options no.of.respon percent


dents
1 yes 26 52
2 no 12 24
3 dont know 12 24
total 50 100
Inferences: from the above table shows 26% of the respondents say yes to leaders and staff
competent in dealing with conflict. 12% of the respondents say no and dont know to leaders and
staff competent in dealing with conflict.

Table no : 4.22 table showing awareness of organizations motto

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1, Issue -10, October -2017, Page No: 82-114, Impact Factor: 2.9463, Scribd Impact Factor:
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s.no. options no.of.respondents percent


1 yes 50 100
2 no - -
total 50 100
Inferences: from the above table shows that 50% of the respondents are aware of organizations
motto.

Table no : 4.23 table showing workers point of listening to others opinion

s.no. options no.of.respondents percen


t
1 true 17 34
2 tends to be true 22 44
3 tends not to be true 11 22
4 not true - -
total 50 100
Inferences: from the above table shows 22% of the respondents are tends to be true in workers
point of listening to others. 17% of the respondents are true in listening to others opinion. 11% of
the respondents are tends not to be true in listening to others opinion.

Table no: 4.24 table showing workers find way to cooperate

s.no options no.of.respondents percent

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1 true 18 36
2 tends to be true 24 48
3 tends not to be true 8 16
4 not true - -
total 50 100
Inferences: from the above table shows 24% of the respondents say tends to be true to workers
find way to cooperate. 18% of the respondents say true to workers find way to cooperate. 8% of
the respondents say tends not to be true to workers find way to cooperate.

Table no : 4.25 table showing workers avoid different opinions

s.no. options no.of.respondents percent


1 true 10 20
2 tends to be true 10 20
3 tends not to be true 18 36
4 not true 12 24
total 50 100
Inferences: from the above table shows 18% of the respondents say tends not to be true to
workers avoid different opinions. 12% of the respondents say not true to workers avoid different
opinion. 10% of the respondents say true and tends to be true to workers avoid different opinion.

Table no : 4.26 table showing workers adjust their priorities to reach a resolution

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s.no. options no.of.respondents percent


1 true 19 38
2 tends to be true 24 48
3 tends not to be true 7 14
4 not true - -
total 50 100
Inferences: from the above table 24% of the respondents say tends to be true to workers adjust
their priorities to reach a resolution. 19% of the respondents say true to workers adjust their
priorities to reach a resolution. 7% of the respondents say tends not to be true to workers adjust
their priorities to reach a resolution.

Table no: 4.27 table showing worker go back out of situation and do something else when
conflict occurs

s.no. options no.of. percent


respondents
1 true - -
2 tends to be true 15 30
3 tends not to be true 16 32
4 not true 19 38
total 50 100

International Journal of Research Review in Engineering and Management (IJRREM), Volume -


1, Issue -10, October -2017, Page No: 82-114, Impact Factor: 2.9463, Scribd Impact Factor:
4.7317, Academia Impact Factor: 1.1610 Page 107
www.ijrrem.in Impact Factor: 2.9436
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Inferences: from the above table shows that 19% of the respondents say not true to workers go
back out of situation and do something else. 16% of the respondents say tends not to be true to
workers go back out of situation and do something else. 15% of the respondents say tends to be
true to workers go back out of situation and do something else.

Chi square test

Hypothesis

Null hypothesis: ho: there is no significant relationship between worker cooperation and regular
feedback.

Alternative hypothesis: h1: there is significant relationship between worker cooperation and
regular feedback.

particulars strongly agree disagree strongly total


agree disagree
workers 18.5 25.5 6 - 50
cooperation
regular 18.5 25.5 6 - 50
feedback
37 51 12 - 100
Calculated value of chi-square

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s.no o e o-e (o-e)2 (o-e)2/e


1 20 18.5 1.5 2.25 0.122
2 30 25.5 4.5 20.25 0.794
3 0 6 -6 36 6
4 17 18.5 -1.5 2.25 0.122
5 21 25.5 -4.5 20.25 0.794
6 12 6 6 36 6
13.832
Degrees of freedom = (r-1) (c-1)

= (2-1) (4-1)

= 1x3

=3

Significant value =0.05

Factors level of degrees table calculated remarks


significance of value value
freedom
workers
cooperation 0.05 3 7.18 13.832 significant

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and regular
feedback
Inference: the calculated value is greater than table value. hence h0 null hypothesis is accepted.
Therefore, there is relationship between workers cooperation and regular feedback.

Correlation analysis

To compare the relationship between the according to workers find way to cooperate and
workers avoid different opinions

find way to cooperate (x) 36 48 16 0

avoid different opinions (y) 20 20 36 24

source: primary data

x x^2 y y^2 xy

36 1296 20 400 720

48 2304 20 400 960

16 256 36 1296 576

0 0 24 576 0

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ex=10 ex^2 ey=10 ey^2=267 exy=22


0 =3856 0 2 56

nxy xy
=
nx 2 (x)ny 2 (y)

(4x100x100)2256
=
(4)(3856)(100)(4)(2672)(100)

400002256
=
15424100001068810000

37744
= 73.64x26.22

37744
= (1931.55)

=19.54

Inference: there exists a positive correlation between workers find ways to cooperate and
workers avoid different opinions.

5.1 Findings

40% of the respondents are employees.


44% of the respondents say management and employee conflict.
30% of the respondents say neither agree nor disagree the conflict as bad.

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56% of the respondents say employee conflict as source of conflict.


36% of the respondents agree that opportunity provided by conflict for change.
46% of the respondents say all level of conflict occurs in organization.
52% of the respondents say no to organization having approaches to resolving conflict.
100% of the respondents say no for people know the procedure or not.
100% of the respondents say 20%-40% people know to use conflict.
72% of the respondents agree communication is effective.
56% of the respondents rarely feel work very stressful.
40% of the respondents say by compromising organization deals with conflict.
42% of the respondents say decrease in productivity is consequences organization faces.
88% of the respondents agree organization give value to employee.
44% of the respondents say less than once a year behavioral problem occur.
60% of the respondents agree workers work with cooperate.
42% of the respondents get feedback on work performance.
56% of the respondents say no to employee assistance program.
100% of the respondents say yes to resources to deal with conflict.
36% of the respondents disagree disputants right to participate in decision-making.
52% of the respondents say yes to leaders and staff competent in dealing with conflict.
100% of the respondents say yes to awareness on organizations motto.
44% of the respondents say tends to be true to point of listening to others.
48% of the respondents say tends to be true to find ways to cooperate.

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36% of the respondents say tends not to be true to workers avoid different opinion.
48% of the respondents say tends to be true to worker adjust their priorities to reach a
resolution.
38% of the respondents say not true to workers go back out of situation when conflict
occur.

5.2 Suggestions

Organization can design employee assistant program.


Grievance handling procedure must be properly adopted and rendered to the respondents.
The organization can organize programs like meditations, yoga and other recreation
programmers to their respondents at different levels to reduce their job stress.
Organization can design approaches to resolving conflict.
Employees should aware of procedure to handle conflict.
Opportunities for overall development must be provided in different areas, such as
technology, team work, personality, etc.

5.3 Conclusions

Conflict is a part of everyday life of an individual or of an organization. Conflict has


considerable influence on respondents 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

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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.

References

Aswathappa, Human Resources and Personnel Management, TATA McGraw Hill,


2003.
Radha, Human Resources Management, Himalaya Publications.
C.R.Kothari,Research Methodology, New age International Publishers.

www.google.com

www.aavin.com

www.yahoo.com

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