Mary Parker Follett as quoted in Albanese (1998), proposed three main ways of dealing with conflict such as domination, compromise, and integration. Accordingly domination is regarded as a style used by someone operating from a position of power. This is a style regarded these days a win-lose style. On the other hand, integration style is the win –win style of managing conflict. The style involves the use of creative,
Problem- solving approach to conflict management.compromise indicates creating a situation for the parties in conflict to partake in share of some win and losing.
In modern times there is two dimensional approach to management of organizational conflict. In essence, therefore ,the approach is viewed
In terms of two dimensions; one represents a persons degree of concerns for his or her own interest or goals. The other represents the persons degree of concern for the other persons interest or goals. This is a simplistic view of the modern approach to the management of organizational conflict.there are five basic conflict- management styles consisting of competition, avoidance,accommodation,compromise,and collaboration ORGANISATIONAL CONFLICT
Therefore the research seek to profer an appraisal of the nature and framework for the management of organizational conflict.
1.2 STATEMENT OF THE PROBLEM
An organizational conflict has been viewed as a perceived condition that exist between parties in which one or more of the parties perceives goal incompatibility and some opportunity for interfering with the goal attainment of others.
Organisationalconflict seems to be a condition that is unavoidable in view of changing economic realities. Workers must always make demands and some times agitate over management policy viewed as against the interest of the workers
However many organization do not ancticipate neither evolve a framework for the managing of this conflict . These as a result affect the progress of work and peace in the organization.An organization devoid of industrial peace and harmony cannot achieved its set goals and objectives neither enhance worker productivity
Therefore the problem confronting this research is to provide an appraisal of the nature and framework for management of organisational conflict
With a case study of the Ogun state civil service.
1.3 RESEARCH QUESTION
1 What is the nature of organizational conflict
2 What is the nature and framework for the management of organizational conflict.
2 What is the nature and frame work for the management of organizational conflict in the ogun state civil service
1.4 OBJECTIVES OF THE RESEARCH
1 To determine the nature of organizational conflict
2 To determine the nature and frame work for the management of organizational conflict
3 To determine the nature and frame work for the management of organizational conflict in the ogun state civil service
1.5 SIGNIFICANCE OF THE RESEARCH
The research shall provide the guiding principle for the development of a framework for the management of organisational conflict.
It shall also serve as a veritable source of information for managers and union leaders.
1.6 STATEMENT OF THE HYPOTHESIS
1 Ho The level of conflict in the ogun state civil service is low
Hi The level of conflict in the ogun state civil service is high
2 Ho Framework for the management of conflict is not given significant attention in ogun state civil service
Hi Framework for the management of conflict is given significant attention in ogun state state civil service
3 Ho The impact of the framework for the management of organizational conflict inogun state civil service is low
HI The impact of the framework for the management of organizational conflict is inogun state civil service is high
1.7 SCOPE OF THE STUDY
The study focuses on the appraisal of the nature and framework for the management of organizational conflict
It provides a structural study on the nature of organizational conflict and profer guiding principle for the management of organizational conflict.
1.1 DEFINITION OF TERMS
ORGANISATIONAL CONFLICT DEFINED
An organizational conflict has been viewed as a perceived condition that exist between parties in which one or more of the parties perceives goal incompatibility and some opportunity for interfering with the goal attainment of others.
COMPETITION DEFINED
This approach involves high assertiveness and low on competitiveness.The style is essentially power oriented and approaches conflict in terms of a win-lose strategy
AVOIDANCE DEFINED
Albanese (1998) posits that an avoidance style may reflect the failure to address important issues and a tendency to remain neutral when there is a need to take a position and therefore, of no value as a model of managing conflict
ACCOMMODATING DEFINED
The accommodating style portrays low position on assertiveness and high consideration for cooperativeness. Accordingly, Albanese (1998) posits that
A person who uses an accommodating style as the primary approach to conflict amangement may be showing too little concern for his personal goals. This can lead to loss of influence and and recognition, Nevertheless, the style may be employed for gaining acceptance and affiliation.
COMPROMISE
The style involves considering expediency above principles as regards seeking short term solutions at the expense of longterm objective.
COLLABORATION
The collaborative approach involves the position of high assertiveness and high cooperativeness in terms of personal goals and the goals of others respectively.
