Assessing Conflict Management Practice. A case study of Aleta land polypropylene bag Factory SNNPR, Hawassa Ethiopia

Table of Contents

CHAPTER ONE INTRODUCTION

1.1 Background of the Study

1.2. Statement of the Problem

1.3 Research questions

1.4 Objective of the study

1.4.1. General objective

1.4.2. Specific objectives

1.5. Significance of the Study

1.6. Scope and Limitation of the Study

1.7. Research Methodology

1.7.1. Research design and strategy

1.7.2. Source and type of Data

1.7.3. Sampling Design and technique

1.7.4. Method of Data collection

1.7.5. Data analysis

1.8. Organization of the Study

CHAPTER TWO REVIEW LITERATURE

2.1 Definition of Conflict

2.2. Transitions in Conflict Thought

2.2.1. The Traditional View of Conflict

2.2.2. The human Relation View of Conflict

2.2.3. The Interactions View of Conflict

2.3. Stages of Conflicts

2.3.1. Latent Conflict

2.3.2. Perceived Conflict

2.3.3. Felt Conflict

2.3.4. Manifest conflict

2.3.5. Conflict aftermath

2.4. Sources of conflict

2.4.1. Differences in perception

2.4.2. Limited resources

2.4.3. Departmentalization and Specialization

2.4.4. Environmental Change

2.5. Functional Versus Dysfunctional Conflict

2.6. The consequences of Dysfunctional conflict

2.6.1. Changes within groups

2.6.2. Emphasis on loyalty

2.6.3. Rise in autocratic leadership

2.6.4. Focus on activity

2.7. Forms of conflict in organization

2.7.1. Inter organizational conflict

2.7.2. Inter group conflict

2.7.3. Inter personal conflict

2.7.4. Intra personal conflict

2.8. Role conflict

2.8.1. Intra-sender conflict

2.8.2. Inter-sender role conflict:

2.8.3. Inter role conflict:

2.8.4. Person role conflict

2.8.5. Role- Over load conflict

2.9. Strategies for managing conflict

2.9.1. Clarification of goals and objectives

2.9.2. Resource distribution

2.9.3. Personnel policies and procedures

2.9.4. Non- monetary rewards

2.9.5. Development of interpersonal/group process skills/

2.9.6. Group activities

2.10. Managing conflict through stimulation

2.10.1. Communications

2.10.2. Heterogeneity

2.10.3. Competition

2.11. Managing conflict through resolution

2.11.1. Problem solving

2.11.2. Subordinate goals

2.11.3. Expansion of resources

2.11.4. Avoidance

2.11.5. Forcing

2.11.6. Smoothing

2.11.7. Compromise

2.12. Third-party conflict resolution

2.13. Types of third-party intervention

CHAPTER-THREE DATA ANALYSIS AND INTERPRETATION

3.1. Introduction

CHAPTER FOUR CONCLUSION AND RECOMMENDATIONS

4.1 Conclusion

4.2 Recommendations

Research Objective and Focus

The primary objective of this research is to assess the status of conflict and the existing conflict management practices within the Aleta land polypropylene bag factory, in order to understand how these dynamics affect organizational performance.

• Identification of primary sources and causes of conflict within the factory.
• Evaluation of conflict management styles and resolution techniques employed by management.
• Analysis of the positive and negative outcomes resulting from workplace conflict.
• Assessment of the relationship between management and employees regarding conflict resolution.
• Development of actionable recommendations to improve conflict handling and organizational cohesion.

Excerpt from the Book

Summary of Chapters

CHAPTER ONE INTRODUCTION: Provides the foundation for the study by defining the scope, problem statement, research questions, and the methodology used to investigate conflict in the factory.

CHAPTER TWO REVIEW LITERATURE: Outlines the theoretical background of conflict, including its stages, sources, types, and various management and resolution strategies.

CHAPTER-THREE DATA ANALYSIS AND INTERPRETATION: Presents the empirical findings from the questionnaires and interviews conducted among the employees of Aleta land polypropylene bag factory.

CHAPTER FOUR CONCLUSION AND RECOMMENDATIONS: Synthesizes the research findings into a final conclusion and offers specific suggestions for management to improve conflict resolution practices.

Keywords

Conflict Management, Aleta land polypropylene bag factory, Organizational Behavior, Functional Conflict, Dysfunctional Conflict, Conflict Resolution, Interpersonal Conflict, Workplace Dynamics, Employee Performance, Management Strategies, Inter group Conflict, Organizational Goals, Resource Distribution, Communication, Problem Solving.

Frequently Asked Questions

What is the core focus of this research paper?

The paper examines the nature, causes, and management practices of conflict within the Aleta land polypropylene bag factory located in Hawassa, Ethiopia.

Which thematic fields does the study cover?

It covers organizational behavior, conflict theory, the difference between functional and dysfunctional conflict, and various resolution strategies used in a manufacturing environment.

What is the primary research goal?

The goal is to assess how conflict influences organizational goals and to identify whether current management practices effectively resolve or stimulate conflict for better performance.

Which methodology was applied in this study?

The study utilized a descriptive research design, employing both quantitative methods (questionnaires) and qualitative methods (interviews) with a sample size of 40 employees.

What topics are discussed in the main body?

The main body covers the transition of conflict thought, stages of conflict, sources of conflict (like limited resources or departmentalization), and specific techniques for resolution such as mediation and negotiation.

Which keywords define this research best?

Conflict management, organizational behavior, functional conflict, dysfunctional conflict, resolution methods, and employee interaction.

How does the factory's management currently handle conflict?

The study concludes that the management's effort to understand existing conflicts is low, and employees feel that current resolution methods like discussion or smoothing are not effectively applied.

What is a key conclusion regarding employee and management relations?

The research identifies a significant gap between management and employees, noting that the administration is perceived as autocratic, which contributes to the persistence of workplace conflict.