CHAPTER -1

1.1 INTRODUCTION
DEFINATION OF CONFLICT MANAGEMENT:
Conflict management is the practice of being able to identify and handle conflicts
sensibly, fairly & efficiently. Since conflicts in a business are a natural part of the work place,
it is important that there are people who understand conflicts and know how to resolve them.
This is important in todays market more than ever. Everyone is striving to show how
valuable they are to the company they work for and at times, this can lead to disputes with
other members of the team.
CONFLICT MANAGEMENT STYLES:
Conflict happen. How an employee responds and resolves conflict will limit or
enable that employees success. Here are 5 conflict styles will follow according to
KENNETH W. THOMAS and H. KILMANN.

Accommodating.
Avoiding.
Collaborating.
Competing.
Compromising.

An ACCOMMODATING manager is one who co-operates to a high degrees. This

may be at the managers own expense and actually work against that managers own goals,
objectives, and desired outcome. This approach is effective when the other person is the
expert or has a better solution.
AVOIDING an issue is one way a manager might attempt to resolve the conflict.
This type of conflict styles does not help the other staff members reach their goals and does
not help the manager who is avoiding the issue and cannot assertively pursue his or her own
goals. However, this work well when the issue is trivial or when the manager has no chance
of winning.

COLLABORATING managers becomes partners or pair up with each other to

achieve both of their goals in this styles. This is how managers break free of the win-lose
paradigm and seek the win-win. This can effective for complex scenarios where managers
need to find a novel solutions.
COMPETING this is the win-loss approach , managers is acting in a very assertive
way to achieve his or her own goals without seeking to co-operate with other employees, and
it may be at the expense of those other employees. This approach may be appropriate for
emergencies when time is of the essence.

COMPROMISING This is the lose-lose scenario where neither person nor managers
really achieves what they want. This requires a moderate level of assertiveness and cooperation. It may be appropriate for scenario where you need a temporary solution or where
both sides have equally important goals.

1.2 COMPANY PROFILE

We the Gowtham engineering and co , have a thriving enterprise activity in the
production of wooden packaging material . We are the manufacturer and supplier of
wooden storage crates , 2 way wooden pallets , 4 way wooden pallets , and wooden
boxes . Theses prods are extensively used for safe packaging of different kinds of
materials .
The company was incepted in the year in the year 2003 . It is located at
Idigarai in mattupalayam and Mr.Aruchamy is the CEO of the company . HRManager of the company is Mr.Ramchander. More than 100+ workers are working
under us .
Annual turn over of our company is between 50-lakhs to 1 crore .Montly
turnover of the company is between 12-15 lakhs . Our team comprises :

Craftsmen.
Designers.
Machine operators.
Skilled workers.

QUALITY POLICY:

Ever since our interpretation, it has been our endeavour to make available superior
quality product to our customers. To maintain the highest standards, we have an effective
quality management regimen in place, which focuses on the three important section of the
whole production process, viz. Pre-production,

production and post production. Our

expert procurement agent source premium grade raw material like silver wood ,
sandalwood , pine wood and plywood from variable vender. The quality of product will be
checked on the bases of

Durability.
Strength. &
Flexibility.

MACHINERY USED:

Vertical saw machine.

Horizontal saw machine.
Wood planer machine.
Sending machine.
Gladding machine.
Circular machines.

2.1 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study about the causes that influence the conflict in the organization.

SECONDARY OBJECTIVES:

To study how conflict management help in improving performance of

employees in the organization and increase the level of productivity in the

organization.
To study how this tool helps in promoting peaceful co-existence between the

worker and the employee in the organization.

To study about the reasons due to which the conflict arises between the

employees.
To study how conflict affects the growth of the organization.
To study about the reasons due to which conflict arises between the employees.

2.2

LIMITATIONS

The primary data have been collected on random sampling technique. Data have been
collected form the company (gowtham engineering & co) and only 100 respondent have been
selected due to time constrain. Because of this reason the results may not be justify.

2.3

RESEARCH METHODOLOGY

For analysing the data percentage analysis and pie chart techniques are used .
Data sources are done on the bases of primary data . Data collection method is done by
interview and survey method . Data collection process is done by questionnaires .
Sample population is employees of the company and sample size is 100 members. And
this project will help the company how they can overcome their drawbacks and can
run their concern in more effect way .

TOOLS FOR ANALYSIS :

The collected data were classified into suitable tabular forms, for analysis and
interpretation. Simple statistical tools like percentage analysis are used.
The formula used for percentage analysis are furnished as follows.

PERCENTAGE ANALYSIS:

Percentage refers to a special kind of ratio. Percentages are used in making

comparison between two or more series of data. Percentages are used to describe
relationship, since the percentage reduces everything to a common base and there by
allows meaningful comparisons to be made.

FORMULA:

No .of respondents
Percentage analysis =

--------------------------------- 100
Total no of respondents

2.4

REVIEW OF LITERATURE

CONCEPT OF WORK PLACE CONFLICT:

Work place conflict has been defined in several ways by many authors , OBI(2012)
defined workplace conflict as an act of discontentment and contention which either the
worker or employees of labours utilize to put excess pressure against each other so as to get
their demands. this view is consistent with Henry(2009); Ikeda, Veludo Campomar (2005)
descriptions of workplace conflict as dispute that occurs when interest, goals or values of
different individuals or groups are incompatible with each other in organisations. On this
premise, workplace conflict within the context of employment relationship can be regards as
an inevitable clash of interests and resulting disputes of varying intensity between and within
any or all of active actors in organizations. Thus , in the absence of common values in
organisations, conflict is bound to occur.
CAUSATIVE FACTORS OF WORK-PLACE CONFLICT:
Empirical research finding have provided insights into causative factors of
workplace conflict. Heotepo, Ashok abdul Azzez (2010) found lack of resources, different
expectation, lack co-operation, interdependence and communication problems as factors that
have caused conflicts in the service industry. Relatedly , the banking sector identified
unacceptable term employment,

poor human relation between management and workers ,

non consultations with employees by making key decision affecting them , anti-union
posture management and lack of effective mechanisms in preventing of conflict as multiple
casual factor of workplace conflict.
CLASSIFICATION OF WORKPLACE CONFLICT:
Ogunbameru (2006) classified workplace conflict into two broader type formal and
informal conflict according to him conflict in work- relations is informal when it is not based
on any systematic organisation problems but results directly from a source of grievance and
supposedly is wholly expressive in nature. In the connection, the underlying sources cannot
be openly seen , but can be inferred from unconscious form of program sabotage, unruly
behaviour and poor work- attitudes by employees in the organisation.

10

AGE

RESPONDENT

PERCENTAGE

20 30

71

71

30 40

16

16

40 50

50 AND ABOVE

TOTAL

100

100
TABLE NO:-3.1

THE TABLE SHOWS THE AGE OF THE RESPONDENTS

INTERPRETATION:The above table shows that 71% of the respondents are 20-30 age group and 16% of
respondents are from the age group 30-40 and 7% of respondents are from the age group 40-50 and
6% of respondents are from the age group 50 and above.

CHART NO:-3.1
THE CHART SHOWING AGE OF THE RESPONDENTS.

AGE
100
90
80
70
60
PERCENTAGE

50
40
30
20
10
0
20-30

30-40

40-50

AGE OF RESPONDENT

11

50 ABOVE

12

TABLE NO:-3.2

THE TABLE SHOWS THE GENDER OF THE RESPONDENTS.

GENDER

RESPONDENT

PERCENTAGE

MALE

71

71

FEMALE

29

29

TOTAL

100

100

INTERPRETATION:The above table shows that 71% of respondents are male and 29% of respondents are female.

CHART NO:-3.2
THE CHART SHOWS THE GENDER OF THE RESPONDANCE.

13

PERCENTAGE OF RESPONDENT
100
90
80
70
60
50
PERCENTAGE
40
30
20
10
0
MALE

FEMALE
GENDER

14

TABLE NO:-3.3

THE TABLE SHOWS THE EDUCATION OF THE RESPONDENTS.

EDUCATION

RESPONDENT

PERCENTAGE

SSLC

HR.SEC

UG

72

72

PG

17

17

TOTAL

100

100

INTERPRETATION:The above table shows that 72% of respondents had completed UG and 4% of respondents
had completed SSLC and 7% of respondents had completed HR.SEC and 17% of respondents had
completed PG.

CHART NO:-3.3
THE CHART SHOWS THE EDUCATION QUALIFICATION OF RESPONDENTS.

EDUCATION QUALIFICATION
100
90
80
70
60
PERCENTAGE

50
40
30
20
10
0
SSLC

HR.SEC

UG
EDUCATION

15

PG

TOTAL

TABLE NO:-3.4

THE TABLE SHOWS THE MARTIAL STATUS OF THE RESPONDENTS.

MARTIAL STATUS

RESPONDENT

PERCENTAGE

SINGLE

62

62

MARRIED

38

38

DIVORCED

TOTAL

100

100

INTERPRETATION:The above table shows that 62% of respondents are single and 38% of respondents are married and
0% of respondents are divorced.

CHART NO -3.4
THE ABOVE CHART SHOWS THE MARTIAL STATUS OF THE RESPONDENTS.

MARTIAL STATUS
100
90
80
70
60
PERCENTAGE

50
40
30
20
10
0
SINGLE

MARRIED

MARTIAL STATUS OF RESPONDENTS

16

DIVORCED

TABLE NO -3.5.

THE TABLE SHOWS THE INCOME LEVEL OF THE RESPONDENTS.

INCOME
20,000 - 30,000
30,000 - 40,000
40,000 - 50,000
50,000 & ABOVE
TOTAL

RESPONDENTS

PERCENTAGE
53
36
5
6
100

53
36
5
6
100

INTERPRETATION:
The above table shows that 53% of respondents are earning 20,000 30,000 income and
36% of respondents are earning 30,000 40,000 income and 5% of respondents are earning
40,000 50,000 income and 6% of respondents are earning 50,000 & above income

CHART NO 3.5
THE CHART SHOWS THE INCOME LEVEL OF THE RESPONDENTS.

17

INCOME

AB
OV
E
50
,0
00

&

-5
0,
00
0
40
,0
00

-4
0,
00
0
30
,0
00

20
,0
00

-3
0,
00
0

100
80
60
40
20
0
PERCENTAGE

LEVEL OF INCOME

TABLE NO 3.6.
THE TABLE SHOWS THE YEAR OF SERVICE DONE BY THE RESPONDENTS.

LENGTH OF SERVICE

RESPONDENTS

PERCENTAGE

BELOW 1 YEAR

44

44

BETWEEN 1 TO 5 YEARS

45

45

BETWEEN 5 TO 10 YEARS

MORE THAN 10 YEARS

100

100

TOTAL

INTERPRETATION:
The above table shows that 45% of respondents are below 1 year and 44% of
respondents are between 1 to 5 years and 8% of respondents are between 5 to 10 years and
3% of respondents are more than 10 years.

CHART NO: 3.6

THE CHART SHOWS THE YEAR OF SERVICE OF THE RESPONDENTS.

18

LENGTH OF SERVICE

10

YE
AR
S
10

M
O
RE

BE
TW
EE
N

TH
AN

TO

TO
1
BE
TW
EE
N

BE
LO
W

YE
AR
S

YE
AR

PERCENTAGE

YE
AR
S

100
80
60
40
20
0

LENGTH OF SERVICE

TABLE NO -3.7

THE TABLE SHOW WEATHER THE CONFLICT IS VALUED OR NOT.

CONFLICT VALUE

RESPONDENTS

PERCENTAGE

AGREE

10

10

DISAGREE

23

23

STRONGLY AGREE

60

60

100

100

STRONGLY DISAGREE
TOTAL
INTERPRETATION:

The above table shows that 60% of respondents strongly agree with the given statement that
conflict is valued for the organisation but 7% of respondents are strongly disagreed whit the statement
and 23% of respondents are disagreed with the statement and 10% of the respondents are agreed with
the statement.

CHART NO:-3.7
THE CHART SHOWS THAT WHETHER THE CONFLICT IS VALUED OR NOT.

19

VALUE OF CONFLICT

ST
RO
N

G
LY

D
IS
AG
RE
E

AG
RE
E
ST
RO
N
G
LY

D
IS
AG
RE
E

AG
RE
E

100
90
80
70
60
50
40
30
20
10
PERCENTAGE
0

CONFLICT IS VALUED

TABLE NO:-3.8

THE TABLE SHOWS WHETHER THE CONFLICT PROVIDE OPPURTUNITY FOR CHANGE
OR NOT.

OPPORTUNITY FOR CHANGE

RESPONDENTS

AGREE

PERCENTAGE
8

DISAGREE

27

27

STRONGLY AGREE

51

51

STRONGLY DISAGREE

14

14

100

100

TOTAL

INTERPRETATION:The above table shows that 51% of respondents are strongly agreed that conflict provide

20

opportunity for change but 14% of respondents are strongly disagreed with the reason and 8% of
respondents are just agreeing the statement and 27% of respondents are disagreed with the statement.

CHART NO:-3.8
THE CHART SHOWS THE PERCENTAGE OF OPPURTUNITY FOR CHANGES.

OPPORTUNITY FOR CHANGE

D
IS
AG
RE
E

AG
RE
E

G
LY
ST
RO
N

ST
RO
N

G
LY

D
IS
AG
RE
E

AG
RE
E

PERCENTAGE

100
90
80
70
60
50
40
30
20
10
0

OPPORTUNITY FOR CHANGE

TABLE NO:-3.9

THE TABLE SHOWS THE LEVEL OF JOB PERFORMANCE AFFECTED BY

CONFLICT.

JOB PERFORMANCE
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENTS

PERCENTAGE
20
24
44
12
100

INTERPRETATION:21

20
24
44
12
100

The above table shows that 44% of respondents strongly agrees that conflict affects
their job performance bur 12% of respondents are strongly disagreed with the statement and
24% of respondents disagrees with the statement and 20% of respondents agrees with the
statement.

CHART NO:-3.9
THE CHART SHOWS THE PERCENTAGE OF JOB PERFORMANCE AFFECTED BY
CONFLICT.

AFFECT ON JOB PERFORMANCE

D
IS
AG
RE
E

AG
RE
E

G
LY
ST
RO
N

ST
RO
N

G
LY

D
IS
AG
RE
E

PERCENTAGE

AG
RE
E

100
80
60
40
20
0

JOB PERFORMANCE

TABLE NO:-3.10

THE TABLE SHOWS THAT WHETHER THE FEEDBACK IS HELPFULL IN CONFLICT

RESOLUTION OR NOT.

FEEDBACK

RESPONDENTS

PERCENTAGE

AGREE

21

21

DISAGREE

19

19

STRONGLY AGREE

47

47

STRONGLY DISAGREE

13

13

100

100

TOTAL
INTERPRETATION:-

22

The above table shows that 47% of respondents are strongly agrees that feedback is helpful in
resolving the conflict but 13% of respondents are strongly disagrees with the above statements and
21% of respondents agrees with the statement but 29% of respondents disagrees with the statement.

CHART NO:-3.10
THE CHART SHOWS THE PERCENTAGE OF FEEDBACK HELPED IN CONFLICT
RESOLUTION.

FEEDBACK HELP IN RESOLUTION

D
IS
AG
RE
E
ST
RO
N

G
LY

AG
RE
E
ST
RO
N
G
LY

D
IS
AG
RE
E

AG
RE
E

PERCENTAGE

50
45
40
35
30
25
20
15
10
5
0

ANALYSIS OF FEEDBACK

TABLE NO:-3.11

THE TABLE SHOWS THE LEVEL WHERE THE CONFLICT ARISES AMONG
THE ORGANISATION.
LEVEL OF CONFLICT

RESPONDENTS

TOP LEVEL
MIDDLE LEVEL
LOWER LEVEL
ALL LEVEL

TOTAL
INTERPRETATION:-

23

PERCENTAGE
17
29
18
36

17
29
18
36

100

100

The above level shows that 36% of conflict arises among all levels of management but 17% of
respondents agrees with the statements that the conflict arises among the top level management only
but 29% of respondents agrees with the statements that the conflict arises that the conflict arises
among the middle level management only and 18% of respondents agrees that the problem arises only
between lower level only .

CHART NO:-3.11
THE CHART SHOWS THE PERCENTAGE OF CONFLICT ARISES IN THE
ORGANISATION.

LEVEL OF CONFLICT

PERCENTAGE

40
35
30
25
20
15
10
5
0
TOP LEVEL

MODDLE LEVEL

LOWER LEVEL

ALL LEVEL

LEVEL OF CONFLICT

TABLE NO:-3.12

THE TABLE SHOWS THE PROCEDURES AVAILABLE IN THE MANAGEMENT FOR

CONFLICT RESOLUTION.
PROCEDURE

RESPONDENTS

NEGOTIATION
INVESTIGATION
FEEDBACK
IF ANY OTHER SPECIFY

TOTAL

24

PERCENTAGE
1
23
76
0

1
23
76
0

100

100

INTERPRETATION:The above table shows that 76% of respondents agrees that feedback is useful for conflict
resolution than and 23% of respondents agrees investigation as the best procedure for resolution and
1% of respondents agrees negotiation as the best procedure.

CHART NO:-3.12
THE CHART SHOWS THE PERCENTAGE OF PROCEDDURES AVAILABLE FOR CONFLICT
RESOLUTION.

CONFLICT PROCEDURE

SP
EC
IF
Y
O
TH
ER

FE
ED
BA
CK

VE
ST
IG
AT
IO
N

IF

AN

IN

PERCENTAGE

EG
O
TI
AT
IO
N

80
70
60
50
40
30
20
10
0

PROCEDURE

TABLE NO:-3.13

THE TABLE SHOWS WHETHER THE EMPLOYEES HAVE THE KNOWLEDGE ABOUT THE
PROCEDURE AVAILABLE.
PROCEDURE KNOWLEDGE

RESPONDENT

PERCENTAGE

YES

64

64

NO

36

36

100

100

TOTAL
INTERPRETATION:-

25

The above table shows that 64% of respondents agrees that they have knowledge about the
procedures available but 36% of respondents agrees that they dont have any knowledge about the
procedures.

CHART NO:-3.13
THE CHART SHOWS THE PERCENTAGE OF PROCDURE KNOWLEDGE OF THE
RESPONDENTS.

PROCEDURE KNOWLEDGE
100
80
60
PERCENTAGE

40
20
0
YES

NO

PROCEDURE KNOWLEDGE

26

TABLE NO:-3.14

THE TABLE SHOWS THAT WHETHER THE PROCEDURES HAS PLAYED AN

ESSIENTIAL ROLE IN CONFLICT RESOLUTION OR NOT.

ROLE OF PROCEDURES
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENTS
30
0
70
0
100

PERCENTAGE
30
0
70
0
100

INTERPRETATION:The above table shows that 70% of respondents strongly agrees that the procedures
are helpful in resolving the conflict and 30% of respondents agrees with the above statement
and 0% of respondents are disagrees with the statement.
CHART NO:-3.14
THE CHART SHOWS THE PERCENTAGE OF ROLE PLAYED BY PROCEDURES IN
CONFLICT RESOLUTION.

PROCEDURE ROLE IN CONFLICT RESOLUTION

ROLE OF PROCEDURES

27

D
IS
AG
RE
E
ST
RO
N

G
LY

AG
RE
E
G
LY
ST
RO
N

D
IS
AG
RE
E

AG
RE
E

100
90
80
70
60
50
40
30
20
10
0
PERCENTAGE

TABLE NO:-3.15

THE TABLE SHOWS THE USAGE OF CONFLICT RESOLVING PROCEDURES BY

THE EMPLOYEES.

USAGE 0F PROCDURES
20 - 40 %
40 - 60 %
60 - 80 %
80 & ABOVE
TOTAL

RESPONDENT

PERCENTAGE
29
47
22
2
100

29
47
22
2
100

INTERPRETATION:The above table shows that 40-60% of respondents tells that 47% of employees are
aware about the procedures and 20-40% of respondents tells that 29% of employees are
aware about the procedures and 60-80% of respondents tells that 22% 0f employees are
aware about the procedures and 80 & above of respondents tells that 2% of employees are
aware about the procedures.
CHART NO :-3.15
THE CHART SHOWS THE USAGE OF CONFLICT PROCEDURES AMONG THE
EMPLOYEES.

PROCEDURE USAGE

PERCENTAGE

100
90
80
70
60
50
40
30
20
10
0
20 - 40 %

40 - 60 %

60 - 80 %

USAGE OF PROCEDURES

28

80 & ABOVE

TABLE NO:-3.16

THE TABLE SHOWS THE AVAILABILITY OF RESOURCES TO DEAL WITH

CONFLICT.
AVAILABILITY OF
RESOURCES

RESPONDENTS

YES
NO

TOTAL

PERCENTAGE
70
30

70
30

100

100

INTERPRETATION:The above table shows that 70% of respondents agrees that organisation have enough
resources to deal with conflict but 30% of respondents disagrees with the statement.

CHART NO:-3.16
THE CHART SHOWS THE AVAILABILITY OF RESOURCES TO DEAL WITH
CONFLICT.

AVAILABILITY OF RESOURCES
80
70
60
50
PERCENTAGE

40
30
20
10
0
YES

NO

AVAILABILITY OF RESOURCES

29

TABLE NO:-3.17

THE TABLE SHOWS THAT WHETHER THE CONFLICT IS GOOD OR BAD

WEATHER CONFLICT IS BAD

AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENT
17
48
29
6
100

PERCENTAGE
17
48
29
6
100

INTERPRETATION:The above table shows that 48% of respondents disagree with the statement that conflict is
always bad and 29% of respondent strongly agrees that conflict is always bad and 17% of respondents
agrees that conflict is always bad 6% of respondents agrees that conflict is always bad .
CHART NO:-3.17
THE CHART SHOWS THE PERCENTAGE WHETHER THE CONFLICT IS BAD.

ANALYSING WHETHER CONFLICT IS BAD

CONFLICT IS BAD

30

D
IS
AG
RE
E
ST
RO
N

G
LY

AG
RE
E
G
LY
ST
RO
N

D
IS
AG
RE
E

AG
RE
E

100
90
80
70
60
50
40
30
20
10
PERCENTAGE
0

TABLE NO:-3.18

THE TABLE SHOWS THE EFFECT OF CONFLICT ON ORGANISATION.

EFFECT ON ORGANISATION
20 - 40 %
40 - 60 %
60 - 80 %
80 & ABOVE
TOTAL

RESPONDENT

PERCENTAGE
14
36
37
13
100

14
36
37
13
100

INTERPRETATION:The above table shows that 60-80% of respondents says that 37% of organisation is affected
by conflict and 40-60% of respondents says that 36% of organisation is affected by conflict and 2040% of respondents says that 14% of organisation is affected by conflict and 80& above of
respondents says that 13% of organisation is affected by conflict.

CHART NO:-3.18
THE CHART SHOWS THE EFFECT OF CONFLICT ON ORGANISATION.

CONFLICTS EFFECT ON ORGANIZATION

100
80
60
PERCENTAGE

40
20
0
20 - 40 %

40 - 60 %

60 - 80 %

EFFECT ON ORGANISATION

31

80 & ABOVE

TABLE NO:3.19

THE TABLE SHOWS THE REASON DUE TO WHICH CONFLICT ARISES.

CONFLICT ARISES
MORE EXPECTATIONS
DIFFERENT KNOWLEDGE
POOR COMMUNICATION
ANY OTHER REASONS
TOTAL

RESPONDANCE

PERCENTAGE

26
31
30
13
100

26
31
30
13
100

INTERPRETATION:
The above table shows that 31% of respondents assumes that different knowledge as the
reason for arisel of conflict and 13% of respondents says other reason are also a reason for
conflict arisel and 26% of respondents agrees more expectations as the reason and 30% of
respondents agrees poor communication as a reason.
CHART NO : 3.19
THE CHART SHOWS THE REASONS DUE TO WHICH CONFLICT ARISES

REASONS OF CONFLICT ARISAL

CONFLICT ARISES

32

RE
AS
O
N

IC
AT
IO
N
AN

O
TH
ER

PO
O
R

CO
M
M
U

KN

S
D
IF
FE
RE
N

EX
PE
CT
AT
IO
N
M
O
RE

PERCENTAGE

O
W
LE
D
G
E

100
90
80
70
60
50
40
30
20
10
0

TABLE NO: 3.20

THE TABLE SHOWS WHAT ARE THE STRATEGIES USED TO RESOLVE THE CONFLICT.
STRATEGIES USED
DISCUSS OR DEBATE
OPEN COMMUNICATION
COMPROMISE
ROTATING RESPONSIBALITIES
TOTAL

RESPONDENTS

PERCENTAGE

30
48
5
17
100

30
48
5
17
100

INTERPRETATION:
The above table shows that 48% of respondent agrees that open communication as the best
strategy used to solve the conflict and 5% of respondents agrees compromise as the best strategy to
solve the conflict and 30% of respondents agrees as the reason and 17% of respondent agrees rotating
responsibilities as the reason.

CHART NO:3.20
THE CHART SHOWS THE STRATEGIES USED BY THE ORGANISATION TO SOLVE
THE CONFLICT.

STRATEGIES USED BY ORGANIZATION

D
IS
CU

SS

O
R

D
EB
AT
E

PERCENTAGE

CO
M
PR
O
M
IS
E

60
50
40
30
20
10
0

STRATEGIES USED

33

TABLE NO: 3.21

THE TABLE SHOWS WETHER THERE IS EXISISTENCE OF TRADE UNOIN IN THE

ORGANISATION.
TRADE UNION
YES
NO
TOTAL

RESPONDANCE
0
100
100

PERCENTAGE
0
100
100

INTERPRETATION:
The above table shows that there is no exisistance of trade union in the organisation

CHART NO: 3.21

THE CHART SHOWS THAT WEATHER THERE IS EXISTENCE OF TRADE
UNION IN THE ORGANISATION.

TRADE UNION
120
100
80
PERCENTAGE

60

PERCENTAGE

40
20
0
YES

NO

TRADE UNION

34

TABLE NO:3. 22

THE TABLE SHOWS THAT WEATHER THER IS A NEED FOR FORMATION OF TRADE
UNION OR NOT.
FORMATION OF TRADE
UNION
YES
NO
TOTAL

RESPONDENT
100
0
100

PERCENTAGE
100
0
100

INTERPRETATION:
The above table shows that there is a need of trade union in the organisation.

CHART NO: 3.22

THE CHART SHOWS THAT WEATHER THERE IS A NEED OF TRADE UNION IN THE
ORGANISATION OR NOT.

TRADE UNION FORMATION

120
100
80
PERCENTAGE

60
40
20
0
YES

NO

FORMATION OF TRADE UNION

35

TABLE NO: 3.23

THE CHART SHOWS THE EFFECT CAUSED BY CONFLICT ON THE EMPLOYEES.

EFFECT ON EMPLOYEE
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENT

PERCENTAGE
28
16
37
19
100

28
16
37
19
100

INTERPRETATION:
The above table shows that 37% of respondents strongly agrees that conflict affect their job
performance but 16% of respondents disagrees with the above statement but 28% of respondents
agrees with the statement and 19% of respondents strongly disagrees with the statement.

CHART NO: 3.23

THE TABLE SHOWS THE PERCENTAGE LEVEL OF EMPLOYEES AFFECTED BY THE
CONFLICT.

EFFECT ON EMPLOYEE

AG
RE
E
ST
RO
N

G
LY

AG
RE
E

PERCENTAGE

40
35
30
25
20
15
10
5
0

EFFECT ON EMPLOYEE

36

TABLE NO: 3.24

THE TABLE SHOWS THAT WEATHER COMPETITION IS A REASON FOR ARRISAL OF

CONFLICT OR NOT.
COMPETITION AS A
REASON
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESSPONDENT
22
37
39
2
100

PERCENTAGE
22
37
39
2
100

INTERPRETATION:
The above table shows that 39% of respondents strongly agrees with the reason that competition
also causes conflict but 2% of respondents strongly disagrees with the above statement and 37% of
respondents disagrees with the statement and 22% of respondents agrees with the statement.

CHART NO: 3.24

THE CHART SHOWS PERCENTAGE OF CONFLICT ARISED DUE TO COMPETITION.

COMPETITION AS A REASON OF CONFLICT

D
IS
AG
RE
E

AG
RE
E
ST
RO
N

G
LY

G
LY
ST
RO
N

D
IS
AG
RE
E

PERCENTAGE

AG
RE
E

45
40
35
30
25
20
15
10
5
0

COMPETITION AS A REASON

37

TABLE NO : 3.25

THE TABLE SHOWS THE REASONS DUE TO WHICH POOR COMMUNICATION ARISES.
REASONS OF POOR
COMMUNICATIONS
UNCLEAR GOALS
CULTURAL DIVERSITY
POOR LEADERSHIP
PERSONAL ISSUES
TOTAL

RESPONDENT
24
29
16
31
100

PERCENTAGE
24
29
16
31
100

INTERPRETATION:
The above table shows that 29% of respondents agrees cultural diversity as the reason for poor
communication but 16% of respondents agrees poor leadership as the reason for poor communication
24% of respondents agrees unclear goal as the reason of poor communication but 31% of respondents
agrees personal issues as the reason of poor communication.
CHART NO: 3. 25
THE CHART SHOWS THE PERCENTAGE OF REASONS THAT HIGHELY CAUSES POOR
COMUNICATION.

REASONS FOR POOR COMMUNICATION

ES
U
IS
S
AL
PE
RS
O
N

CU

LT
U

PO
O
R

RA
L

LE
AD
ER
SH
IP

D
IV
O
RS
IT
Y

G
OA
LS
CL
EA
R
N
U

PERCENTAGE

35
30
25
20
15
10
5
0

POOR COMMUNICATION REASONS

38

TABLE NO: 3.26

THE TABLE SHOWS WEATHER COMPANY POLICY IS THE REASON FOR CONFLICT
ARISEL OR NOT.
POLICY AS A REASON
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENT

PERCENTAGE
14
28
43
15
100

14
28
43
15
100

INTERPRETATION:
The above table shows that 43% of respondents strongly agrees company policy as the reason for
conflict but 15% of respondents strongly disagrees with the statement 28% of respondents disagrees
with the statement but 14% of respondents agrees with the statement.
CHART NO: 3.26
THE CHART SHOWS WEATHER COMPANY POLICY IS THE REASON FOR CONFLICT
ARISEL OR NOT.

POLICY AS A REASON

D
IS
AG
RE
E

AG
RE
E
ST
RO
N

G
LY

G
LY
ST
RO
N

D
IS
AG
RE
E

PERCENTAGE

AG
RE
E

50
40
30
20
10
0

POLICY AS A REASON

39

TABLE NO: 3.27

THE TABLE SHOWS THE OTHER REASONS DUE TO WHICH CONFLICT ARISES.

OTHER REASONS FOR

CONFLICT
LACK OF PLANNING
LACK OF RESOURCES
POOR STAFF SELECTION
LACK OF MOTIVATIONAL
PROGRAM
TOTAL

RESPONDENT
26
41
12

PERCENTAGE
26
41
12

21
100

21
100

INTERPRETATION:
The above table shows 41% of respondents agrees that lack of resources as reason for
arisel of conflict but 12% of respondents agrees poor communication as the reason for arisel
of conflict 26% of respondents agrees lack of planning as the reason for arisel of conflict and
21% of respondents agrees with the reason that lack of motivational program as the reason
for the arisel of conflict.
CHART NO: 3.27
THE CHART SHOWS THE OTHER REASONS DUE TO WHICH CONFLICT ARISES.

40

OTHER REASONS FOR CONFLICT

PO
O
R

LA
CK

ST
AF
F

O
F

PL
AN

IN

SE
LE
CT
IO
N

PERCENTAGE

45
40
35
30
25
20
15
10
5
0

OTHER REASONS FOR CONFLICT

TABLE NO: 3.28

THE TABLE SHOWS WEATHER PROPER CONFLICT RESOLUTION LEAD TO INCREASE IN

THE PRODUCTIVITY OR NOT.
INCREASE IN PRODUCTIVITY
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENT

PERCENTAGE
33
29
28
10
100

33
29
28
10
100

INTERPRETATION:
The above table shows that 33% of respondents agrees that proper conflict resolution leads to
increase in productivity but 10% of respondents strongly disagrees with the statement and 29% of
respondents disagrees the statement and 28% of respondents strongly agrees the statement.

CHART NO: 3.28

THE CHART SHOWS WEATHER PROPER CONFLICT RESOLUTION LEADS TO INCREASE
IN PRODUCTIVITY OR NOT.

41

INCREASE IN PRODUCTIVITY

D
IS
AG
RE
E
ST
RO
N

G
LY

AG
RE
E
ST
RO
N

G
LY

D
IS
AG
RE
E

PERCENTAGE

AG
RE
E

35
30
25
20
15
10
5
0

INCREASE IN PRODUCTIVITY

TABLE NO: 3.29

THE TABLE SHOWS WEATHER THE COMPANY SHOULD BE CAREFULL IN FUTURE

PROBLEMS RELATED TO CONFLICT.

PROBLEMS IN FUTURE
AGREE
DISAGREE
STRONGLY AGREE
STRONGLY DISAGREE
TOTAL

RESPONDENT

PERCENTAGE
30
0
70
0
100

20
0
70
0
100

INTERPRETATION:
The above table shows that 70% of respondents agrees that company should look over the problems
related to conflict in future and 0% of respondents disagrees with the statement.

CHART NO: 3.29

THE CHART SHOWS THAT WEATHER THE COMPANY NEEDS TO BE CONCIOUS ABOUT
THE FUTURE PROBLEMS RELATED TO CONFLICT OR NOT.

42

PROBLEMS IN FUTURE

PROBLEMS IN FUTURE

43

ST
RO
N

G
LY

D
IS
AG
RE
E

AG
RE
E
ST
RO
N
G
LY

D
IS
AG
RE
E

PERCENTAGE

AG
RE
E

80
70
60
50
40
30
20
10
0

4.1 FINDINGS
From this we have found out that 71% of the respondents belongs to 20-30 years of age

level.
From this we have found out that 71% of the respondents are male employees.
From this we have found out that 62% of the respondents are single.
From this we have found out that 53% of the respondents earning 20,000-30,000.
From this we have found out that 45% of the respondents have 1-5 year length of service.
From this we have found out that 60% of the respondents rarely agree that the conflict is

valied for organisation.

From this we have found out that 51% of the respondents rarely agree that conflict
provide opportunity.
From this we have found out that 44% of the respondents agree that conflict affect their
job performance.
From this we have found out that 47% of the respondents agree that feedback is helpful in
resolving the conflict.
From this we have found out that 36% of the conflict arise among all level of employees.
From this we have found out that 76% of the respondents agree that the feedback is
correct method which help in solving conflict.
64% of the respondents have knowledge of proceedings.
From this we have found out that 70% of the respondents agree that procedures are
helpful.
From this we have found out that 47% of the respondents are aware of procedures.
From this we have found out that70% of the respondents agree that organisation have
enough resources
From this we have found out that 48% of the respondents disagree that conflict is always
bad.
From this we have found out that 37% of the respondents agree that 60-80% of
organisation is affected by conflict.
From this we have found out that 48% of the respondents agree that open communication
is the best strategy.
100% of the respondents agree that there is no trade union in the organisation.
100% of the respondents agree that they need formation of trade union in their
organisation.
From this we have found out that 37% of the respondent agrees that conflict affect their
job
From this we have found out that 39% of the respondent agrees competation also causes
conflict.

44

 From this we have found out that 29% of respondents agree cultural diversity as a reason
of conflict
From this we have found out that 43% of the respondents agree company policy as the
reason of conflict
From this we have found out that 41% of respondent agree that lack of resources is also a
reason of conflict.
From this we have found out that 33% of respondents agrees that proper resolution of
conflict leads to increase in productivity.
From this we have found out that 70% of respondents agree that company should look
over the future problem raised by conflict.

4.2 SUGGESTION

Need trade union in the organisation.

Need proper channel of communication.
Need smooth full relationship among higher and lower level employees.
Need to demolish different mind-set in work place.
Need proper facility and resources in organisation.
45

Policy should be easy to understand.

Need co-ordination between employees.
Need to frame proper goal and objectives.
They should maintain the proper control among the employees during the working
hours.

4.3 CONCLUSION
There are many drawbacks which organisation should over come to have smooth-full
productivity and environment. So company should take necessary measures (like to form
trade union) so that there can be a proper team to solve the conflict and overcome from their
drawbacks and make them as their strength.

46

47

ANNEXURE
A STUDY ON CONFLICT MANAGEMENT FOR EFFECTIVE PERFORMANCE IN
GOWTHAM ENGINEERING AND CO WITH SPECIAL REFERANCE TO
COIMBATORE CITY

1)

NAME

2)

AGE

: A) 20-30 B) 30-40 C) 40-50 D) 50-Above.

3)

GENDER

: A) Male ( ) B) Female ( ).

4)

EDUCATION

: A) SSLC B) HR.SEC C) UG D) PG.

5)

MARITAL

6)

STATUS

: A) Single. B) Married. C) Divorced.

INCOME

: A) 20,000- 30,000. B) 30,000- 40,000. C) 40,000-50,000.

D) 50,000-Above.

7)

LENGTH OF
SERVICE

: A) Below 1 year B) Between 1&5 year

C) Between 5&10 year D) Above 10 year.

8) Is conflict valued for your organisation?

A) Agree. B) Disagree. C) Strongly Agree. D) Strongly Disagree.
9) Do conflict provides an opportunity for change ?
A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree .
10) Conflict affects the job performance of employees.
A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree .
11) The feedback about conflict help in resolution of conflict .
A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree

48

12) In which level of the management the conflict occurs in the organisation.
A) Top level . B) Middle level . C) Lower level . D) All level .
13) Do the employees know the procedures available in management.
A) Yes. B) No.
14) Does the organization have the resources (time , money , & employee) to deal with
conflict .
A) Yes. B) No.
15) How many employees know how to use conflict resolving procedure ?
A) 20 - 40% B) 40 - 60% C) 60 - 80% D) 80 - 100%

16) Do conflict is always bad ?

A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree .
17) How much the conflict has its effect on the organization ?
A) 20 - 40% B) 40 - 60% C) 60 - 80% D) 80 - 100%
18) In your point of view in which situation conflict arises in the organisation.
A) Due to more expectations . B) Different Knowledge . C) Poor Communication.
D) If any other reason please specify.
19) Does the organization use strategies from these following .
A) Discuss or debate. B) Open communication . C) Compromise .
D) Rotating responsibilities.
20) Does the conflict affects the job performance of employees .
A)Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree .
21) Do u have a any trade union in your organisation .
A) Yes . B) No .
22) Do you think trade union should be formed so as to avoid the conflict in future period .
A) Yes . B) No .
23) Do you think that competition between the employees may also cause conflict in the
organisation.
A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree.

49

24) Weather policy framed by the organisation is also a main reason of arise of conflict in
the organisation.
A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree .

25) What is the reason for poor communication in the organisation ?

A) Unclear goals . B) Cultural diversity .

C) poor leadership .

D) Personal issues .

26) What are the other reason which causes conflict ?

A) Lack of planning . B) Lack of resources . C) Poor staff selection .
D) Lack of motivational programmes .

27) Does successful conflict management lead to increase the productivity of goods in the
organisation .
A) Agree . B) Disagree . C) Strongly agree . D) Strongly disagree .
28) What are the type of conflict models or procedures are available in your organization ?
A) Negotiation . B) Investigation . C) Feed back .
D) If any other please specify .

29) Do you think these above given procedures have played essential roll in resolution of
conflict in your organization .
A) Agree . B) Disagree . C) Strongly Agree . D) Strongly Disagree.
30) Do u want your organisation to be more conscious in conflict related problems in future
period.
A)Agree . B) Disagree .C) Strongly Agree . D) Strongly Disagree.
31) Any other suggestion please specify.

50

BIBLOGRAPHY

WEBSITE:

www.google.com
www.wikipedia.com

REFERANCE BOOK:

Principles of management Henery fajol

Secondary data

51