Chapter 1

1.1 INTRODUCTION

Industrial Conflict is no one curse of a country. So every country has to alleviate its Industrial
Conflict. Bangladesh is a poor country. So we have to identify various ways of alleviating of
Industrial Conflict from Bangladesh. Industrial Conflict may be an effective way to alleviate
Industrial Conflict from Bangladesh. For this reason, I have chosen this subject. It is safe to
assert that in recent decades Industrial Conflict has been acclaimed as one of the most
effective tools for Industrial Conflict reduction.
In the euphoria surrounding Industrial Conflict, policy-makers in the government, NGOs and
other development agencies often ignore the limitations of Industrial Conflict in offering a
comprehensive and sustainable solution to the complex and dynamic problem of Industrial
Conflict. Industrial Conflict is acute in Bangladesh and the human well-being scenario is
equally discouraging. According to the recent estimate about 10.6 million people live below
Industrial Conflict line, more than 37% of the male and 28% of the female from the age
group six and above could not access education, or 66 out of 1000 infants embraced death
each year The situation of the rural area is even worse. But, it is not the last word. There is
also the light of hope. It will be found in the initiatives undertaken by the different
organizations to impact on Industrial Conflict and the improvement of human well-being.
Now, the question is how successful are the different programs? The question is a crucial
one. Certainly there is success but is it enough to lift the millions out of the Industrial
Conflict trap? Or the success is partial and inadequate compared to the magnitude of the
problem? Has it really been able to deliver on its promise of Industrial Conflict reduction and
economic growth in a sustained way?

Though large numbers of investment institutions have been established all over the world,
Industrial Conflictprogram spreads in Asia.

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 1.2 Objectives

By the end of this session, it is envisaged you will -

 be aware of the main perspectives on industrial action, namely the pluralist and
radical;
 understand various explanations for industrial disputes;
 be able to interpret recent historical trends in strike activity in the organization
 be able to apply explanations for industrial conflict to contemporary situations.

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 1.3 Methodologies

Proponents of conflict methodology have recently asserted that consensus methodologies are
ineffective in the study of elite-controlled, large-scale organizations. They have proposed utilization of
a variety of techniques which place researchers in a condition of hostile contrast to subject
organizations. The purpose of this paper is to introduce and assess the conflict methodology position.
It, therefore, identifies the organizational subjects of conflict research, examines the assertion that
consensus methodologies are ineffective in the study of elite-controlled, large-scale organizations, and
provides a definition of conflict methodology. The paper concludes by assessing the implications,
problems, and possible contributions of conflict methodology.

Conflict of method:

Collaborating:
A combination of being assertive and cooperative, those who collaborate attempt to work
with others to identify a solution that fully satisfies everyone's concerns.

Competing:
Competing is a style in which one's own needs are advocated over the needs of others. It
relies on an aggressive style of communication, low regard for future relationships, and the
exercise of coercive power.

Avoiding:
Being conflict avoidant means exactly that: being afraid of possible disagreements at all
costs. Aside from our work life, avoiding conflict can manifest in our romantic relationships,
friendships, and even family dynamics.

Accommodating:
Accommodating is a strategy where one party gives in to the wishes or demands of another.
They're being cooperative but not assertive. This may appear to be a gracious way to give in
when one figures out s/he has been wrong about an argument.

Compromising: Compromising is an essential tool, as it is used to ensure a peaceful

environment; this is seen as the give and take necessary to create a balanced situation to end a
disagreement. It can help smooth over conflicts in a variety of situations and settings.
Compromise will promote collaboration between people.

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 1.4 Scope

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 behaviour patterns that people bring to a conflict.

Is there any scope of conflict give any two reasons?

Answer: There are five main causes of conflict: information conflicts, values conflicts, interest
conflicts, relationship conflicts, and structural conflicts. Information conflicts arise when people have
different or insufficient information, or disagree over what data is relevant. Hope this helps you

What are the key concepts of conflict?

Central tenets of conflict theory are the concepts of social inequality, the division of resources, and the
conflicts that exist among different socioeconomic classes. The central tenets of conflict theory can
explain many types of societal conflicts throughout history.

4 types of conflicts?
The opposing force created, the conflict within the story generally comes in four basic types:
1. Conflict with the self,
2. Conflict with others,
3. Conflict with the environment
4. Conflict with the supernatural.
Conflict with the self, the internal battle a lead character has within, is often the most powerful.

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 1.5 Limitation of the report

One major disadvantage to developing a conflict management strategy is that it can take significant
time to do so. Being proactive requires planning and practice, both of which can take away from your
ability to be productive in other areas of your life. Increased stress and anxiety among individuals,
which decreases productivity and satisfaction. Feelings of being defeated and demeaned, which lowers
individuals' morale and may increase turnover. A climate of mistrust, which hinders the teamwork and
cooperation necessary to get work done.

sources of conflict?
a) Lack of role clarification. Conflict can emerge when it is unclear who is responsible for what
task or what part of a project. ...
b) Poor processes. ...
c) Communication problems. ...
d) Lack of performance standards. ...
e) Lack of resources. ...
f) Unreasonable time constraints.

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 Chapter 02

2.1 Definition Conflict

A conflict is a struggle and a clash of interest, opinion, or even principles. Conflict will always be
found in society; as the basis of conflict may vary to be personal, racial, class, caste, political and
international. Conflict may also be emotional, intellectual, and theoretical, in which case academic
recognition may, or may not be, a significant motive. Intellectual conflict is a subclass of cultural
conflict, [1] a conflict that tends to grow over time due to different cultural values and beliefs.

Conflict in a group often follows a specific course. Routine group interaction is first disrupted by an
initial conflict within the group, often caused by internal differences of opinion, disagreements between
its members, or scarcity of resources available to the group. At this point, the group is no longer united,
and may split into coalitions. This period of conflict escalation in some cases gives way to a conflict
resolution stage, after which the group can eventually return to routine group interaction or split.

M. Afzalur, a professor at Western Kentucky University, [2] notes there is no single universally
accepted definition of conflict. [3] He notes that one issue of contention is whether the conflict is a
situation or a type of behaviour.[4]

Citing a review of definitions of organizational conflicts in 1990 by Robert A. Baron, [5] Afzalur notes
that all definitions of conflict include known opposing interests and the process of trying to stop the
opposing view or views. Building on that, the proposed definition of conflict by Afzalur is "an
interactive process manifested in incompatibility, disagreement or dissonance within or between social
entities." Afzalur also notes that a conflict may be limited to one individual, who is conflicted within
himself (the intrapersonal conflict). Afzalur lists some manifestations of conflict behavior, starting with
disagreement followed by verbal abuse and interference

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2.2Industrial Conflict

1. W.F. Glueck- “Conflict is said to exist between tow and more individuals of work
group when they disagree on a significant issue/ issues and clash over the issue.
2. J. W. Newstrom-“Conflicts are regarded as a legatine force that creates tension, lower
productivity and disrupts employee relationships.

industrial conflict A term which refers to all expressions of dissatisfaction within the
employment relationship, especially those pertaining to the employment contract, and the
effort bargain. The many different kinds of industrial conflict may be divided into two broad
classes—informal and formal.

Informal industrial conflict is so labelled because it is not based on any systematic

organization, results directly from a sense of grievance, and supposedly is wholly expressive
in nature. Many forms of industrial sabotage which appear irrational would constitute
industrial conflict in this sense, as would purely individualized and even unconscious forms
of protest, including absenteeism, frequent job-changing, negligence, and even accidents at
work. Industrial sociologists have also regarded spontaneous walk-outs and strikes as
examples of informal industrial conflict, as well as the constant opposition to management
expressed in workgroup norms regulating output, restrictive practices, secrecy, or other
guarded treatment of superiors. The idea of informal industrial conflict thus draws attention
to the roots of behaviour which may appear incomprehensible from the point of view of
management. Used too widely, however, it loses its vigour.Formal industrial conflict is
reserved for organized expressions of conflict articulated through a trade-union or other
worker representative. Its supposed purpose is strategic or instrumental rather than (or as well
as) expressive and may often involve workers who, by themselves, have no feelings or
personal involvement regarding the issues at stake in the dispute. Its characteristic form is the
organized strike: that is, a withdrawal of labour such as to constitute a temporary breach of
contract, using the collective strength of the workforce to avoid sanctions and achieve
adjustments to pay or conditions of work. Strikes may be reinforced by other types of formal
sanction such as the go-slow and work to rule. They may be confined to those directly
affected or may take the form of sympathy strikes by workers in related jobs and industries.

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Strikes are deemed to be official if they have been called at the behest of the union leadership
and in accordance with the law and with procedural collective-bargaining agreements. The
term unofficial or ‘wildcat’ is applied to strikes waged through unrecognized leaders such as
shop stewards, or by a non-recognized union, or in some other way which breaches
established collective-bargaining laws and procedures. Obviously, there is not a clear
distinction in practice between wildcat strikes and some of the more collective forms of
unofficial conflict.

At one time there was much debate in industrial sociology about the term strike-proneness—
epitomizing the search for structural causes of industrial conflict. Attempts were made to link
patterns of strike activity with industry type, with the degree of isolation and class
homogeneity of the work community, with the use of mass-production technologies, the
bureaucratization of management, and the structuring of work groups. Though weak
correlations have been found with some of these factors, the frequency and incidence of
strikes and similar forms of unrest is so erratic that plenty of discrepant occurrences could be
found. Economists have had some success linking long-term strike patterns to economic
indicators but they, like other investigators in this mould, are hampered by the varying quality
and scope of national and international strike statistics. The conclusions tend therefore to be
pitched at a highly general level. A fundamental objection to such structural explanations is
that the more overt forms of industrial conflict have to be socially organized as well as
provoked. Hence, explanations of them have to bear in mind the strategic considerations
perceived by workers and their leaders, as well as the meaning of industrial action, which can
(and clearly does) vary greatly between industrial relations cultures. It is said, for example,
that the wearing of red hats during work is as serious an expression of dissent in the Japanese
context as a protracted strike is in the British.

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 2.3 Manifestations of Conflict:
It has tow main dimensions-
 Manifestation of organized group conflict
 Manifestation of unorganized group conflict.

Early Warning Signs of Conflict

1. Body language. How peoples’ facial expressions of frustration and body language reveal
how they are really feeling.

2. Behavioural changes. People withdrawing, not inputting or remaining silent when this is
out of character.

3. Cliques developing.

4. Strange comments made. Comments that puzzle you until you finally catch on and then it
all makes sense.

5. The words people choose. These become more and more emotive as the conflict deepens.

6. People taking sides or ganging up in the office, factory floor or in meetings.

7. Sickness levels start to creep up.

8. The discretionary input that people once showed disappears and people go home on the
dot.

9. Negative feedback in staff surveys.

10. A lack of tolerance.

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2.4 Organized group conflict

 Manifestations of Unions Manifestation of Management

Non cooperation  Unwillingness to negotiate
 Arguments Termination
 Hostility Demotion
 Stresses 2 Tension Lay- off
 Unwilling to negotiate Lockouts
 Resentment
 Absenteeism
 Work to rule
 Demonstration/ Gherao
 Loss of production
 Strikes.

2.5 Unorganized group conflict

Workers Management
 Unorganized withholding of efforts Autocratic sup
 Intentional waste 2 inefficiency over strict discipline
Labor turnover Penalties
 Absenteeism Unnecessary firing
 Instances of breaking of rules Demotion
 Strikes Layoffs
 Lockouts

Source: Dabin 2 Ross.

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 Chapter 3

3.1 Functions of Facilitator in conflict Resolution

1. Building Anticipation:
First task of the facilitator is to building anticipation.
2. Controlling Discussions:
Facilitator controls the discussions.
3. Reversing antagonistic roles:
The roles that work against the interest of employees or that create conflict should be
reversed to make the procedure easier and to resolve the conflict smoothly and in a friendly
atmosphere.
4. Relieving tension:
Facilitators another task is to relieve tension to create a conducive atmosphere in the
resolution procedure.
5. Transmitting information:
Facilitator has to transmit information to the concerned parties to get their response and
to inform them about the matter in details. This will help the facilitator to resolve the conflict
in an effective manner and in way that is more constructive.
6. Formulating proposals:
Here the facilitator formulate proposals- how the conflict will be resolved, which
procedure will be followed to resolve the conflict. Supplementary activities:
 Differentiating objectives & functions:
First proposal will include the basic objectives of the facilitator and the procedure to be
followed to resolve conflict. At the same time functions of facilitator is also determined in the
proposals that will be carried out in resolving the conflict.
 Preparing ground rules:
In which legal sense the problem will be treated and solved will have to be incorporated
in the proposal.

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  Determining sequence of speech:
What will be the steps that will be followed to resolve the conflict is to be mentioned in
the proposal to give a clear idea about the resolving procedure.
 Participation:
The parties to be participated in the resolving procedure is also determined and prescribed
in the proposal in a comprehensive manner.
Independence among groups:
The groups involved in conflict will have to be given enough independence so that they
can express their feelings and statements without any fear because any fear can interrupt on
the way to the proper disclosure of information that may be helpful in resolving the conflict.
 Avoiding evaluation :
Facilitator has to keep himself in a far distance from evaluating the concerned people.
 Finding method for removing disintegration:
Facilitator finds the method that removes the disintegration so that no business works in
resolving procedure.
 Making the procedure understandable to everybody:
The proposal should be designed in such a way that it can be understandable to everybody
involved and concerned in conflict. No vogue word, symbol or statement should be used to
avoid ambiguity in meaning regarding the conflict handing techniques and procedures.
 Follow up of solutions:
Observe the solutions when it is implemented to its effectiveness in resolving the conflict. It
helps the facilitator to identify the lacking or drawbacks in the procedure and give the
opportunity to make improvement and correction.

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3.2Nature of Industrial Conflict in Bangladesh:
1.Lack of tolerance:Any late or delay in decision-making or implementation of any policy
may lead to conflict because employees may not intended to accept any delay. In those
situation, where employees does not show any tolerance in stead they become anger and go
for movement can create serious conflict. Example may be the plan of designing wage or
salary structure, facilities in workplace etc when claimed if not fulfilled instantly employees
may go for movement, which leads to a conflict between management and employees.
1.Unfair management: If the management is autocratic and do not treat employees favorably
in terms of salary, facilities etc these will give rise conflict between management and
employees. At the same time if management go for some unfair treatment in transfer,
promotion that may also lead to conflict between management and employees.
3.Lack of Commitment: If commitment of employees towards organization is not so strong,
employees will do not feel themselves as citizens of the organization that can also work as a
means of conflict even for a very negligible reason.

4.Corruption: Corruption is a considerable factor that creates conflict within the

organization. Reasons for which corruption works as a supporting tool of conflict are-

Self-interest is given priority,

 Group collision- group that enjoy benefit of corruption and the group of the
deprived may create conflict between them,
 Class difference- A higher class with huge opportunity in the organization and
lower class those are deprived from common facilities of the organization.
5.Unfair Disciplinary action:If management is, biased verdict will be given in favor of those
who are submissive to management. For this reason some people are deprived from
promotion, salary increase etc which instigate the deprived employees to protest and to go
movement to fulfill their needs and requirement. All these lead to a conflict between
employees and management and sometimes between employees and employees.
6.Lack of clear policies: If the policies of the organization are vogue and create
misunderstanding between or among employees, it will lead to a conflict. Because if the

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expectation of the organization and the performance or achievement of employees do not
evaluated accordingly that if management criticizes employees for lower productivity and
employees criticizes the guideline given by the management this tow dimensional opinion
leads to a conflict.

7.Non- implementing policies: Any policy recommended by employees for implementing

some demands remains unimplemented, employees may feel deprived and it can lead to
conflict between management and employees.

8.Lack of Accountability: If employees are not sincere about their responsibilities and if the
accountability of both management situations can increase dishonesty, insincerity and
absolution, which will, ultimately leads to conflict between management and employees.
9.Political difference :If management and employees are submissive to different political
beliefs then such difference can lead to conflict because there ids less possibility that they
will reach to settlement in any matter due to different view, beliefs which ultimately lead to
conflict between management authority and employee groups.
10.Unethical practice: Unethical practice like business to some employees for promotion,
transfer, salary increment etc may create dissatisfaction in the mind of other employees and
sometimes it can lead to conflict between management and employees.

11.Lack of corporate social responsibility: Organization needs to take part in some

activities in addition to its general activities like building Creech for the children of
employees, house and recreation centre for employees, and health and insurance facility to
the employees. If not all these activities are done by the organization, these will increase the
dissatisfaction among employees, which ultimately lead to conflict.

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12.Political instability:
Political instability in the country can also instigate conflict inside the organization because
of liaison of employees specially the trade union leaders or employee leaders with the
political leaders for their high ambition and personal interest. Because political instability
helps the leaders to bring outside problem to inside the organization which ultimately leads to
a conflict.
High ambition:
If the expectation of the employees is so high and they are, highly ambitious then this can
lead to conflict between management and employees in case their demands are not fulfilled.
13.Unfair support of politicians:
Sometimes political support gives unfair support to the management or to the employee
representative for their self-motives. When one party is given support another party does not
take it easily, take it as conspiracy against them, which lead to a conflict.

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3.3 Government’s role in Conflict Resolution:

Government is not sincere:

Sometimes government either avoids the consequence or arrival of conflict or tries to ignore
by slowing any reason, which shows the insincerity of the government. Government does this
to remain above criticism and to get praise from different sources.
Government is helpless:
Sometimes situation become so difficult when government cannot play role in resolving such
a conflict due to the dependence of government on any of the group involved in conflict or
government has no legal authority to apply force for resolving conflict.
Government does not feel:
Sometimes government can take conflict as a usual matter and a very common one. In those
situations government take no initiative even after having legal authority and power because
of their less anxiety regarding the matter.
Government instigates conflict: Government instigates conflict for many reasons-
To get support from the parties involved in conflict
 To show compromising attitude towards the parties to take part in conflict
 To remain above criticism.

Government officials take benefits from leadership:

Sometimes government officials takes benefit from the employee representatives or trade
unions and remain biased regarding the matter. Ignore any bad consequences of conflict as
they are given incentives from the leaders.
Social leaders take benefits from Trade Union:
Social leaders who can resolve conflict may remain silent by taking some benefits from the
trade union. Sometimes social leaders support the trade union and take part in the conflict
along with the trade union leaders to make the conflict a success in exchange of incentives
from the trade union.
Political leaders take benefits from Trade Union/ Management:

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Political leaders may take benefit from T.U or management which works as an obstruction on
the way to the conflict resolution procedure. Because political leaders give support to the
party which instigates conflict. Such misappropriation by unethical practices in the industry
or company.
Law is not effective:
Law of the country may not be effective enough to convict or to punish the accused.
Because there are many drawbacks in laws which give the accused a way out to remain free
of punishment and to avoid legal action.
There is no binding of law:
No applications of law in the country also show the lacking of government in terms
of legal action involved in conflict.

3.4 Trade Union Roles in Conflict Resolution

T. U are reckless
1. lack of commitment
2. Absence of Accountability
3. Lawlessness
4. Minimum wages etc
5. Minimum welfare facilities
6. Minimum benefits
7. Minimum safety standards
8. Insufficient service
9. Non- Cooperation
10. Domination of some outsiders
11. Instigation from outside T.U
12. ILO inactiveness
13. Relation with politicians
14. Weapon of politicians
15. Lack of patriotism
16. Lack of training & on conflict management

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3.5 Industrial conflict of Rayon Garments:
1. Management is very strict but sincere:
Strict and sincere approach and practice within the organization has allowed the private
sector to keep the level of industrial conflict as minimum as possible. The strict attitude of
management refrain employees to go for strike and movement in fear of losing jobs. At the
same time, management is very sincere regarding the matter, which it should initiate to keep
the organization free of internal conflict.
2. Management is very unkind but efficient:
The attitude of the management in private sector is unkind in a sense that it does not
allow any conflict in the organization. Besides the management is efficient enough to handle
conflict and issues relating to conflict. At the same time, management is well trained to face
any difficulty or conflict in case any conflict arises. Management is very strict in getting
things done efficiently with necessary support that hinder arrival of conflict in the
organization.
Absence of conflict management rules:
No rule is available in the private sector relating to conflict management because they do
not expect to have conflict in the organization that is why no management rule is required to
set up in the organization.
No pressure for conflict management roles:
As conflict is not expected and no management team is available, no pressure from
outside either from political or social leaders to establish conflict management rules.
3. No T. Unionism:
No T. Unionism is allowed in the private sector, which has given the private sector
organizations the advantage to keep the organization free from conflict. Private sector
organization provides ass necessary support to the employees including working condition,
health and safety facility etc that motivate employees and refrain from going for movement or
creating a conflict.
4. Employees get good pays & wages:
The salary structure of the organization in the private sector is standard enough to satisfy
employees by fulfilling their basic needs, which discourage them to go for creating conflict in
the organization. As organization gives the employees all facilities, no need from the
employees to go for movement.

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 5. Sincerity in upheld:
Sincerity of employees is praised and is counted as a parameter for promotion purpose.
It encourages employees to work with sincerity for improving own position and all these
things increases the loyalty level of employees towards the organization that help
organization to remain free of conflict.
6. Insincerity has no place/ value:
The insincere attitude of employees are ignored or faced strictly which create fear in
mind of employees and they remain sincere and dedicated and not get involved in insincere
activities in fear of losing job and authority.
7. Less government interference:
The intervention of government is low in the private sector, which is also conducive for
the organization to remain free of external threat and pressure. At the same time, employees
do not go for creating any occurrence because they know that they will not get shelter and
support from the organization and these help the private sector organization to keep the
internal environment free of conflict.
8. Proper productivity target is there:
Employees in the private sector are given a specific target, which is to be achieved
within a particular period. This target keeps the employees in pressure to perform duties in
time. If anybody fails to achieve target may be deprived from promotion or salary increase,
which keeps the employees in mental pressure and discourage to go for doing such activities
that can hinder the achievement of target or can threaten his job or position. All these things
help private sector organization to remain free of conflict.
Need more hearing on conflict management:
Management does not entertain any unfair request, which can create discrimination in
terms of promotion, salary increase, improving working conditions, health and safety
measures etc. Such sincere approach of management increases the employee satisfaction and
reduces the dissatisfaction and deprivation, which ultimately play important role in keeping
the organization free of conflict.
9. Lack of job security/ severe employment crisis:
Private sector management is very strict. Therefore, employees suffer from anxiety that
any time they can lose their job if anything is done unacceptable to the organization. At the
same time, employees know that if they are terminated from the present job it may be

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difficult for them to get a new job as the unemployment rate is so high and recruitment is
irregular.

Industrial Conflict and political situation:

(1) Relationship is negative between conflict and political condition,
(2)Political support instigate industrial conflict,
(3) Political leaders use T.U leaders as weapon,
(4) Political aspiration of T.U leaders becomes severe,
(5) Political leaders do not want to mitigate problem,
(6) T.U asks political support for self-interest,
(7) Political leader’s attitude is not helpful for conflict resolution,
(8) T.U goes for political liaison for high ambition.

Industrial Conflict and social condition:

(1) Industrial conflict increases social unrest,
(2) Industrial conflict hinders the common progress of society,
(3) Society takes part in movement to fulfill requirement,
(4) Industrial Conflict increases conflict,
(5) High inflation increases conflict,
(6) High unemployment increases conflict,
(7) Low salary of employees increases conflict,
(8) Low living standard instigates conflict.

Industrial conflict and Industrial Ethics:

1. Negative relationship,
2. Ethical practice can mitigate conflict,
3. Ethical practice should be increased to create morality of employees strong,
4. Establish ethical practice to resolve conflict,
5. Industrial conflict is the result of unethical practice,
6. Treat employees equality,
7. Ensure honesty and sincerity,

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 8. Resolve problem in friendly manner,
Ensure proper facilities of health and safety issue.

Industrial conflict and corporate social Responsibility:

The following things can reduces conflict:
1. Better working environment ,
2. Proper health care facility,
3. Housing facility,
4. Build school, college etc for children of employees,
5. Establish Hospital, recreation centre,
6. Address environment pollution seriously,
Give priority to social development

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 Chapter 4

4.1 Causes of Industrial Conflict Rayon Garments

Economic causes:If the stakeholders of the industrial sectors (like labor. Management etc)
are affected economic penury then the interrelationship between or among the parties may
deteriorate. For example- if the employees cannot fulfill their basic needs with the economic
condition they posses, then they can try to ptrotest3 for fulfilling their economic and basic
demand that ultimately creates industrial conflict because sometimes government can fail to
intervene or the management may deny accepting the claims of the employees that integrate
industrial conflict.

Political causes: Political causes are one of the most important reasons that can create
industrial conflict. Several reasons are responsible for creating industrial conflict politically-
1. Instigation by political leaders,
2. High ambition of the trade Union leaders ,
3. Political liaison of the trade Union leader for attaining personal benefit.

Social causes: If the parties involved in the industrial activities are deprived or feel deprived
for anything or any measure taken by industrial leaders- Management or Government, then
they can protest or go for movement that creates industrial conflict.

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Technological causes: If any changes in technology affect the employees, they can go for
movement in fear that they may loose the job if such technology is introduced. For example-
if organization decides to go for introducing automation or any technological instrument that
need specialization or efficiency to handle but the present employees may fail to fulfill the
requirement, and then employees may protest such a change which can create industrial
conflict.
Psychological causes: If the intention of the employees is not to accept any change, on not to
comply any rule enacted either by the organization or by the government then the employees
will go for movement and will protest against the change that can create industrial conflict.
Market situation causes: If the market situation is tough enough for the employees to cope
with for high prices, high inflation, high living standard etc. These can stimulate employees
to go for movement to fulfill their needs. As a result any disagreement between the
employees and management lead to conflict.
Legal causes: If the salary or wages is not enough to fulfill the basic needs and to maintain a
comfortable life, then the employees will go for movement. And any disagreement by the
authority or any lack in implementation of law will lead to a serious conflict

4.2 Kinds of conflict

Interpersonal conflict: Conflict between tow person of a particular place or institution is

treated as interpersonal conflict. For example- the conflict between tow individuals of an
organization or a group is an interpersonal conflict.

Intergraph conflict: Conflict between the tow groups of an organization is known as inter
group conflict. Conflict between tow groups or units of an organization is the example of
inter group conflict.
Intra group conflict: Conflict between or among the members of a particular group is called
intra group conflict. This kind of conflict may exist for the purpose of authority, leadership,
resource allocation or use equipment; promotion etc.

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4.3 Positive impact of conflict
High impression: Conflict brings new impression in the mind of employees and
management and brings about a change in the organizations environment. This leads to a new
arrival as things come in the concern of the organization.
New Outlook: Conflict helps to find out existing problems of the organization and help the
organization to add some new changes that can be conducive for the improvement of
activities of the organization and its resources including the Human Resources.
1.Prompt solution: Any conflict within the organization require the organization to take
prompt initiative for solving the conflict because any late in decision making can have a
negative impact on organizational activities or any loss that may incur for the existence of the
conflict. So it helps organization to become efficient in giving quick solution.

2.Clear explanation:When any conflict arises, it needs a clear explanation to know the
reasons of conflict, nature of the conflict and these details explanation help organization to
identify the lacking or weakness of the organization and give an opportunity to the
organization to improve its internal decoration or policy with necessary changes.
3.Creativity:When any conflict, arise suggestion, opinion, recommendation or decision is
needed to take from different units of the organization, which allow or help the employees to
explore their creativity because any solution needed is not easy to find out. Therefore, any
suggestion if asked from the employees, helps the organization to know the creativity level of
the employees.

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4.4 Negative impact of Conflict of Rayon Garment:

1.Feeling of defeat:Conflict creates deprivation in the mind of employees as they remain in

fear that they may be defeated to others in terms of authority or power. This feeling may
affect the level of performance of employees, reduce morale, and increase dissatisfaction that
ultimately affect the productivity of the organization.

Distance:Conflict creates distance between or among employees that deteriorates the

relationship among them and create a chaotic condition within group or within organization.
2.Lack of confidence: Conflict induces lack of confidence among the employees that can
reduce their morale and dissatisfaction may uplift.

3.Labor turnover: Conflict increases labor turnover of the organization as the employees
may have the organization either to avoid conflict or to retain authority and status. That’s
why the more will be the labor turnover as the employees will not be able to adapt themselves
with such a conflicting situation.

4.Problem making attitude:Conflict gives raises the problem-making attitude on employees

and they try to do the same tasks repeatedly to hold power or to fulfill their own interests,
such negative approach leads to a long-term bad consequence of conflict and organization
faces lease less problem relating to conflict and the cost of conflict resolution reach to the
peak.

5. Change in intention: Conflict may stimulate change in intention of the employees. It

creates maunder standing in the mind of employees and interrupt the general flow of
performance.

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4.5 Managing Conflict of Rayon Garments

Avoidance: One of the ways management can face conflict is by avoiding conflict. That
means management is not interested to deal with conflict or if any conflict arises a negligible
importance is given to handle such conflict and no special step is taken to resolve such a
conflict.
Smoothing: Another way conflict can be managed is by creating smooth environment in the
organization that protect arrival of conflict and minimizes the possibility of such a conflict to
occur. Organization can do it by providing necessary facilities within the organization that
reduces the dissatisfaction level of employees, which ultimately reduces the possibility of
conflict arrival.
Forcing: Management can apply force to resolve conflict. It means management can take
some negative approaches that can discourage employee to go for creating conflict. For
example- termination, salary cut, lay off etc can be helpful to reduce the level of conflict in
the organization.

Compromise: Management can Compromise through negotiation or agreement with the

employee or employee representative i.e. trade Union because agreement between
management and employee can keep the conflict level as minimum as possible.
Changing behavior: Management can manage conflict by changing behavior of employees.
This can be done by providing training to the employees on conflict and conflict resolution
technique because if employees can be trained well and they can be convinced about the
negative consequences of conflict that may have an effective influence on the behavior of
employees at the time it will be conducive for the organization to remain free of conflict in
the long run.
Problem solving: Management can reduce the conflict by taking initiative of problem
solving. That means management can avoid conflict by solving the problems instantly just
after its arrival because any delay in problem solving can create serious ambiguity or
misunderstanding among employees that’s why problem should be solved as early as
possible.
Structural change: Management can remove those structures that create conflict or leads to
conflict. Organization can reduce the organizational structure to reduce communication gap

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and ambiguity. So the structure of the organization should be changed or redesigned in such a
way that minimizes the possibility of conflict.

Accommodation: All necessary support, facilities in terms of resources, equipment should

be provided to the employees so that accommodation is smooth enough and reduce conflict.

Competition: The exercise of competition has to be introduced within the organization so

that employees always try to improve their own quality to proof supremacy and to get
promotion. That’s why different programs can be initiated that can increase competition. The
less will be level of conflict within the organization.

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 Chapter 05

5.1 Roles of several parties in Conflict Resolution:

Disputants or first parties differ in the directness of their involvement and the importance of
the outcome for them. Primary parties are those who oppose one another, are using fighting
behavior, and have a direct stake in the outcome of the conflict. Secondary parties have an
indirect stake in the outcome.

involved
A conflict situation exists when there are: at least two parties involved who are
interdependent, who are experiencing strong emotions, who seemingly hold incompatible
outcomes or beliefs, and at least one of the parties recognize the incompatibility and
perceives this to be problematic.

Conflict resolution can be defined as the informal or formal process that two or more parties
use to find a peaceful solution to their dispute.

A number of common cognitive and emotional traps, many of them unconscious, can
exacerbate conflict and contribute to the need for conflict resolution:

• Self-serving fairness interpretations: Rather than deciding what’s fair from a position of
neutrality, we interpret what would be most fair to us, then justify this preference on the bases
of fairness. For example, department heads are likely to each think they deserve the lion’s
share of the annual budget. Disagreements about what’s fairlead to clashes.

• Overconfidence: We tend to be overconfident in our judgments, a tendency that leads us to

unrealistic expectations. Disputants are likely to be overconfident about their odds of winning
a lawsuit, for instance, an error that can lead them to shun a negotiated settlement that would
save them time and money.

• Escalation of commitment: Whether negotiators are dealing with a labor strike, a merger,
or an argument with a colleague, they are likely to irrationally escalate their commitment to
their chosen course of action, long after it has proven useful. We desperately try to recoup our
past investments in a dispute (such as money spent on legal fees), failing to recognize that
such “sunk costs” should play no role in our decisions about the future.
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• Conflict avoidance: Because negative emotions cause us discomfort and distress, we may
try to tamp them down, hoping that our feelings will dissipate with time. In fact, conflict
tends to become more entrenched, and parties have a greater need for conflict resolution
when they avoid dealing with their strong emotions.

Given these and other pitfalls, how can you set up a constructive conflict resolution process
when dealing with conflict at work and other realms? Conflicts can be resolved in a variety of
ways, including negotiation, mediation, arbitration, and litigation.

• Negotiation: In conflict resolution, you can and should draw on the same principles of
collaborative negotiation that you use in dealmaking. For example, you should aim to explore
the interests underlying parties’ positions, such as a desire to resolve a dispute without
attracting negative publicity or to repair a damaged business relationship. In addition,
determine your best alternative to a negotiated agreement, or BATNA—what you will do if
you fail to reach an agreement, such as finding a new partner or filing a lawsuit. By
brainstorming options and looking for tradeoffs across issues, you may be able to negotiate a
satisfactory outcome to your dispute without the aid of outside parties.

• Mediation: In mediation, disputants enlist a trained, neutral third party to help them come
to a consensus. Rather than imposing a solution, a professional mediator encourages
disputants to explore the interests underlying their positions. Working with parties both
together and separately, mediators seek to help them discover a resolution that is sustainable,
voluntary, and nonbinding.

• Arbitration: In arbitration, which can resemble a court trial, a neutral third party serves as
a judge who makes decisions to end the dispute. The arbitrator listens to the arguments and
evidence presented by each side, then renders a binding and often confidential decision.
Although disputants typically cannot appeal an arbitrator’s decision, they can negotiate most
aspects of the arbitration process, including whether lawyers will be present and which
standards of evidence will be used.

• Litigation: In civil litigation, a defendant and a plaintiff face off before either a judge or a
judge and jury, who weigh the evidence litigation, which often ends in a negotiated
settlement during the pretrial period.

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In general, it makes sense to start off less-expensive, less-formal conflict resolution
procedures, such as negotiation and mediation, before making the larger commitments of
money and time that arbitration and litigation often demand. Conflict-resolution training can
further enhance your ability to negotiate satisfactory resolutions to your disputes.and make a
ruling.Information presented in hearings and trials usually enters the public record. Lawyers
typically dominate

5.2 Role of Social leaders in Conflict Resolution:

1. Make people understand about the impact of conflict

2. Creating awareness among people,

3. Establish employee rights ,

4. Describe management responsibility,

5. Improves relationship between employee and employer,

6. Help government implement laws,

7. Keep industrial activities above social problems,

8. Relate industrial activities to the society,

9. Increase social involvement of industry.

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5.3 Role of political leaders in Conflict Resolution:

(1) Relationship is negative between conflict and political condition,

(2)Political support instigate industrial conflict,

(3) Political leaders use T.U leaders as weapon,

(4) Political aspiration of T.U leaders becomes severe,

(5) Political leaders do not want to mitigate problem,

(6) T.U asks political support for self-interest,

(7) Political leader’s attitude is not helpful for conflict resolution,

(8) T.U goes for political liaison for high ambition.

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5.4 Role of Religious in Conflict Resolution:

1. Describe bad impact of conflict,

2. Consequence of conflict in society,

3. Defining conflict from religious point of view,

4. Providing suggestions to avoid conflict,

5. Giving guidelines to improve conflict resolution,

6. Prescribing conflict resolution procedure from religious viewpoint,

7. Explaining the religious guidelines to be followed for avoiding conflict,

8. Explain the relationship between employees and employer,

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 5.5 Findings

After explaining different aspect of Bangladesh RMG sector different issue is pointed
Out. The major issue related to this industry is present here.
The garment industry is by far the country's most important manufacturer, earning around $5
billion annually and accounting for about two thirds of all exports. Bangladesh has about
4,000 garment factories with up to 10 million livelihoods dependent on it directly or
indirectly. In 2019 it provided jobs for 2.2 million people, accounted for 10.5% of the
country's GDP, and contributed 40% of its manufacturing output. Exports have been growing
at an impressive rate in recent years. In 2019/07 alone, they increased by 18.2% to reach
US$9.6 billion, a record level for the fifth consecutive year. The contribution to GDP
increases at 13.25% in 2020. About 80 per cent of garment workers are women and the
current minimum wage is Tk. 1650.

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 5.6 Recommendation

The major strength for the garments sector of Bangladesh is the low labor charge, free
economy, infrastructural support, improved GSP, low energy price and so on. Major
weakness of this sector is lack of marketing tactics, small number of manufacturing method,
low acquiescence, fewer process units for textile and garments, risky working environment
etc. There are also some opportunities associated with threat that can be captured by the
sector to acquire more profit.
The major importer of RMG products are USA and Europe. But there is other country that
has a contribution to the total RMG export. The other countries are Belgium, Canada, France,
Germany, Netherlands and more.

The RMG industry not only propelled the growth of spinning, weaving, dyeing and finishing
industries, production of accessories and spare parts, but also rendered large externalities by
contributing to other economic activities in such areas as banking, insurance, real estate,
packaging, hotels and tourism, recycling, consumer goods utility services and transportation.
RMG sector has overwhelmingly high backward linkage with textile sector providing fabrics,
yarn and other ancillaries. It has important backward linkage with utilities such as electricity,
gas, and machinery and spare parts supplying.

The basic problem of the ordinary workers and labor movement in garments sector are low
scope of operation, non-recognition of legally registered unions at the factory level, long
working hours and practically no weekly holiday that left hardly anytime for workers to
participate union activities, non-compliance of existing labor laws, high occupational
accidents etc. On the other hand, creation of yellow trade unions by
the garments owners, imposition of self-made code of conduct, apathy to active social
dialogue made ordinary workers and trade unions more vulnerable.
80% of garments workers are women. In the early stage they could be paid much less than
men with equivalent skills and be treated as a largely informal workforce to whom employers
had no obligation aside from paying their wages. Today, things are beginning to change.
Female education has gone up steadily; there has been widespread dissemination of ideas
about women's rights through non-governmental organizations (NGOs), state
pronouncements and the media, while microfinance has increased and diversified
employment opportunities in the countryside. Women enter the industry not just because of
poverty, but also for the prospect of improving their family's standard of living, sending their
children to school, saving for their dowries or supporting ageing parents. They have been able
to leverage their earnings into increased decision-making power within their families and
independent purchasing power in the market place. They have also become increasingly
visible in collective actions in support of their rights, which have linked local and global
movements.

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 5.7 Conclusion

Although Bangladesh is one of poorest among the developing countries in Asia, yet for
biotechnology development it has great potentials. These potentials lie primarily in its rich
fertile agricultural land and biodiversity. Agriculture being the traditional industry of
Bangladesh, agricultural biotechnology – be it plant biotechnology, animal biotechnology,
fisheries or aquaculture – in every aspect, Bangladesh has a great potentiality for future
development. No where in the world such a fertile alluvial soil is available where plants could
be grown so easily. The general mass is also well accustomed to different agricultural
practices. What is needed is a good variety of plant or a good stock of animal/poultry/fish,
etc. which can be developed through the modern biotechnological research. For this the
country needs a good infrastructure and a team of well trained manpower for doing research
in the modern field of biotechnology like genetic engineering, cell culture, cell fusion, protein
engineering, enzyme technology, etc. Bangladesh has also a good potential for the
development of industrial biotechnology based on agriculture. For this, small scale
agricultural biotechnology may be encouraged, whichismostsuitedforthecountry.

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 5.8 Biography

1. Industrial Relations by Arun Monappa.

2. Organizational Behavior by – Stephen P. Robbins and; 11th Edition.
3. Organizational Behavior by- Keith Devis.
Industrial Relations by- Biswanath Ghosh

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