TITLE PAGE

CONFLICT MANAGEMENT IN BUSINESS ORGANISATION: (A CASE

STUDY OF SPECIALIST HOSPITAL SOKOTO)

A THESIS SUBMITTED TO THE FACULTY OF MANAGEMENT SCIENCES

OF USMAN DANFODIO UNIVERSITY, SOKOTO.

IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

POSTGRADUATE DIPLOMA IN MANAGEMENT IN THE DEPARTMENT OF

BUSINESS ADMINISTRATION.

BY

BELLO BALA (13120905007)

December, 2014

i
 CERTIFICATION
This project entitle “conflict management in business
organization: A case
study of specialist hospital sokoto “by Bello Bala meets the
regulation governing the award of the PGDM of the Usman
Danfodio university, sokoto. And it’s approved for its
contribution to knowledge and literacy presentation.

Dr (Mrs) Maryam Abdullahi ____________________

Project supervisor

Dr Sani bagudo ______________________

Head of Department

Dr (Mrs) Maryam Koko

Project coordinator
 DECLARATION

I declare that this study entitle “Conflict management in

business organization” is an independent work carried out by

me, to the best of my knowledge. Information derived from the

published and unpublished work of others has been

acknowledged in the text.

Bello Bala

Sign &Date
 DEDICATION
To

My wife, Hadeeza Mode, who sacrificed every comfort for my

sake.

And to
My jewels, Sadiq, Hannatu, Ummi, Umar, Adawiyya,

iv
AKNOWLEDGEMENT

In the name of Allah the most Gracious and the most

merciful. All praises and thanks are due Him who in His
abundant mercy spare my life and gave me knowledge to pass
through this vigorous academic program successfully. Peace
and blessings of Allah be upon his noble prophet, His house
hold, His companions and those really round his message till
the last day.

I wish to acknowledge the effort of my supervisor Dr.

Maryam Abdullahi (Mrs) who devoted her precious time despite
her tight schedule, extend the necessary cooperation, counsel
ad guidance to make this task a success.

I am highly indebted to my beloved brother Alb Bello

Isah (Shatimah) for his moral and financial supports.

Finally to all others whom in one way or the other

contributed to the success of this exercise. Thanks and God

v
Cover page i

Certification ii

Declaration 1.6 Significance of the iii 9

9
Study ABSTRACT
Dedication TABLE OF CONTENTS iv 9-
1.7 Scope of the Study
The purpose of this study is to investigate the causes, types and strategies for managing conflict in
10
Acknowledgement v
specialist hospital sokoto. The study employed survey research design and was also carried out

CHAPTER TWO: LITERATURES REVIEW AND THEORITICAL

through questionnaires and interviews of management and staff of thevihospital. A sample size of
Abstract
FRAMEWORK
272 employees was selected out of 854 populations in the hospital using simple random sampling
Table of content vii
-x that perceived conflict
technique for the distribution of questionnaires and interviews. It emerged

occurs because of leadership problem, poor communication, and poor organizational structure,
CHAPTER ONE: INTRODUCTION pa
ge
lack of team work / performance and lack of role definition. About 63.6% of the respondents

1.0 Introduction 1
believed that the conflict is best managed through compromising and accommodation. About

1. 1 Background of the Study

42.6% of the respondents 1-5
believed that the inter-personal and intra-personal conflicts are the

major
1.2 Statement of the types of conflict among the staff of specialist hospital sokoto. To
Problem 5-6improve the relationship
between
1.3 Research Questions management and the stakeholders, management should encourage
6-7 the spirit of team

1.4 Objectives of work, organizational

the study structure. Efforts must be made by management to give more training to
7
personnel management of ways of managing conflict. Management should adopt an open policy
1.5 Research Hypotheses 7-8
2 strategy
Introduction so that different groups can move closer, accommodate and
11make some compromise
.
2 Conceptualwhere
clarification 12
possible so that the objectives of setting up the hospital will be achieved.
.
22 Definition of conflict 12-
. 16
23 Theories of conflict in organizations 16-
. 17
4 2.4.1 Interdependence theory 17-
18
2.4.2 Social identity theory 18

2.4.3 Socio-cognitive conflict theory 18-

vi 19
2 Types of conflict in organizations 19-
. 20
5
2.5.1 Interpersonal Conflict 20
 2.5.2 Intra-personal Conflict 20

2.5.2.1 Approach-Approach 20

2.5.2.2 Avoidance-Avoidance 21

2.5.2.3 Approach-Avoidance 21

2.5.2.4 Avoidance-Approach 21

2.5.3 Intergroup Conflict 21

2.5.4 Intra-group Conflict 21-

22
2.5.5 Inter-organizational Conflict 22-23

2.6 Causes of conflict in an organization 23

2.6.1 Poor Communication 23

2.6.2) Leadership Problems 23-24

2.6.3 Dead Lines 24

2.6.4 Lack of teamwork/poor performance 24

2.6.5 Poor Organizational Structures 25

2.6.6 Lack of Role Definition 25

2.6.6 Lack of Role Definition 25

2.7 Views of Conflict 26-29

2.8 Conflict Management 30-35

2.9 Conflict management styles 35-36

2.9.1 Avoidance 36-37

2.9.2 Accommodation 37-38

2.9.3 Competition 38-40

2.9.4 Collaboration 40-41

2.9.5 Compromise 41-42

2.10 The Role of Management in Conflict Resolution 42-43

2.11 Effects of conflict management on the organization 43

2.11.1 Decline in productivity 43

2.11.2 Poor quality of decisions 43-44

ix
 2.11.3 Decreases job satisfaction/ commitment levels 44

2.12 Theoretical frameworks 44

2.12.1 Moore’s ‘circle of conflict’ framework 44-45

2.12.2 Dual concern model 45

2.11.3 Integrated theoretical framework 45-46

CHAPTER THREE: RESEARCH METHODOLOGY

3.1 Introduction 47

3.2 Research Design 47

3.3 Population of the Study 48

3.4 Determination of Sample Size and Sampling Procedure. 48-51

3. 5 Method of Data Collection 51

3.6 Instrument of Data Collection 51 -52

3.7 Test of Validity and Reliability 52

3.8 Reliability of the Instrument 52

3.9 Method of Data Analysis 53

3.10 Organizational profile 53-55

CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS

4.0 Introduction 56

4.1 Data Analysis Methods 56

4.2 Demography of respondents 57
4.3 Data Presentation and Analysis 57
60
4.4 Test of Hypothesis 60-66
4.3Interpretation of findings 66
x
CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATION
5.0 Introduction 67

5.1 Summary 67

5.2 Conclusion 69

5.3 Recommendation 69

Bibliography 70-72

Appendix 73-76

xi
 CHAPTER ONE

INTRODUCTION
1.0 INTRODUCTION
These chapters start with research background to give an idea
about areas of the thesis to the reader. This will be followed
by the statement of problem, overall objectives of the study,
main hypothesis, in addition to illustration for the
significance of the study and the limitation, historical
background of the case study.

1.1 Background of the Study

Conflict is generally regarded as a disagreement regarding
interests or ideas (Esquivel and Kleiner, 1997).
Organizational conflict is the discord that occurs when the
goals, interests or values of different individuals or groups
are incompatible and those individuals or groups block or tend
to frustrate each other’s attempt to achieve their objectives.
These actions and reactions make conflict an inevitable part
of organizational life since the goals of different
stakeholders such as managers and staff are often incompatible
(Jones et al, 2000).

Conflict in the work environment has generated a lot of

attention and has

become an important issue in organizations across the globe.

Its inevitability in
1
the workplace anchors on the inherent differences in needs,
roles and responsibilities, goals, desires, ideas and values
which characterize environments in which there is significant
interaction and interdependence. Growing concerns about the
potential harmful effects of unresolved or poorly managed
conflict on individuals, groups and organizations in the work
environment spark renewed interest on the issue with a bid to
develop more effective approaches to deal with it. Conflict
occurs between people in all kinds of human relationships and
in all social settings. Because of the wide range of potential
differences among people, the absence of conflict usually
signals the absence of meaningful interaction. Conflict by
itself is neither good nor bad. However, the manner in which
conflict is handled determines whether it is constructive or
destructive (Deutsch and Coleman, 2000). Therefore, it is
essential to understand the basic processes of conflict so
that; we can work to maximize productive outcomes and minimize
destructive ones.
Effective conflict management is the concept of how an
organization is
achieving planned objectives by harnessing the individual’s
and groups’ efforts
(Ahmadian, 2012). Conflicts arise naturally in every arena of
our daily life.
Every organization encounters conflict on a daily basis. It is
something that
cannot be avoided. It happens on the job, between groups, in
our society, within
families and right in the middle of our most personal
relationships. But it is
possible to manage them when we recognize them on time. It is
necessary to
2
continuously track the organizational signals which point to
their existence. If we do not react duly, this can lead to
the situation that the conflict will negatively affect the
organization (Deutsch and Coleman, 2000).

Conflict management involves acquiring skills related to

conflict resolution, self-awareness about conflict modes,
conflict communication skills and establishing a structure
for management of conflict in our environment. Conflict
management also involves implementing strategies to limit the
negative aspects of conflict and to increase the positive
aspects of conflict at a level, equal to, or higher than
where the conflict is taking place. Furthermore, the aim of
conflict management is to enhance learning and group outcomes
that is the effectiveness or performance in organizational
setting it is not concerned with eliminating all conflict or
avoiding conflict. Conflict can be valuable to groups and
organizations (Rahim, 2002).

Conflict management enhance creative problem solving,

enabling people to turn conflict situations into constructive
learning opportunities, developing creative and more
appropriate solutions, preserving relationships, saving time
and money, empowering people to resolve their own disputes
and creations of more durable outcomes. In Pennsylvania
(USA), for example, the concept of conflict management was
employed by the Board of Central Rail Road to avert the
negative impact of poor decisions of the company’s
3
management, Stephen (1990:591-605). The concept of conflict
management was also used in Omega, a Swiss Company, to
improve their organizational structure in a way that fostered
collaboration and enhance the company’s continued success,
(Henry, 2009:16-24). Other benefits according to the
integrationist view as cited by Sev (2002) claims that
conflicts enhance organization’s effectiveness by stimulating
change and improving decision making. Conflict is functional
when it initiates search for new and better ways of doing
things. Conflict is a discord that connotes with its negative
aspect that will hamper productivity, lower morale, and
hinder group performance, or create competing coalitions or
reduce productivity (Hocker & Wilmot, 2001).

Some instances of organizational responses to conflicts would

suffice at this juncture. There was the nationwide ASUU
strike in 1996. Rather than address the staff agitation for
improved welfare and salary structure, the Federal Government
ordered them to resume work or face penalty. Such fiat
compliance were the common practices in traditional
industrial and managerial behaviours, but the trend has
consistently shifted in contemporary times.

In Nigeria, the concept of conflict management and resolution

has been employed in diverse organizations as reported by
Hotepo et al (2010), diverse

4
view of conflicts and conflict management practices were
discussed. Their study focused on service organizations in
Nigeria from which they developed ways of improving
organizational performance and productivity. However, many
perceived conflict as dysfunctional, destructive, and
unpleasant fact in an organization (Henry, 2009).
Notwithstanding, it has been proved that conflict can also be
beneficial as it tend to encourage creativity, new looks at
old condition, better clarification of points of view, and
the development of management capabilities to resolve
differences (Russell, 1976:13-21).

The purpose of this case study is to enlighten the researcher

on how conflict is being managed in organizations. The
research aims to investigate the extent to which hospitals
manage conflict in their organizations when it arises and
also the negative impact it has on organization.

1.2 Statement of the Problem

Cases of industrial disputes abound in Nigerian work

situations. Usually, they are between the management of the
various organizations and their respective workers unions.
Dispute constitutes a drag on the process of industrial peace
and economic activities. Industrial disputes between employee
and employers have, no doubt, led so many unfavourable
situations, that are losses to both parties (management and
employees). It is, however, obvious that during

5
industrial disputes, management surely lose production which
its cost depends on the strength and periods which the
workers will indulge in strike. The loss in productivity
constitutes one of the most significant quantifiable costs to
the management of the Hospitals. The significance of these
losses is more worrisome because it often leads to chain of
events in other establishments. Such losses includes:
manpower loss, loss in income to the organization, such as
consultancy fees, drugs, laboratory test fees and bed space
fee, and in some cases, loss of life.

Most organizations find it difficult to arrive at a compromise

peacefully each time they engage in negotiation as a result of
industrial disputes. Although some organizations have avoided
dealing with dispute, the result of this avoidance has often
led to unnecessary financial costs or harm to employee morale
and productivity. It would be pertinent to enquire into the
causes of the industrial disputes between the management of
Hospitals and staffs, with a view to designing a conflict
management system for resolving and promoting industrial
relations in the work environment. It is also pertinent to
evaluate the effect of industrial dispute on the organization
and the society in general.

1.3 Research Questions

This will seek answers to the following research questions:

6
 i What are the causes of conflict between staff and
Management of
Specialist Hospital?
ii. What types of conflict arises in Specialist
hospital, Sokoto?
iii. What style of conflict management system would be
workable for
resolving conflict and promoting industrial harmony
among staff and management of the Hospital?

1.4 The Objectives of the Study

The main objective of this study is to examine how conflict is
managed in
Hospitals. Other specific objectives include:
i. To identify the causes of conflict between the staff
and the management of Specialist Hospital Sokoto;
ii. To identify the types of conflict that arises in
Specialist Hospital Sokoto;
ii. To examine the roles style of conflict management
system used in
resolving conflict and promoting industrial harmony
among staff members of Specialist Hospital, Sokoto.

1.5 Research Hypotheses

For speedy and successfully executions of the study, the

following hypotheses

are derived from the objectives of the study;

HO1. Leadership problem, Management style, deteriorating

facilities,

7
 lack of role definition, poor communication and poor
organisational structure in Hospital represent the
major causes of conflict between staff and the
management.

HO2. Leadership problem, Management style, deteriorating

facilities, lack of role definition, poor
communication and poor organisational structure in
Hospital does not represent the major causes of
conflict between staff and the management.

HO3. Inter-personal and intra-personal conflicts

represent the major types of conflict arises among
the staff of specialist hospital sokoto.
HO4. Inter-personal and intra-personal conflicts do not
represent the major types of conflict that arises
among the staff of specialist hospital sokoto.
HO5. A compromising conflict management system will
promote industrial harmony between staff and
Management of hospitals;
HO6. A compromising conflict management system will not
promote industrial harmony between staff and
Management of hospitals;

8
1.6 Significance of the Study

As an academic exercise it will afford us the opportunity to

contribute knowledge, improve upon our research experience
and provide a basis for further research. The study will be
beneficial to human resource managers in recognizing the need
to develop a common language that helps people to think
effectively and communicate clearly about the conflict and
its management.

This study will also be of value to organizations both public

and private in order for them to identify some silent causes
of conflict in Health care organisations with a view to
designing a conflict management system for resolving and
promoting industrial relations in the work environment.

1.7 Scope of the Study

Since this research work is a semester work, the researcher

intends limit to Specialist Hospital Sokoto alone and placed
much emphasis on the influence of conflict management.
Organizational performance was also brought in to know how
effective an organization can be if organizational conflict
are properly managed.

1.8 limitations of the Study

9
This study was inevitably limited by some factors such as
follows:

1. Difficulties with accessing full texts of some

relevant scientific papers for literature review.

2. Some databases which could also generate relevant
scientific papers might have been missed out for the
literature search.

10
 CHAPTER TWO LITERATURES REVIEW AND

THEORITICAL FRAMEWORK

2.1 Introduction
In this chapter, literature is reviewed according to the
research questions used in the study. Information was
extracted from various books, journals, internet for the
study.

Ivancevich and Matteson(2013), categorize conflict into

two effects; first, there are functional conflicts.
Defined as confrontation between groups that enhances and
benefits the organization’s performance, this unique type
of conflict is a positive effect. Once occurring, this
type of conflict yields such fruits as increased awareness
of problems that should be addressed, wider and more
beneficial solutions to problems and even innovations.

Second, dysfunctional conflict is a situation in which the

department reaps a problem or hindrance. The harms members
and may extend to delaying organizational progress. Once
the organization suffers, further conflict may extend to
other department members and this stimulates further
conflicts.

In an article by Filley (2014), conflict has distinct

organizational advantages. There may an increase in group

cohesiveness. Group members

11
may become higher, and corporation among work groups may
become enhanced. Conflict may also serve as a barrier of
more serious conflict.

2.2 Conceptual clarification

The basic concepts especially around the study objective
need to be clarified. This will not only sharpen the
direction of this study but will also provide a framework
upon which the study findings will be validated.

2.3 Definition of Conflict

Conflict is central to human relations and human
interactions are based on conflict (Tessier, 2002).
Conflict occurs between people in all kinds of human
relationships and in all social settings. Because of the
wide range of potential differences among people, the
absence of conflict usually signals the absence of
meaningful interaction. Conflict by itself is neither good
nor bad. However, the manner in which conflict is handled
determines whether it is constructive or destructive
(Deutsch and Coleman, 2000).

Every human being represents an expression of values,

meaning, attributes, perspectives, biases and roles. This
is the basis for the uniqueness of human identity. This
uniqueness then becomes the basis for expression and
behaviour that emphasize individual separateness. Yet at
the same time

12
each individual identifies with groups both within and

without the team or workplace, based on attributes such as

race, culture, religion, values, experience and

professional role, and injects these into the complex

fabric of workplace interaction, leading to divided

loyalties. The continuous and endless diversity that this

complexity brings provides ample opportunity for conflict

(Picker, 2003).

The understanding and meaning of the term ’conflict’ are

often based on the theoretical perspectives of the various
disciplines, usually reflecting its diverse forms and
contexts (Axt, Milososki, & Schwarz, 2006). Thus conflict
has been defined differently in different circumstances.
Robbins (2005) defines conflict as a process that starts
when one party perceives that another party has or is
about to negatively affect its concerns. Hellriegel,
Slocum and Woodman (1998) define conflict as a disposition
to disagreement about goals, thoughts or emotions within
or between parties. Inherent in these definitions is the
perception of difference or disagreement by one or both
parties as well as the psychological and behavioral
elements. This implies that conflict could be perceived
(subjective or objective) or felt, and either not
expressed (latent) or expressed differently (manifest) by
the parties involved. Conflict therefore appears to be a
multidimensional concept.

13
Conflict may be defined as an expressed struggle between
two or more interdependent parties perceiving incompatible
goals, scarce resources, and interference from others in
achieving their goals (Hocker & Wilmot, 2001). Conflict is
a social phenomenon which has been evident among humans
since primordial time (Keeley, 1996; Aminu, & Marfo,
2010). Conflict not only cuts across every sphere of life
- species, time, cultures and so on, its occurrence seems
inevitable as people socially interact with themselves
(Spector, 2008). Conflict generally is not a new concept.
It is a term often mentioned in a wide range of
professional and academic disciplines to describe
situations in which there is some kind of disagreement
between two related parties, be it individuals, groups or
organizations. It is a term which is often used
interchangeably with words like “quarrel”, “controversy”,
“dispute”, “violence”, and so on (Almost, 2006). Bagshaw
(1998) noted that conflict is a fact of life, in
organization as well as other areas of life, as people
compete for jobs, resources, power, acknowledgement and
security.
Clearly, conflict and differences of opinions always exist
in all organizations; from such differences new and better
objective methods of conflict resolution emerge (McShane
and Glinow2000). Attempts to enhance the beneficial
attributes of conflicts have resulted in management

14
devising different policies, rules and regulations in the
organization. In modern organizational systems, collective
bargaining and problem solving are widely used tools to
resolve conflicts and strengthen the pact between
employers and employees. The essence of bargaining is to
facilitate agreement on specific terms, with both parties
giving concessions in an objective manner, (Sev 2004).

Conflict is a perceived divergence of interest or a belief

that parties’ aspirations cannot be achieved
simultaneously (Rahim, 2002). Disputes are manifest
disagreement often following legal or quasi-legal or
otherwise confrontational procedure such as complaints,
charges, grievances and lawsuit. Conflict is also a
process that occurs when one person, group or
organizational subunit frustrate the goal attainment of
another (Rahim, 2002).

Moorhead and Griffin (1995) say conflict is a disagreement

among parties. When two persons or groups disagree over
major issues, conflict is often the result. Often, it is
generated by political behavior or battles over limited
resources.

In particular it frequently occurs when a person or a

group believes that its attempts to achieve its goal are
being blocked by another person or group.

15
Myers (1993) defines conflict as a perceived
incompatibility of action or goal. Whether their
perceptions are accurate or, inaccurate people in conflict
sense that one side gain is the loss of the other side.
According to Vecchio (1991) conflict is the process that
results when one person (or a group of people) perceive
that another person or group is frustrating or about to
frustrate an important concern. Conflict involves
incompatible differences between parties that result in
interference or opposition.
In defining conflict, Imaga (1999) differentiated between
substantive conflict and emotional conflict. The former he
says, involves dispute over policies, competition for
scares resources and differing perceptions of roles and
task relationship. Emotional conflict on the other hand,
involves negative feelings of one party toward the other
such as distrust, resentment, inaccurate interpretations
of communication, and acting on the basis of stereotypes.
Greenberg and Baron (1993) define conflict as a process in
which one party perceives that another party has taken
some action that will exert negative effects on its major
interests or is about to take such action.

2.4 Theories of conflict in organizations

For decades, scholars have been trying to understand why
conflict emerges between people as they relate with each
other. Several theories have been

16
put forward by scholars from different professional
disciplines to explain how conflict could emerge from
human interactions. Although, there is no single theory
that captures the whole essence of the myriad of factors
responsible for the occurrence of this multi-dimensional,
pervasive phenomenon, it is however important to provide
perspectives that explain the origin of conflict between
individuals, groups and organizations. In this regard,
three leading theoretical perspectives are highlighted to
explain why and how issues which cut across cultures and
which are considered fundamental to human co-existence and
interactions could lead to conflict in a wide of range of
contexts including the work environment. These
perspectives are presented below:

2.4.1 Interdependence theory:

Rusbult and Van Lange (2003) following an earlier work by
Kelly and Thibaut, put forward this theory to explain how
resources can be the cause of conflict at the individual,
group or organizational level. It assumes that individuals
depend on each other to obtain beneficial or positive
outcomes and avoid harmful or negative outcomes. Therefore
their choice of behaviours, the evolving interaction
pattern, and the extent to which they reach their goals
are determined by how their interests are or are perceived
to be related. From the social dilemma and mixed-motives
perspectives, an individual’s outcome is maximized when he
is uncooperative while
17
collective outcomes are maximized when both parties

cooperate; but both parties are worse off when they do not

cooperate with each other (Messick, 2004).

2.4.2 Social identity theory

It explains the basis of group discrimination in value and
relationship conflict. It gives insight as to why
individuals of a group favour their group and strive to
develop and maintain positive group identity in relation
to another group. The core assumption of this theory is
that individuals not only define or think of themselves on
the basis of their unique personal characteristics
(personal identity) but also on the basis of their
perceptions about the groups to which they belong (social
identity). Thus an individual may think, feel and act
differently and therefore present with multiple social
identities depending on the social contexts. According to
Hogg and Vaughan (2007), social identity describes the
conception an individual has about himself or herself due
to his or her perceived membership of social group(s).

2.4.3 Socio-cognitive conflict theory

It provides a basis for addressing the differences in
understanding and interpretation of reality, the conflict
arising from such differences, how people deal with such
conflict and its implications for learning, accuracy of

18
perception, and for predicting and influencing behaviours.
The theory lies in the assumptions that people have
accurate intuitive understanding about themselves, others,
the surrounding world and the tasks facing them; that
people lack relevant information and capability to process
information and are also limited in their rationality
thereby resulting in diverse opinions, understandings and
beliefs on same issue; that people seeks general
congruity, acceptance and approval of their insights,
beliefs and understandings by others and that differences
in others’ insights, understandings and perceptions could
lead to conflict. Thus, cognitive conflict, also referred
to as information or task-related conflict could emerge in
organizations from beliefs, opinions and insights not
shared by others (De Dreu & Gelfand, 2007).

2.5 Types of conflict in organizations

There are several categorizations of conflict in
literatures of organizational conflict with considerable
overlap of concepts. Nevertheless categorizing conflict
helps create an awareness of its existence in
organizations as well as gives insight into the source and
form of the conflict. This will enable managers keep track
of the emerging conflict pattern and provide prompt and
effective resolution approach. These categorizations
however are based on the different perspectives of
researchers/authors.

19
Olakunle (2008) identified six different levels of
conflict: interpersonal, intra-group, intergroup,
intrapersonal, intra-organisational and inter-
organisational levels.
2.5.1 Interpersonal Conflict : This is a conflict between two or
more individuals who do not share the goals or values or
who are in opposite to one another in same organization.
In an organization, one manager might argue that the
organization must hire more MBAs in order to increase
performance whiles other managers may insist that MBAs are
too expensive not required given the objectives of the
organization.(Work place conflict, Boston university
FSA0,2010/2011).
2.5.2 Intra-personal Conflict : Conflict within a person. It
occurs when an individual, often involves some form of
goals conflict or cognitive conflict. For instance, goal
conflict occurs for individual when their behaviour
results in outcomes that are mutually exclusive or have
incompatible elements. Intrapersonal conflicts have the
following sub-dimensions.

2.5.2.1 Approach-Approach
The dilemma of choosing between two positive and equally
interactive alternatives; they are choosing between a
valued promotion and a new job outside. (Work place
conflict, Boston University FSA0,2010/2011).

20
2.5.2.2 Avoidance-Avoidance
Choosing between a negative and equally unattractive
alternative; that is being eager to accept job transfer to
another town or have one’s employment with an organization
terminated. (Work place conflict,Boston university
FSA0,2010/2011).

2.5.2.3 Approach-Avoidance
Deciding to do something that has both positive and
negative
consequences; that is being offered higher paid job but
your responsibilities will curtail all your time.

2.5.2.4 Avoidance-Approach
Deciding to do something that has both negative and
positive
consequences; that is being posted to
an undesirable place with a
promotion.
2.5.3 Intergroup Conflict: Usually occurs among groups in an
organization. This type of conflict is most often seen
between functional groups, teams or departments. These
groups may have diverse interests, and may not be willing
to share information freely. Members of groups might clash
with members of other groups as well. (Work place
conflict, Boston university FSA0,2010/2011).
2.5.4 Intra-group Conflict : This type of conflicts arises
within and among
groups, teams or departments. Members of the marketing
department might
21
experience conflict over the allocation of resource made
available to that department. (Work place conflict,Boston
university FSA0,2010/2011).
2.5.5 Inter-organisational Conflict: This type of conflicts emerges
among organizations, for example, an organization that has
a mission to defend and protect wild life may come into
conflict with builders who argue the need to clear large
areas of wilderness in order to develop properties. As one
might expect, inter-organizational conflict is also often
seen between businesses that operate in the same markets.
Inter-organizational conflicts occur in the competition
and rivalry that characterized firms operating in the same
market. It also occurs between unions and organizations
employing their members, between government’s regulatory
agencies and organizations subjected to their surveillance
and between organizations and suppliers of raw materials.
(Work place conflict, Boston university FSA0, 2010/2011).

Further, Moore (2003) puts forward a Circle of conflict

framework consisting of five types of conflict in health
care organizations based on their sources. This includes:
(i) Data conflict relating to variations in information and
data interpretation, (ii) Interest conflict referring to content
or procedural issues, (iii) Relationship conflict referring to
poor communication or misconceptions, (iv) Value conflict
relating to

22
differences in goals and evaluation criteria and (v)
Structural conflict involving unequal resource distribution,
authority or control, or harmful interaction pattern.
Nevertheless, in health care organizations with their
complex structures and interdependent roles and
interactions with patients, conflict is invariably
experienced in different forms both at personal, group and
organizational levels.

2.6 Causes of conflict in an organization

Conflict in an organization can arise due to many factors
which include:

2.6.1 Poor Communication

Employees experience continual surprises, for example,
they are not informed of major decisions that affect their
work place. Employees do not understand the reason for the
decision; they are not involved in the decision making. As
a result, they trust the “rumor mill “more than their
management (0sabuohien, 2010).

2.6.2) Leadership Problems

Leadership problems are a common sourced of conflict. They
can include avoiding conflict instead of addressing
problems with subordinates. This allows conflict to
fester. In other instances, supervisors may “play
favorites” with some employees. This can make it difficult
to rally the help of subordinates in times of need.
Inconsistency in decision making can also

23
cause problems, such as confusion about expectations when
supervisors also do not understand the jobs of their
subordinates (0sabuohien, 2010).

2.6.3 Dead Lines

In projects, deadlines are very important. Dead Lines can
easily cause conflicts when the employee thinks that a
dead line given to him or her or as a group to meet a
particular target is limited by management but management
thinks it is enough and that can result in conflict or
when groups start to push deadline limits as the conflicts
become more important than reaching their deadlines. When
both sides think they are right and the conflict is not
brought to check, the idea that each side must think they
are right before they can move on well begin to affect
important deadlines(0sabuohien, 2010).

2.6.4 Lack of teamwork/poor performance

This can be another cause of conflict if some in the team
believe other colleagues are not pulling their weight or
not competent in the job they do. 0verall, conflict often
arises when there is a non acceptance of the differences
which there is a high level of uncertainty or where there
are poor industrial relations. The atmosphere that this
causes can often be resulting in a rising of tension
levels and consequential poor relationship at work
(0sabuohien, 2010).

24
2.6.5 Poor Organizational Structures
Where people may feel alienated or isolated, thus the
spirit of competitiveness and non cooperation may be
strong, this will also clash with the organizational
policies and strategies due to different styles of
interaction or differing values or beliefs as well as
culture is not considered(0sabuohien, 2010).

2.6.6 Lack of Role Definition

Conflict can occur when employees do not understand their
role or job functions. Uncertainty about “who does what”
can lead co-workers to feel they are working
disproportionally harder than others. It can also lead to
where an employee perceives a co-worker in infringing upon
their duties, clearly defining roles and responsibilities.

2.6.6 Lack of Role Definition

Policies and procedures in work place bring order and
improve efficiency. In a policy environment, employees
usually do not perform to management expectations. It can
also lead to safety issues. Conflicts can occur between
co-worker and management when an employee diverts from
required policies, procedures or work rules. It is
important for supervisors to monitor policy compliance and
take corrective actions in the early stages of on
compliance.

25
2.7 Views of Conflict
0ver the years three distinct views have evolved about
conflict in projects and organizations and are: The traditional
view (dominant from the late nineteenth century until the
mid-1940s) assumes that conflict is bad, always has a
negative impact, and leads to declines in performance as
the level of conflict increases. Conflict must therefore
always be avoided. In this view conflict is closely
associated with such terms as violence, destruction, and
irrationality. The response to conflict in the traditional
view is to reduce, suppress, or eliminate it. The manager
was responsible for freeing the project of any conflict,
often using an authoritarian approach. Although that
approach worked sometimes, it was not generally effective;
when they are suppressed, the root causes cannot be
identified, and the potentially positive aspects of
conflict cannot emerge. This traditional view of conflict
is still widely held because industrial and business
institutions that have a strong influence on our society
concur with it. This negative view of conflict played a
role in the development of labor unions. Violent or
disruptive confrontations between workers and management
led people to conclude that conflict was always
detrimental and should therefore be avoided.

26
 Traditional View Contemporary Interactionist

View View
conflict
The behavioralisoralways zero.view,
contemporary If a = 0,
also do nothing,
known as the human and if
Main Points Caused
actual by
conflict Inevitable
rises above zero,
relations view, emerged in the late 1940s and heldResults
it from
should be resolved.
sway
Buttroublemakers
the the
through behavioral
1970s. Itbetween
andargues humans
interactionist commitment
that conflictviewsis todiffer
naturalonlyandin
terms
Bad of the desiredNotlevel
always of
bad conflict,
goals
inevitable in all organizations and that it may have which could be
equal to
Should
either a beoravoided
above or
positive zero
Naturalinresult
theofcontemporary
a negative view and
0ften beneficial
effect, depending on is
how
always
the above
conflict
Should be zero
is in the
handled.
change interactionist
Performance may
Should be view If
increase the desired
with
level of conflict
conflict, but only is up above
to a zero,
certain
Can be managed then there
level,
stimulated and are three
then decline
possible
if suppressed
conflict outcomes depending
is allowed on whether
to increase furthera isor more
is than d or
left
Should aim to
a is less than
unresolved. This d.approach
(See Table 1. for acceptance
advocates a summary of of the three
conflict
views of conflict, their effect
and rationalizes its existence. Because on performance, and
of the potential
foster creativity the
recommended
benefits from managerial
conflict, actions.)
project managers should focus on
managing it effectively rather than suppressing or
Effect on Performanceit. The Performance
eliminating Certain level
interactionist view assumes of conflict is
that
Performance declines as the mainly conflict
necessary to increase performance. The behavioral approach is
level ofconflict,
accepts conflict depends
the on how
interactionist necessary
view toencourages
conflict based on the effectively
belief thethat aincrease
harmonious, peaceful,
increases too-cooperative
tranquil, conflict isproject organization
performance. is likely
to become static, apathetic,
handled. stagnant, and unable to
Performance
respond to change and innovation.
Generally This approach
increases with encourages
managers to maintain an appropriate
performance level of
conflict up to a conflict—
TABLE 1. A
enough to keep
C0MPARIS0N 0F projects self-critical, viable, creative,
increases to a certain level, then
and innovative.
C0NFLICT certain level as declines if
VIEWS. conflict conflict increases
Using these three views of conflict, the managerial
actions to be taken can be decided by comparing the actual
level of conflict (a) and desired levels of conflict (d).
According to the traditional view, the desired level of

28 27
 level increases, further or
then remains
declines if
conflict is unresolved
allowed to
increase

further or left

unresolved
Recommended Do nothing if a = d Do nothing if a = Do nothing if a =
Actions Resolve conflict if d d
a>d Resolve conflict Resolve conflict
(Where d = 0) if a > d if a> d
(Where d ~ 0) Stimulate conflict
if a < d (Where
d> 0)

29
2.8 Conflict Management
Virtually all organizations regardless of their
complexity or size are involved in one form of conflict
or another and thus have mechanisms built into the
structures of the organization to help manage conflict.
Hellriegel and Slocum (1996), state that conflict
management is a process that involves actions taken not
only to minimize conflict, but also to increase
insufficient (functional) conflict. It involves the
planning and implementation of organizations procedures
and policies for effective conflict management. According
to Van Tonder et al (2008), the way individuals, groups
and organizations conceptualize conflict especially the
events which lead to conflict and the anticipated
potential consequences largely affect the way conflict is
approached and managed. Thus, regardless of the origin of
the conflict, management approach to conflict is a
potential moderator between the evolution of conflict and
the likely outcome (Tjosvold, 2008). Conflict management
represents a paradigm shift from the more traditional
approaches based on the concept that conflict should be
avoided at all costs, and when present, resolved or
eliminated. Well managed conflict is the key to effective
strategic decision making (Amason, 1997).

The problem of workplace conflict is immense. In the US

the Equal

30
Employment Opportunity Commission received more than
80,000 complaints in 2003 and recovered $236 million in
damages from the private sector alone (www.eeoc.com).
Early engagement can avoid many unnecessary and costly
measures taken later. A study conducted by the American
Arbitration Association demonstrated that those
organizations that were ‘Dispute-wise’ in conflict
management demonstrated stronger relationships with
customers, suppliers, business partners and employees,
lower legal costs and better utilization of legal
resources(www.adr.org).

Conflict management needs to be incorporated into personal

skill sets as a fundamental problem solving tool, along
with other basic skill requisites for health care workers.
Essential elements of such a program should include the
concepts of human nature, diversity, interaction and
conflict, the dynamics of conflict and the elements of
resolution, the organizational conflict policy and
structure and a clear understanding of systematic
approaches to addressing conflict as part of everyday
business (Porter- O’Grady, 2004). This should address
issues between organization and employees, management and
employees, and between employees. Issues include
productivity, performance, conduct, collegiality,
absenteeism, and coverage, quality of work life,
harassment and bullying, discrimination,

31
discipline and termination procedures. These tend to be

the situations in which much of conflict arises.

The difference between resolution and management of

conflict is more than semantic (Robbins, 1978). Conflict
resolution implies reduction, elimination, or termination
of conflict. A large number of studies on negotiation,
bargaining, mediation, and arbitration fall into the
conflict resolution category (Robbins, 1978). What we need
for contemporary organizations is conflict management and
not conflict resolution. Conflict management does not
necessarily imply avoidance, reduction, or termination of
conflict. It i n v o l v e s designing effective macro-level
strategies to minimize the dysfunctions of conflict and
enhancing the constructive functions of conflict in order
to enhance learning and effectiveness in an organization.

Several researchers however suggest that for effective

management, the substantive and affective dimensions of
workplace conflict should be considered (Jehn, 1997;
Amason, 1996). While the affective dimension entails
issues that are caused by the negative reactions of
members of the organizations (for example personal attacks
and racial discordance), the substantive dimension entails
issues relating to tasks, organization’s policies and so
on. However, some scholars believe that these two

32
dimensions are one entity which should not be considered
separately (Rahim, 2002). Whatever the strategy employed,
conflict management aims at containing or minimizing the
destructive effects of conflict as well as finding
satisfactory and acceptable solution to the conflict.

The conflict management process encompasses a wide range

of activities, including communication, problem solving,
dealing with emotions and understanding positions (Brett,
2001; Pondy 1992). Previous research in this tradition has
shown that different conflict management orientations such
as collaborating, competing and accommodation affect
success at the individual, team, and organizational levels
(Edmondson, 1999).

Various conflict management theories opined that a healthy

conflict management system should integrate the internal
sub-system with the higher level of the organizational
hierarchy while Ford (2007) provides a four-way process
which include assessment and inquiry, addresses the
design, implementation and evaluation aimed at reaching a
valid and objective conflict management decision.

Conflict management involves doing things to limit the

negative aspects of conflict and to increase the positive
aspects of conflict. The aim of conflict management is to
enhance learning and group outcomes, including

33
effectiveness or performance in organizational setting (Ra
him, 2002, p. 208).

Overall conflict management should aim to minimize

affective conflicts at all levels, attain and maintain a
moderate amount of substantive conflict, and use the
appropriate conflict management strategy—to effectively
bring about the first two goals, and also to match the
status and concerns of the two parties in conflict (Rahim,
2002).

In order for conflict management strategies to be

effective, they should satisfy certain criteria. The below
criteria are particularly useful for not only conflict
management, but also decision making in management.
a) Organization Learning and Effectiveness- In order to
attain this objective, conflict management strategies
should be designed to enhance critical and innovative
thinking to learn the process of diagnosis and
intervention in the right problems.
b) Needs of Stakeholders- Sometimes multiple parties are
involved in a conflict in an organization and the
challenge of conflict management would be to involve
these parties in a problem solving process that will
lead to collective learning and organizational
effectiveness. Organizations should institutionalize
the positions of employee

34
 advocate, customer and supplier advocate, as well as
environmental and stockholder advocates.
c) Ethics - A wise leader must behave ethically, and to
do so the leader should be open to new information
and be willing to change his or her mind. By the same
token subordinates and other stakeholders have an
ethical duty to speak out against the decisions of
supervisors when consequences of these decisions are
likely to be serious. "Without an understanding of
ethics, conflict cannot be handled" (Batcheldor,
2000).

2.9 Conflict management styles

Friedman et al (2000) view a style as a response to a
particular situation. While some scholars view conflict
management styles as individual characters or behaviors
which are stable across situations and over time, others
view them not as stable inherent qualities or traits but
as strategic choices individuals make to deal with the
conflict situations they face. Different approaches to
conflict management in health care settings have been
identified in the literature. These are mainly conflict
management by resolution which includes avoidance,
accommodation, compromise, competition and collaboration,
and conflict management by stimulation techniques. It is
however convenient to explore how often these

35
approaches are employed, the factors which determine the approach of choice and
the consequences of their use in health care organizations.

2.8.1 Avoidance

This is a conflict handling style in which one party has a low concern for self and

‘other’, that is, the party is unassertive about his or her interests and at the same

time uncooperative with the other party in reaching a resolution. This implies that

the concerned party does not have the will or desire to resolve the problem at first.

Also referred to as inaction or withdrawal, managers that employ this style

postpone, fail to confront, or simply ignore the problem and pretend they do not

exist and therefore fail to address the root cause(s) of the conflict (Olekalns et

al.,2007). Because the root causes are not addressed, the conflict remains

unresolved and consequently impart negatively on future relations and on

organizational goals. Therefore, this style is not effective in dealing with conflict

and managers who employ this strategy may not be well equipped to handle

conflict that actually needs their audience. However, it has the advantage of

creating opportunity for disputants to diffuse tensions and to reflect on the conflict

situations during which they can both decide to start a new but constructive

negotiation or decide to put an end to the dispute. A study conducted by Pavlakis

et al (2011) show that health care professionals use

36
avoidance and collaboration styles when dealing with conflict but that avoidance is

commoner with nurses. This corroborates the studies conducted by Cox (2003) and

Mahon (2011) who observe that nurses often use avoidance strategy in conflict

situation which is more often the case, particularly when in conflict with patients’

families (Sofield and Salmond, 2003).

2.9.2 Accommodation

It is a style in which a disputant has a low concern for self and a high concern for

other. Thus one party shows greater concern for the needs of the other than for his

or her own needs leading to a lose-win solution. Also referred to as smoothing or

yielding, it is a strategy in which the disputant is unassertive but highly

cooperative with the other disputant, playing down the conflict, overlooking their

differences and obliging to the other disputant for a peaceful resolution

(Schermerhorn, 2000;0lekalns et al., 2007).

This style is desirable in situations where one realizes he or she is wrong and
learns from his or her mistakes, when one is willing to allow the other party
(especially a subordinate) to learn from his or her mistakes, to minimize loss when
one perceives that he or she cannot win, when both parties’ common interests are
more important and outweigh their
37
differences, when the conflict is difficult to resolve especially ideological and
value conflict, when the issue at stake is of less importance to one party than to the
other, and when keeping peace is extremely important for individual and team
performance (Hellriegel & Slocum, 1996). Although it has the advantage of
resolving conflict within a short time, it does not address the root cause of the
conflict, thus the quality of agreement might be low and this could worsen future
relations. Also, because this style requires one of the parties for example the
manager to be unassertive, his or her ideas might not get attention and therefore
his or her authority and credibility could be undermined. studies conducted by
Hendel et al (2005, 2007), Todorova and Mihaylova-Alakidi (2010) and Leever
(2010) show that compromise, accommodation, collaboration and avoidance are
preferred styles by nurses and physicians, noting that collaboration is commoner
with nurses than with doctors and that compromise could be achieved either by
direct interaction between parties involved or through a third party.

2.9.3 Competition
Also referred to as dominating or contending, it is a power oriented strategy in
which the disputant has high concern for self and low concern for others. Thus, the
disputant becomes very assertive and uncooperative, adopts a win-lose orientation
and therefore uses any form of power -
38
coercive or position (authority) at his disposal to subjugate the other party
(Schermerhorn, 2000). Positional commitment, verbal dominance including
threats, use of force, holding back information that could give the other party a
competitive edge, exploitation of the other party’s weakness, persuasive or
persistent debate or argument for one’s needs and reiteration of goals are some of
the behaviors shown. Disputants who adopt this style may either have the power
or authority, are higher in the hierarchical chain or are connected to powerful
groups sufficient to force their opponents to accept their resolutions. Conflict is
often resolved through a unilateral action taken by the powerful party without any
consideration for the view of the other party. This style is desirable when quick
decisive actions that affect organizational performance is vital particularly when
the enforcer is right. For example, the decision to lay off an unproductive staff,
cut budget, and so on which may improve organizational effectiveness. It can also
be used when there is the need to stand for one’s rights. On the other hand, when
over-used or when the enforcer is wrong, this style has the disadvantage of
straining relationships between individuals and groups in the organization, creates
retaliatory tendencies, resentment, hostilities and sabotage, negatively affects
health and well-being and leads to overall poor performance (Lussier,
1997).Thus, what started as a win-lose approach might result in a lose-lose
39
outcome if not wisely handled.

2.9.4 Collaboration
This style is also referred to as integrating or problem solving in which case the
disputant has high concern for self and other. Though disputants show a high level
of assertiveness and cooperativeness, they seek to resolve their conflict by
adopting a win-win orientation. Hence there is a willingness to collaborate, a high
sense of mutuality, positional flexibility, a willingness to share information and
engage in constructive argument and work through their differences for the
benefit of both parties (Olekalns et al., 2007).

Lussier (1998) prescribes five steps for dispute resolution through the use of
collaborative style: (a) designing a (joint) plan to define the problem and ensure
‘ownership’ of the process and decision, (b) presenting the plan and working
towards a solution often highlighting and emphasizing common grounds and de-
emphasizing their differences, (c) presenting possible resolution options which
reflect mutual trust and respect and concerns for both parties, (d) agreeing on a
resolution, and (e) an evaluation or follow-up to ensure compliance and
maintenance of the resolution.

Collaborative style fosters ownership of decision making and improves

40
quality of decision making. It enhances good working relationship and group
cohesiveness, builds mutual trust and respect and improves the overall
performance of the workplace. On the contrary, it is a time consuming strategy and
may be inappropriate when dealing with important issues which require quick
decision making. However, Bwowe (2002) shows that health care managers make
use of collaboration and compromise more often while avoidance and
accommodation are less often used to resolve conflict in the hospitals.

2.9.5 Compromise
This is a style in which the disputant has moderate concern for self and other. That
is, disputants show moderate degree of assertiveness and cooperativeness during
the resolution process. Thus, they approach each other in a ‘win some-lose some’
manner and a willingness to resolve the conflict by ‘reconciling or splitting the
difference’. Therefore, both parties engage in making some concessions of their
interests, usually those interests which are fundamental to the positions they
adopted and thus settle for a middle ground that partly satisfies their needs.
Reaching a compromise could be achieved through direct communication with the
other party (negotiation). It could also be achieved by involving a third party as a
facilitator or a mediator for example, high ranking personnel, or

41
as an arbitrator especially when negotiation fails and thus the need to seek the

intervention of a neutral third party (Ivancevich and Matteson, 1996).

2.10 The Role of Management in Conflict Resolution

The management strategy in setting dispute is by collective bargaining and at its
objectives by going into collective bargaining with workers is to secure a
reasonable guarantee of industrial peace in exchange for improving employment
conditions which does not go beyond what is necessary to maintain overall
competitiveness with economy.

The use of compromise to resolve dispute is appropriate in situations involving

parties with relatively equal status or authority who are equally committed to
mutually exclusive goals, when goals are moderately important to individual or
team effectiveness and when timely decision making is necessary in complex
issues. It has the advantage of resolving conflict relatively quickly and since
disputants have something of their original positions, some aspect of working
relationship is maintained ( Lussier, 1998). On the contrary, compromise can
lead to sub-optimal decision making which could be low productivity. Because
neither of the parties’ interest is fully satisfied, working relations could be
strained which in turn cold lead to escalation of the conflict and counter
productivity. Also, if demands are too great and positional commitments

42
as strong as is usually obtain in value and relationship conflict, compromise
would fail.

2.10 Effects of conflict management on the organisation

As organizations strive to achieve their goals they are often met with challenges
they must overcome as a team. Challenges leave room for conflict between
members, other organization, communities and other parties involved in the
organization mission. While “conflict” often has a negative connotation, the
effect of conflict in an organization can be positive or negative.

2.10.1 Decline in productivity

When an organization spends much of its time dealing with conflict, members
take time away from focusing on the core goals they are tasked with achieving.
Conflict causes members to focus less on the project at hand and more on
gossiping about the conflict situation in the work environment or venting about
frustration as result, organization can lose money, donors, and access to essential
resources.

2.10.2 Poor quality of decisions

Traditional wisdom holds that conflict hinders decision making. Conflict can
disrupt the exchange of information among the decision makers, reducing the
quality of decision made. Conflict can undermine the

43
commitment that is needed to get the decision properly implemented. Finally,
conflict can reduce satisfaction and affective acceptance among the team
members, threatening cohesion and prospect for future decision.

2.10.3 Decreases job satisfaction/ commitment levels:

The impact of conflict in any organization cannot be ignored; this is because it
decreases the level of job satisfaction/ commitment among employees. Conflict
brings about an unstable work environment enabling animosity to thrive in the
organization. With such conflict issues in the work place, the level of job
satisfaction declines as employees become uncomfortable with the work
environment, this also reduces workers commitment in as the level of effort and
energy put into their work reduces. This ultimately reduces the level of
productivity.

2.11 Theoretical frameworks

The proposed study will utilize two theoretical frameworks to develop and
improve the initial interview guide as well as guide data analysis in order to
achieve the objectives of the proposed study. These are: (i) Moore’s ‘circle of
conflict’ framework for determining the sources of conflict and (ii) Dual concern
model for determining the management styles of disputants in conflict situations.
The definitions of the concepts in both frameworks will be operationalizing in
order to make the sources of conflict and the handling styles distinctive and easy
to analyze.
44
2.11.1 Moore’s ‘circle of conflict’ framework
This framework categorizes conflict into five types on the basis of their sources.
These are data conflict, interest conflict, value conflict, relationship conflict, and
structural conflict. The purpose is to facilitate identification of the sources of a
conflict. It will therefore be used to inform the interview guide and data analysis
in order to assess the sources of conflict between health workers’ groups in the
hospital.

2.11.2 Dual concern model

This model classifies conflict handling modes into five namely: contending,
collaborating, compromising, avoiding and accommodating based on attempts to
satisfy one’s own or others’ concerns. It will be used to inform the interview
guide and analysis of data from focus group discussions in order to determine the
conflict management strategies of the different groups of health workers in the
hospital. As the pattern of data emerges, the different handling modes will be
identified in the informants’ responses. Further, these frameworks are combined
and represented in a simple manner.

2.11.3 Integrated theoretical framework

A health care organization is part of a larger health system both influenced by
prevailing political, economic, structural and cultural factors. The integrated
framework describes conflict in organization as a cycle of
45
events that occur from the source or antecedent which sets the stage for conflict to
the conflict outcome which is largely a consequence of the conflict handling
modes of the disputants (Moore, 2003). It provides a basis for understanding
conflict in organization by examining the contexts, the interactions or
interrelatedness of the different social elements/levels (individuals, groups,
organization, health system) and the effects of these interactions on the
emergence of conflict. However, because of the interrelatedness of the different
social elements/levels, personal contexts could be brought into focus when
exploring people’s experiences with conflict between different groups.

46
CHAPTER THREE RESEARCH METHODOLOGY

3.1 Introduction
In line with the research objectives, work instruments or tools and procedures are
employed in collecting, presenting and analyzing the data collected. The
discussion of the tools and procedures form the content of this chapter.

3.2 Research Design

Research design is the plan for a research project. It provides guidelines which
direct the researcher towards solving the research problem and it may vary
depending on the nature of the problem being studied.

For the purpose of this study which focuses on the influence of conflict
management on organizational performance, the researcher has adopted survey
research design. The researcher adopts survey research design because it enables
the researcher to go to the field and observe and/or source for response from
experts and other respondents. Among other things, the choice of a survey design
is informed by the fact that it is economical. It also allows inference and
generalization to be made from the representatives sampled to target population
which would be rather too expensive to investigate as a whole.

47
3.3 Population of the Study
According to Asika (2012), Population is an aggregation of all elements that
share a common characteristic. In this definition, the concept “element” refers to
variables such as workers, managers, growth rates, profits and so on.

The population under study consists of 854 employees who are staff of Specialist
Hospital Sokoto. The population comprises of six (6) management staff, two
hundred (200) senior staff, and six hundred and fourty eight (648) junior staff
which sum up to eight hundred and fifty four (854) of the total population of
Specialist Hospital Sokoto.

3.4 Determination of Sample Size and Sampling Procedure.

According to Kottrari (2011), a sample is that part of the whole which is selected
for purpose of investigation. In other words, the term “sample” refers to the
representative portion or part of the population that the researcher chooses for
the study.

The “sample size” has to do with the magnitude of such a portion of the
population selected for the study. In determining the sample size, the researcher
has used “Yaro Yamen’s formula”

48
The formula is normally stated as:
n=N/1+N (e)2
Where: n=sample size required
N=population size e=level
of significance
1 = is a constant
For the purpose of this research, we have a population size of 854 people, and
we shall use 0.05 level of significance.
Therefore, substituting in the formula stated above, the sample size is calculated
below:

n=N/1+N(e)2

n=854/1+854(0.05)2

n=854/1+854(0.0025)

n=854/1+2.135

n=854/3.135

n=272
The sample size as calculated above is 272 staff of Specialist hospital
sokoto. In sourcing for information from the sample of the respondents, the
researcher visited Specialist hospital sokoto where he used random sampling in
selecting 272 respondents

49
Determination of Individual Sample Size

The individual sample size is determined using Bourley’s (1964) population

allocation formula, which is normally stated as:

Nh= nNh/N Where:

nh= sample size per each group n= the

total sample size Nh= Number of

people in each group N= total study

population

Management staffsample size determination: nh=

nNh/N nh= 272(6)/854 nh= 2

Senior staffsample size determination: nh=

272(200)/854 nh= 64

50
Junior staffsample size determination:
nh=272(648)/854
nh= 206
3.5 Method of Data Collection
The data for this study was collected from both primary and secondary sources.
1. Primary source: the primary data were collected via personal interviews and
questionnaires.

2. Secondary source: secondary documents used in this study were gathered

from relevant textbooks, internet and the Hospital’s records.

3.6 Instrument of Data Collection

The data used in this research were collected using questionnaire and interview:
Questionnaire: The researcher used the closed ended questions in administering
his questionnaires. The questionnaires were administered directly to the target
population in order to get first-hand information from the respondents.
Interview:
Interview which was conducted on a face-face basis was used to elicit
information on areas that the questionnaire was unable to adequately cover. Only
the top management staffs w e r e interviewed in this study because of their
position and knowledge about issues under investigation.

3.7 Test of Validity and Reliability

According to Agburu (2001), validity and reliability of research instrument
depends on what extent it will provide information or data that is relevant and
appropriate for the research work.
Questionnaires are predominantly the source of data for this work.

3.8 Reliability of the Instrument

In research, the term reliability means “repeatability or consistency”. A measure
could be considered reliable if it would give the same result over and over again
(Trochim, 2006:87). In this research, the test-retest method of reliability was
used (a repeated administering of the question). But in doing so, the length of
time given in-between the administration was given serious consideration
because the shorter the time, the higher the correlation and the longer the time
gap, the lower the correlation.

52
3.9 Method of Data Analysis
The raw data collected from the primary source was presented using tables and
simple percentages. Charts were also used as supportive illustrative tools to
demonstrate the behaviour of the data so presented. The hypothesis was tested
using both parametric and non parametric statistical techniques. Specifically,
Frieman chi-square was used in
testing the formulated hypotheses. Decision rule for hypothesis one:
22

accept the null hypothesis if x c<x t. All tests were done at 0.05 level of

significance.

3.10 Organizational profile

Located in the sprawling urban of Sokoto South local government in Sokoto State
in the north western part of Nigeria, Specialist Hospital Sokoto (SHS), a state-
owned 550 bed capacity tertiary health care organization was established in 1932
as General Hospital by lord Lugard. The then governor General of the federal
republic of Nigeria during colonial era as a medical centre to provide health care
services to the people in the state and beyond.
In 1989 the Hospital named was changed from general Hospital Sokoto to
specialist Hospital. It comprises 25 wards and 17 departments. Some of the

53
wards were named after some eminent personalities such as Sardauna, Aliyu

Gagare, Balaraba, Nagwamatse wards etc and others include: female medical,

paediatric medical/ surgical, male/ female senior service, orthopaedic, A&E,

O&G, MOPD, and SOPD wards etc.

SHS constitutes a domain for interaction between different health workers namely,
physicians, pharmacists, nurses, mid-wives, physiotherapists, laboratory scientists,
auxiliary staff and so on. There are three different workers’ (labour) unions which
represent the interests of the health workers in the hospital namely, the association
of resident doctors (for physicians), the National association of nurses and mid-
wives of Nigeria (for nurses and mid-wives) and the medical and health workers
union (for scientists, administrative staff, maintenance staff, engineers and other
staff). Each union has its elected representatives. Members of the medical and
health workers union and the association of nurses and mid-wives constitute over
eighty percent of the hospital’s workforce. However, typical of any health care
organizations of such magnitude, group (team) work, task interdependence and a
complex human interaction are inherent features crucial for the achievement of
organizational goals.

54
 The hospital is headed by chief medical director (CMD) and assisted by

chairman Medical advisory committee (CMAC). The administrative arm of the

organization is headed by director of administration.

55
 Questionnaire Questionnaire
Category of Questionnaire not
administered returned
respondents returned

Management 4.2 2 2
staff Demography of
Table
D-4.3.3 The role
Disagree
respondents
CHAPTER FOUR of conflict
DATA management
PRESENTATION system inANDspecialist hospital
ANALYSIS
sokoto.
TABLE 4.2.1
Senior staff Objective 2: 64
To identify
SD - Strongly
questionnaire disagree the types of conflict
60 arises
4 in specialist hospital
4.0 INTRODUCTION
administration
sokoto.
This chapter is concerned with the analysis of the data obtained from the field. The
Objective
analysis one: to
is limited to identify the causes
the objectives theofstudy
of 180 conflict
of thein Specialist Hospital
Junior staff 206 26 respondents. The broad objective
of the study
Table was toof
4.3.2 Types
Sokoto. determine various
conflict that types,
arises amongcauses and mechanisms
the staff of specialist applied
hospitalin resolving
conflicts within Specialist hospital sokoto. This chapter presents an interpretation and
Total
discussion of272
results derived from the 242
field. 30
Table 4.3.1 causes of conflict in specialist Hospital sokoto are leadership problems,
poor communication,
100% lack 89%
of role definition,11%
management style, deteriorating
4.1 DATA ANALYSIS METHODS
facilities, poor team work/performance and poor organisational structure.
Causes of conflict Frequency Frequency Percentag Percentag
After the fieldwork before analysis, all the questionnaires e were adequately
e checked for
Agreed/Strongly Disagreed/Strongly
completeness.
Source: The information
fieldAgreed
survey 2015. was coded and enteredA/SA into a spreadD/SD
sheet and analyzed.
Disagreed
The
Poor communication
data was51
checked to ensure30
that the output was free
21
from outliers
12.4
and the effect of
Amissing responses
table 4.3.3 show was
that at
90the minimum.representing 37.2% agreed/strongly agreed
respondents
Lack of role definition 43 20 17.8 8.3
Quantitative analysis involved generating descriptive statistics. The findings were
that 30
compromising 7 12.4 style while
2.9 2.9%
Poor organizational
presented by using istables
the most suitable
as found conflict management
appropriate. Qualitative analysis involved categorizing
structure of data from interviews and field notes into common themes and presented tables.
respondents13
Management style and
disagreed/strongly 9disagreed. 64 respondents 5.4 representing
3.7 26.4% agreed/
Source: field survey 2015
deteriorating facilities
agreed/strongly agreed that accommodation is the best conflict management style
Table 4.1field
Source: shows that 272questionnaire were administered to the employees of Specialist Hospital
Lack of team work/ 12survey 2015. 8 5 3.3
performance 4.4Table TEST
Sokoto. The OF
4.3.2 HYPOTHESIS
2indicates
copies of questionnaire administered
that 81 respondents to management
representing 33.5%staff where all returned.
agreed/strongly 64 copies
agreed
Leadership problem 15 4 6.1 1.7
of theinterpersonal
that questionnaire administered
conflict to77
exist senior staff
among the only 60
staff of were returned
specialist and the
hospital remaining
sokoto, four were
TOTAL In the light of our discussion in the preceding section, we shall now32.3
164 67.7 attempt to6
Types of not returned.
respondents
Freq the However, 206 copies
representing 2.5%were Percentage
administered to junior
disagreed/strongly disagreed. Percentage
staff 180 copies
Intra returnedconflict
personal and 26 copies
exemplify extentFreq
of which the hypothesis, on which the study things are true,
A/SA D/SD
conflict A/Strongly
not returned. D/Strongly
Thisasimplies that, the totalagreed/strongly
the total of 242 questionnaires were retrieved for analysis.
exists
based by the
on 9.1% 22 respondents
data collected and analyzed. As stated agreed,
in the while
section28ofrespondent
methodology to
Agreed Disagreed
Inter representing
carry81
out the 11.6% disagreed/strongly disagreed.
6 the chi-square test
research, shall be 58
33.5 respondents
employed representing
2.5make
to 23.4%
our judgments’.
4.3 Data Presentation and Analysis
personal Source:
In essence,field
agreed/strongly survey
agreed 2015.
our judgmentthat
andinter-group
conclusionconflict
shall beexists
madeamong
on thethe staff
basis of while 5 data
statistical
Intra Key: 22 28 9.1 11.6
personal respondents
made disagreed/strongly
available to the researcher.disagreed.
Table 4.3.1 show that 51 respondents representing 21% agreed/strongly agreed that
Inter-group SA -58Strongly agree A5- 23.4 2.06
poor
32 communication
Objective
Intra-groupHypothesis 3:1 causes conflict
To10examine the roleamong the staff
of conflict
13.2 of specialist
management hospital
4.1 system usedsokoto.
in 30
TOTAL resolving
193 conflict
respondent
Agree among
49 staff
representing members
12.4% of specialist
79.2%
disagreed/ stronglyhospital sokoto.
20.8%
disagreed to that. 43 respondents
HO1. Leadership problem, Management style, deteriorating facilities,
Conflict Frequency Percentag Percentag
representing 17.8% agreed/Frequency
strongly agreed that lacke of role definition
e causes conflict
management Agreed/Strongly Disagreed/Strongly
lack of role definition, poor communication and poor D/SD
A/SA
style among the so called staff while,
Agreed 20 respondents representing 8.3disagreed/ strongly
Disagreed
Compromising 90 7 37.2 2.9
Avoiding disagreed.
20 23 8.2 9.5
Accommodation 64 6 57
26.4 2.5
60
competition 11 21 4.5 8.7
TOTAL 185 57 58
56 76.3 23.6
59
Causes of conflict Frequency Frequency Row
Agreed/Strongly Disagreed/Strongly Total
Agreed Disagreed
Poor communication 51 30 81
Lack of role definition organisational
43 structure in Hospital
20 represent the major 63 causes of conflict
between
Poor organizational structure staff
30 and the management.
7 37
HO2. Leadership13problem, Management 9
style, deteriorating22
facilities, lack of
Management style and
role definition, poor communication and poor organisational structure in
deteriorating facilities Hospital does not represent the major causes of conflict between staff and
Lack of team work/ performance 12
the management. 8 20
Leadership problem
In testing hypothesis 15 4
one, we rely on table 4.3.1 19
which gives respondents
TOTAL 164 78 242
responses to the question on causes of conflict.
Fo Fe Fo - Fe (Fo - Fe)2 (Fo - Fe)2/fe

51 54.9 -3.9 15.21 0.3

30 26.1 3.9 15.21 0.6

43 42.3 0.9 0.81 0.019

Table 4.4.1

Table 4.4.2
contingenc
y table for
hypothesis
1

61
20 20.3 -0.3 0.09 0.004

30 25.1 4.9 24.01 0.9

7 12 -5 25 2.1
Hypothesis 11
13 15HO3. Inter-personal
-2 and intra-personal
4 conflicts 0.3
represent the major types of
conflict arises among the staff of specialist hospital sokoto.
9 HO4. Inter-personal
7.1 1.9 and intra-personal
3.6 conflicts 0.5
do not represent the major types
of conflict that arises among the staff of specialist hospital sokoto.
12 13.6 hypothesis-1.6
In testing one, we rely on2.56
table 4.3.2 which0.2gives respondents
responses to the question on types of conflict.
8 6.4 1.6 2.56 0.4

15 5 10 100 20

4 6.1 -2.1 4.41 0.7

X2 26.023

Types of conflict Freq Freq Dis/Strongly Row Total

Table 4.4.3Agreed/Strongly Disagreed
Agreed
Inter-personal 81 6 87
Intra-personal 22 28 50
Inter-group 58 2 5 63
Intra-group Using 32
the formula for x square:
10 42
TOTAL 193 49 242
The critical value of chi- square at 5df and 0.05 level of significant read from the
Fo Fe Fo - Fe (Fo - Fe)2 (Fo -
2
standard table of chi - square distribution is 16.75 Fe) /fe
81 69.4 11.6 134.6 1.94
X2c>x2t(i.e 26.023 > 16.75)
6 17.6 -11.6 134.6 7.64
Table 4.4.4
contingenc
Decision: Since the X2c (26.023) greater than X 2t (16.75), the null hypothesis is
22 39.9for
y table -17.9 320.4 8.03
hypothesis
28 11 rejected
10.1 and the alternate
17.9 hypothesis320.4 is accepted. The31.72
researcher therefore concludes

58 that
50.2Leadership problem,
78 Management
60.8style, deteriorating
1.21 facilities, lack of role

5 12.8
definition, -7.8
poor communication and60.8 4.75structure in Hospital
poor organisational

represent the major causes of conflict between staff and the management.

63 62
32 33.5 -1.5 2.25 0.067

10 8.5 1.5 2.25 0.26

X2 Table 4.4.5 55.32

Conflict Frequency Frequency Row

management Agreed/Strongly Disagreed/Strongly total
style Agreed Disagreed
Compromising 90 7 97
Avoiding 20 23 43
2
Accommodation 64 formula for x square:
Using the 6 50
competition 11 21 32
TOTAL 185 value of chi- square at57
The critical 3df and 0.05 level of significant242
read from the
2 2
Fo Fe Fo - Fe (Fo - Fe) (Fo - Fe) /fe
standard table of chi - square distribution is 12.84
Table 4.4.6
90 74.2
contingency 15.8 249.6 3.36
X2 cfor
table > x2t (i.e 55.32> 12.84)
7 hypothesis
22.8 -15.8 249.64 10.95
111
22 Decision: Since the X c (55.32) is greater than X t (12.84), the
20 null32.9
hypothesis is -12.9 166.41 5.06
rejected and the alternate hypothesis is accepted which says: Inter-personal and
23 intra-personal
10.1 conflicts represent the major
12.9 types of conflict
166.41 16.48arises among the
staff of specialist hospital sokoto.
64 38.2 25.8 665.64 17.43
Hypothesis 111
6 11.8A compromising
HO5. -5.8conflict management
33.64 system will2.85
promote industrial harmony
between staff and Management of hospitals;
11 HO6.24.4
A compromising-13.4 179.56
conflict management 7.36promote industrial harmony
system will not
between staff and Management of hospitals;
21 7.5 13.5
In testing hypothesis one, we rely on table182.25 24.3 respondents responses to
4.3.3 which gives
X2 the question on conflict management system. 87.79

2
Using the formula for x square:

The critical value of chi- square at 3df and 0.05 level of significant read from the
standard table of chi - square distribution is 12.84

X2 c > x2t (i.e 87.79> 12.84)

65
64
 22 Decision: Since the X c (87.79) is greater than X t (12.84), the
null hypothesis is
rejected and the alternate hypothesis is accepted which says: compromising
conflict management system will promote industrial harmony between staff and
Management of hospitals.

4.5 INTERPRETATION OF FINDINGS

The data collected and analyzed above in line with the hypothesis test resulted in the
following findings:

a) Leadership problem, management style and deteriorating facilities, poor

organisational structure, lack of role definition etc are the major causes of conflict
among the staff of specialist hospital.
b) Inter-personal and inter-group conflicts represent the major types of conflict arises
among the staff of specialist hospital sokoto.
c) Compromising conflict management system will promote industrial harmony
between staff and Management of hospitals

66
 CHAPTER FIVE SUMMARY,

CONCLUSION AND RECOMMENDATION

5.0 INTRODUTION
The final chapter concludes the study by making a summary of the analysis and
findings of the data collected as well as answers provided to the research questions.
The findings provide the basis for the researcher to make certain recommendations that
would help the workers and management of specialist hospital to tackle conflict.

5.1 SUMMARY

The research showed that Inter-Personal conflict exists mostly among employees of the

organization. Apart from that there are other causes of conflict in the organization

which is inter-group.

The researcher also found out that indirect approach to conflict resolution is used to

solve conflict issues than direct approach.

According to the findings, the lingering causes of conflict management on

organizational performance may be:
Different persons have different views regarding goals; People differ in their views due
to differences in their background, culture, education, and training etc. other causes
include personal dislike, prejudices, ego and jealousies.

67
 5.2 CONCLUSION

The thesis reviewed existing literature on conflict in organizations well as designs a

study protocol to explore the sources and management of conflict in Specialist hospital

sokoto. The methods adopted to achieve this aim have been described.

This study has attempted to look at the conflict management in the light of

specialist hospital. The study has shown that, the concept of “conflict

management” refers to an act and also a process of resolving disputes between

two or more parties with the view of coming to a resolution. The study showed

that, when the employees are faced with a conflict of personal nature, majority

of them deal with the conflict through indirect approaches such as engaging in

withdrawal and avoidance while silently retaining their claims to resources or

validation, attempting to investigate the issue in conflict so as to find a solution

acceptable to all, trying to bring all the concerns out in the open so that, the

issues can be resolved in the best possible way, exchanging accurate

information with the parties in conflict in view to solve the problem together,

embracing negotiations so that, a compromise can be reached, Avoiding an

68
open discussion of differences between conflicting parties and sticking to own

solution to a problem.

5.3 RECOMMENDATION
The importance of conflict management cannot be over emphasized and must be
tackled with much technicality, especially in an economy that is turbulent like Nigeria

a) In managing conflict, the employees’ satisfaction should be taken into

consideration. Efforts must be made by management to give more training to
personnel management of ways of managing conflict management.
b) Conflict should be managed with the least cost. The cost of managing conflict
as well should be put into consideration.
c) Conflict management should be carried out in such a way that it will be a
motivational tool to employees.
d) There should be a team building program for members of staff
e) There should be training skill development arrangement for staff.

69
REFERENCES
Ahmadian.S. (2012).Investigates The Effects of Conflict Management Strategies On
Job Stress Of The StaffS Of Emergencies In Mashhad Hospitals. Interdisciplinary
Journal of Contemporary Research in Business. 4: NO 2.

Almost, J. (2006) Conflict within nursing work environments: concept analysis.

Journal of Advanced Nursing, 53, 444-453.

Amason, A.C. (1996). ‘Distinguishing the effects of functional and dysfunctional

conflict on strategic decision making: Resolving a paradox for top management teams’,
Academy of Management Journal, 39, 123-148.

American Arbitration Association. Dispute-Wise Business Management: Improving

economic and non-economic outcomes in managing business conflicts Clark, Martire,
Bartolomeo & Shulman. Englewood NJ 2003. http://www.adr.org/si.asp?
id=1803 (accessed August 17 2005)

Aminu, D., & Marfo, C. (2010). Managing workplace conflict in the school
environment: Challenges, rewards, and the way forward. Journal of Language,
Technology, & Entrepreneurship in Africa, 2(2).

Amason AC, Sapienza HJ. The effects of top management team size and interactive
norms on cognitive and affective conflict Journal of Management 23(4): 495-516, 1997

Axt, H-J., Milososki, A., & Scharz, O. (2006). Conflict - A literature review.
Department of Social Sciences. Institute for Political Science. University of Duisburg-
Essen. Jean Monnet Group.

70
Benedict-Bunker, B., Rubin, J., & Associates. (1995).Conflict, cooperation and justice:
Essays inspired by the work of Morton Deutsch. San Francisco: Jossey- Bass.

Cox K.B. (2003). The effects of intrapersonal, intragroup, and intergroup conflict on
team performance effectiveness and work satisfaction. Nursing Administration
Quarterly, 27(2), 153-163.

Deutsch Matteson, Coleman P (2000). The handbook of conflict resolution: Theory and
practice. San Francisco: Jossey-Bass.

De Dreu, C.K.W., & Gelfand, M.J. (2007). Conflict in the workplace: Sources,
dynamics, and functions across multiple levels of analysis. In C. K.W. De Dreu, & M.
J. Gelfand (Eds.), The psychology of conflict and conflict management in
organizations. New York: Lawrence Erlbaum.

Equal Employment Opportunity Commision. Annual Report 2003.

http://www.eeoc.gov/abouteeoc/plan/par/2003/index.html (accessed

August 17 2005)

Filley, A.C. (1975). Interpersonal Conflict Resolution, Glenview IL Scott Foresman.

Greenberg, J, & Baron, R.A, 1997. Behaviors in Organizations. 6th ed. New Jersey:
Prentice Hall.

Henry, O, 2009. Organizational Conflict and its Effects on Organizational

71
Performance. Research Journal of Business Management, 2(1), 16-24.

Hocker, J. & Wilmot, W. (2001) Interpersonal conflict (6th ed.). Dubuque, I A: W.C.
Brown.

Hotepo, O.M, Asokere, A.S.S, Abdul-Aziz, I.A, & Ajemunigbohun, S.S.A, 2010.
Empirical Study of the Effect of Conflict on Organizational Performance in Nigeria.
Business and Economics Journal, 15, 1-9.

Hogg, M.A., & Vaughan, G.M. (2002). Social Psychology (3rd ed.) London: Prentice
Hall.

Imaga, E.U.L. (1999), Element of Administrative Theory and Practice: Management

Culture in Organizations. A Focus on Nigeria, Enugu, Mimeographed Publication.

Ivancevich, J. M. and Matteson, M. T. (1996). Organizational behavior. Irwin,Chicago:

MacGraw-Hill.

Jeffrey, Z.R. Dean, G.P. and Sung H.K. (1994), Social Conflict McGraw-Hill.

Jehn K. A. (1997), “A Qualitative Analysis of Conflict Types and Dimensions in

Organizational Groups”, Administrative Science Quarterly, Vol. 42, pp. 53057.

Jones, G. R., Gorge, J. M., Hill, C.W.L. (2000) Contemporary Management, McGraw-
Hill, Boston, MA. Second Edition, ISBN: 0-13-525858-8

72
Keeley, L.H. (1996). War before civilization: The myth of the peaceful savage. New
York: Oxford university press.

Hellriegel, D., & Slocum, J.W. (1996). Management, 7th ed. Cincinnati, Ohio: South
Western Publishing.

Morgan, G. (1997).Images of organizations.(3rd ed). Thousand oats, Ca: Sage.

Moorhead G. & Griffin R. (1995). Organizational Behaviour: Managing People

Organizations (4th ed). Boston, Houghton Mifflin Co.

Myers, D.G (1993). Social Psychology, 4th ed. McGraw Hill Inc. USA Nigeria
Medical and Dental Association, Rules and Regulations, (1989).

Osabuohien, E.S. (2010). “Industrial Conflicts and Health Care Provision in Nigeria”
in Ninalowo A.M.A., Badru, F.A. & Akinyemi, R.(eds.) An interdisciplinary
Discourse on the Human Condition, Lagos: Faculty of Social Sciences, University of
Lagos, pp.64-95.

Porter-O’Grady T. Constructing a conflict resolution program for health care. Health

Care Management Rev 29(4): 278-283 2004

Pondy L. R. (1967), “Organizational Conflict Concepts and Models”, Administrative

Science Quarterly, Vol. 12, No. 2, pp. 296-320

Rahim, M.A. (2002) ‘Toward a Theory of Managing Organizational Conflict’, The

International Journal of Conflict Management, 13(3), 206-235.
Rusbult, C.E., & Van Lange, P.A.M. (2003). Interdependence, interaction and

73
relationships. Annual Review of Psychology, 54, 351-375.

Stephen, M. Julia, R. (1995) ‘ Business values, management and conflict handling:

issues in contemporary Singapore. Journal of Management Development, Vol.14,
No.419, pp. 56-70.

Tessier C, Chaudron L, Muller H. Conflicting Agents. Conflict Management in Multi-

agent Systems. NetLibrary Inc. Kluwer Academic NY 2002.

Tjosvold, D. (2008) ‘The Conflict-positive Organization: ‘it depends upon us’. Journal
of Organizational Behaviour, 29, 19-28.

Vecchio R.P. (1991). Organizational Behaviour (2nd ed). Orlando, Dryden Press
Wikepedia (2007) Strike Action (Last Undated 10/29/2007).

74
 Appendix

QUESTIONNAIRE

Department of Business Administration,

Faculty of Management Sciences,

Usman Danfodio University,

Sokoto

25th May, 2015

Dear Respondent,

I am a postgraduate student in the Department of Business Administration,

Faculty of Management Sciences, Usman Danfodio University Sokoto. I am Carrying
out a research study on the conflict management in business organisation: A case
study of Specialist Hospital Sokoto.

I therefore request you to please supply the information been sought for as
stated in the attached questionnaire. The research is for academic work only and the
information will be use for such. Therefore, utmost confidentiality will be adhered to,
in regard to the information provided and your identity.

I will be grateful for your cooperation.

Thanks,

Yours faithfully,

Bello Bala

(13120905007)

75
1 I have experience that poor communication causes conflict among 4 3 2 1
employees of specialist hospital sokoto
2 I have experience that leadership problems between staff and the 4 3 2 1
management1 Causes conflict in specialist hospital sokoto
- QUESTIONS
S
3 Lack oft team work/poor performance causesSection conflict
A among staff of
4 3 2 1
r
specialist Hospital sokoto
o Instruction: tick ( ) whichever is appropriate
4 Lack of role definition among staff causes conflict in specialist
n 4 3 2 1
g
hospitall sokoto.
Personal Data of Respondents
5 Poor organizational
y structure is the causes of conflict among the staff 4 3 2 1
of specialist
D 1. Distribution
hospital sokoto. by sex
6 Managementi female causes conflict among
style and deteriorating facilities 4 3 2 1
s
staff ofaspecialist Hospital sokoto.
g Male:
r
e 2. Marital status
e
Married: (b) single: (c) others:

3. Educational Background of Respondents:

(a)SSCE 7b) Nurse/midwifery \ (c| )HND/DEGREE

(d)Masters (e) Professional certificate

(f)scient (g) Technician

ist
SECTION C
7. The type of conflict between two or more individuals prevails in specialist Hospital
4. Position/Status
Sokoto.
(a) Man (b) senior staff (c) Junior staff
agement4 [ ] staff 3 [ ] 2 [ ] 1 [ ]
5. Years in Service
8. The type of Conflict within the person (intra-personal conflict) arises among the
staff of the
(a) hospital.
Under (b) 1-5 years (c)5-10

years
41year
[ ] 3 [ ] 2 [ ] 1 [ ]
(d) 10-15 (e) 15 years above
Section B
9. The type of conflict among departments arises among the staff of the hospital.
years
Objective of the Study: The objectives of the study are based on finding the causes/
types of4conflict
[ ] and the roles3 styles
[ ]of conflict management
2 [ ] system used 1 in[ resolving
]
conflict
10. among
The type staff of specialist
of conflict within thehospital Sokoto.
department arises among the staff of the hospital

Rating Scale: Please select a number on scale of 4 to 1 where;

4-Strongly Agree
3-Agree
2-Disagree
77
76
 4 [ ] 3 [ ] 2 [ ] 1 [ ]

SECTION D

11. Compromising is most suitable style of conflict management

4 [ ] 3 [ ] 2 [ ] 1 [ ]
/

12. When conflict occurs i back out of the situation and do something else.
4 [ ] 3 [ ] 2 [ ] 1 [ ]

13. When conflict arises I often make slight modifications in my goals to meet other
people's needs.

4 [ ] 3 [ ] 2 [ ] 1 [ ]

14. When resolving a conflict, I am usually firm and not swayed by others.

4 [ ] 3 [ ] 2 [ ] 1 [ ]

78
79
36
37