WHAT IS CONFLICT ?

 Definition:
According to Wilmot and Hocker (1998),
Conflict is “an expressed struggle
between at least two interdependent
parties who perceive incompatible goals,
scarce resources, and interference from
others in achieving their goals”.
 Competition
for

Scarce
Resources
Different Set
Overlapp-ing Of Values,
Authority Goals

Threat
Contrasting
To Sources
Perceptions
Status Of

Conflict

Lack

of
Attribution
Trust

Faulty
Personality
Communicati
Clashes
on
 Facts of the Company
Establish in 1980.
6500 million.
Constructed township.
On Dec 2,1996 got shock news.
Locked for 24 hours.
After 8 days.
Financial loss.
On Dec 9, accepted demand.
What is the main conflict management style of
the CMD?

 Competitive Style.
 Competitive and autocratic attitude of the CMD.
 Worker’s adamancy.
 Lesson for workers.
 Ignorance to management suggestions.
If you were in the CMD’s position, how would you
go about managing the conflict?
 Preference for unbiased recruitment procedure.

 Achievable production targets

 Monthly meetings with union leader for having feedback.

 Concern towards demands of workers.

 Exact performance measurement strategies.

 Court settlement at the time of strike.

Analyze the causes of the conflict between the
CMD and the union?
 The workers had union which was affiliated to INTUC.
Influence of anti social elements.

 Nepotism in recruitment.

 Autocratic personality of CMD

 Persuasive about the production targets.

 Continuous threats from labor for strike.

 Use of pressurizing techniques for minor demands.

 Futile attempt- maintenance of harmonious relationship.

 Sudden termination of 12 Employees

 Disagreement of management to accept new charter of

demand and reinstatement of sacked employees
 How did the CMD deal with conflict?

 Initially adamant behavior.

 Immediate termination of 12 employees

 Remain unaffected over strike and gheraos.

 Disagree to call off strike in two days

 Work groups – stagnant and comfortable with status quo.

 Direct dialogue- lessening the impact of strike, consensus
is easily reached.
 No immediate action against strike.
 CMD faced financial burn but made workers suffer also.
 Compromised and accepted the demands
 A lesson to union and management.
 SWOT ANALYSIS

STRENGHTS:-
 Excellent Company Turnover

 Workers provided with housing facilities

 Several employees on a pay roll

 Managers giving 100% towards maintaining harmonial

relationship
 WEAKNESSES:-

 Recruitment on the basis of Nepotism

 Improper Procedures

 Undue advantage taken by the Unions

 Cmd’s Autocratic and Adamant Leadership style.

 Influence of Anti-social activities on Union.

 OPPORTUNITIES:-
Possibility of learning and develops further understanding

 Strikes wont occur on minor issues.

 Company can learn Crisis Management.

 THREATS:-
 Production stoppages can lead to dangerous situations

 Influence of Anti-social elements on unions can lead to

future crisis.

 Threat of militant activities.

 Conclusion
 Outcome achieved
Loose+ Loose
 Conflict Management
(Case Study: Nagesh and Iron Steel Company Ltd.)