sign in sign up
<<
Home , Organizational conflict

IMPLICATIONS OF ORGANIZATIONAL ON ORGANIZATIONAL DEVELOPMENT: AN OVERVIEW

1UBAWUIKE, I. JERALDINE, 2ABEH AONDOSEER, 3ALIYU K. MUHAMMED

1,2,3Department of , Federal Polytechnic, Idah, Kogi State, Nigeria E-mail: [email protected]

Abstract—A wide divergence of views exists on the sources and impact of conflict on and the effectiveness of the various strategies for managing them. This study attempts to ascertain whether effective management of conflict contributes to organizational development. It has been argued by some researchers that conflicts are signs of a vibrant while others contend it is destructive and capable of retarding stability and performance. Intensive review of related literature was undertaken on the causes, types, implications and strategies for managing conflicts in Nigerian organizations. The study revealed that limited resources, salaries and wages, and interpersonal problems are the major causes of conflict and that conflict has both negative and positive effects on organization. The review also indicated that when conflict is managed properly, the positive effects can be used to encourage organizational innovativeness and build cooperation among the employees. It was recommended that strategies that promote industrial democracy should be adopted by management. Furthermore, the ideal level of required to attain optimum performance for every organization is unique and situational hence managers are advised to establish the best maintainable by the organization.

Keywords— Conflict; Organization; Organizational Development.

I. INTRODUCTION connotation of "bad" for many people; so much so that they think principally in terms of suppression, Conflicts are inevitable part of organizational life giving little or no attention to its more positive side. since the of different stakeholders such as Research suggest that many, if not most, managers and employees are often incompatible. organizations need more conflict, not less [6]. The Conflict is an unpleasant fact in any organization as absence of conflict may indicate autocracy, long as people compete for , resources, power, uniformity, stagnation, and mental fixity; the recognition and security [1]. Organizational conflict presence of conflict may be indicative of democracy, can be regarded as a dispute that occurs when , growth, and self-actualization [7]. Conflict interests, goals or values of different or is ubiquitous, not necessarily dysfunctional and can groups are incompatible with each other. This results be required to defy people to perform and stimulate into a situation whereby they frustrate each other in progress. Other research complements this statement an attempt to achieve their objectives. Conflict arises arguing that conflict is not the opposite of in groups because of the scarcity of freedom, cooperation but a mechanism that allows perceiving position, and resources [2]. People who benefits of work [8]. Furthermore, independence tend to resist the need for conflict is considered psychologically and socially interdependence and, to some extent, conformity healthy. It is psychologically healthy because it within a group. People who seek power therefore provides a breather for and enables a struggle with others for position or status within the feeling of participation and even of joy. And it is group. sociable healthy because it encourages opposition to Conflict has both positive and negative effects [3]. the status quo and provides conditions for social Conflict is a part of organizational life and may occur chances and democracy stemming from pluralism and between individuals, between the and the respect to diversity. group, and between groups [4]. While conflict is This study examines the implications of conflict on generally perceived as destructive (dysfunctional), it organizational development. It reviews types of can also be beneficial (functional) because it may conflicts, reasons for conflicts, sources of cause an issue to be presented in different organizational conflicts, factors that have caused perspectives. It can be positive when it encourages conflict in Nigerian organizations, as well as creativity, innovativeness, new looks at old strategies for managing organizational conflicts to conditions, the clarification of points of view, and the improve organizational development in Nigeria. development of human capabilities to handle Many Nigerian organizations have shrunken or interpersonal differences which are core issues of become moribund due to conflict and ineffective organizational development [5]. Conflict can be management of organizational conflict. Activities of negative when it creates resistance to change, some organizations are paralysed for the fact that establishes turmoil in organization or interpersonal attention had not been accorded to conflict and relations, fosters distrust, builds a feeling of defeat, or of these organizations. These widens the chasm of misunderstanding. organizations do not consider conflict management as Unfortunately, the term "conflict" has only the an integral part of the

Proceedings of The IRES 19th International Conference, Dubai, UAE, 5th December 2015, ISBN: 978-93-85832-64-2 71 Implications of Organizational Conflict on Organizational Development: An Overview responsibility. A sheer misunderstanding between and Organizations are inventions for accomplishing goals among individuals or groups over an inconsequential through group efforts [12]. In the view of others, matter can degenerate into an organizational conflict organization is a social unit of people that is if not properly managed. The general objective of this structured and managed to meet a need or to pursue study is to review the implications of conflict on collective goals [13]. Bradford & Burk identified organizational development in Nigeria. three significant aspect of organization covered by all descriptions. These include: people, goals and II. THE CONCEPT OF CONFLICT AND system. Organizational development on the other CONFLICT MANAGEMENT hand is a systematic organizational change [14]. This description is expanded to imply a deliberately Generally, the concept of conflict has attracted a planned effort to increase an organizations relevance plethora of definitions from different scholars and and viability [15]. In attempt to capture a more detail researchers. But despite the divergent meanings the description of organizational development, experts term has acquired, several common ideas underline further explain it as a future readiness to accept most definitions. Conflict is a process that begins change; a systemic learning and development strategy when one party perceives that another party has intended to change the basics of beliefs, attitudes, negatively affected, or is about to negatively affects, values and structures of current organization to better something that the first party cares about [9]. Conflict absorb disruptive or exploding market can also be defined as a disagreement between two or opportunities [13]. Other authors see organizational more parties – for example, individuals, or a groups, development as a framework for a change process department, organizations, countries – who perceive designed to lead to desirable positive impact to all that they have incompatible concerns. Conflict is a stake holders and the environment [11]. Organization condition that arises whenever the perceived interests development is a generic term embracing a wide of an individual or group clash with those of another range of loosely defined intervention strategies into individual or group in such a way that strong the social system [16]. It is concerned with attempts emotions are aroused and compromise is not to improve the overall performance and effectiveness considered to be an option [10]. He said that conflict, of an organization. and when managed effectively, can contribute to organization change are the two major issues that are organizational effectiveness, but when mishandled central and critical features of organization can give rise to counter-productive behaviour, in development. The essence of organizational which both sides lose. From the definitions of development is more on the development of the conflict, certain things are common. The definition organization than the actual processes of the imply that conflicts exist whenever an action by one organization. party is perceived as preventing or interfering with the goals, need, or actions of another party. It equally III. CAUSES OF ORGANIZATIONAL shows that conflict is a perception issue- the parties to CONFLICTS the conflict must perceive that it exists or it does not exist. Research suggest that it is probable that causes for conflicts are not highly correlated with and Before defining the term conflict management, it is objective achievement in situations of routine important that we distinguish between conflict behaviours where procedures are well defined and resolutions and conflict management. Many people environment is stable [6]. In these circumstances, mistake conflict resolutions for conflict management. conflict variables are probably more related to Conflict resolution is an integral part of conflict personality, autonomy reasons, functional management. Conflict management encompasses interdependence and status. Conflict can also break both conflict stimulation and conflict resolution out when one party avoids the goal achievement of techniques [2]. The interventions that alter the level the other one. Another reason pointed for the and form of conflict in ways that minimize its occurrence of conflicts is the asymmetric degree of dysfunctional consequences is referred to as conflict interdependence that affects the level of trust and management. Conflict management is the use of commitment of the groups [17]. Asymmetric resolution and stimulation techniques to achieve the interdependence occurs when parties have different desired level of conflict in organisation [9]. When levels of dependence among each other. That is, in conflict becomes dysfunctional in the organisation, one same group some individuals can depend on conflict resolution techniques become necessary in people that, in turn, show independence in relation to order to de-escalate or resolve it. Similarly, when them. In total interdependence on the other hand, organisational conflicts become too low and needs to individuals are totally dependent on one another. be increased, conflict stimulation techniques become Those relationships with total interdependence have necessary. Both resolution and stimulation techniques less conflict than the ones with asymmetric are needed by managers for effective control of interdependence. Conflict is smaller in highly conflict levels [11]. dependent relationships because, in general, the

Proceedings of The IRES 19th International Conference, Dubai, UAE, 5th December 2015, ISBN: 978-93-85832-64-2 72 Implications of Organizational Conflict on Organizational Development: An Overview dependent party conforms itself that it cannot alter the asserts that if the tasks of individuals working as a situation and accept the leader’s power. There are group are not clearly defined by the management they innumerable origins of organizational dispute and will lead to more conflicts. Conflicts between each produces its own variety of effects18. Duke individuals may also result from lack of resources and identifies six major sources: (i) the interpersonal role-related pressures. A study of Nigerian of effects disagreements that arise when one person is of conflict in Nigerian organization showed lack of experiencing individual stress; (ii) the problems resources and communication problems with the resulting from , a condition that occurs highest frequency [22]. This reiterates the earlier when there is a clash over one's role in the findings that employees compete in organization organization; (iii) the power struggles that pit persons because of limited resources [21]. This and groups against one another to achieve their own can take the form of financial, promotion, manpower selfish objectives; (iv) the misunderstandings and equipments, etc. Other important causes of conflicts disagreements from differentiation, i.e., the clashes in organization are competition, lack of cooperation, that arise because people approach common problems different expectation and interdependence. However, from very different orientations; (v) the it is worth mentioning that salary comparison is the interdependence requirements for collaboration item that generated least conflicts. This is in contrary which, if not extensive and balanced between the with the assumptions that financial and monetary parties, cause communication and interaction issues form part of major causes of conflicts in an breakdowns which, in turn, if critical, lead to more organization [21]. intensive conflicts; and (vi) the external pressures from forces outside the enterprise that breed internal IV. CONFLICT AND ORGANIZATIONAL pressures as the system seeks to adapt but not to DEVELOPMENT disrupt its internal order. Conflict is clearly associated with power and can Considering the vertical conflict some studies emerge when goal achievement of an organization is examined the short-term and long-term effects of avoided. It is also believed that people are aware of perceived fairness in organizational conflicts between the factors that generate conflicts such as scarcity, employees and supervisors [23]. The authors obstruction and incompatible interests or goals, Some concluded that employees’ fairness is important in the of the reasons that justify conflict escalation resolution of organizational conflicts. When according to Ikeda et al (2005) are: (i) as departments employees realize that there was fairness in the grow, people lose contact with other departments, or conflict resolution, the bond between the groups yet, members of a department start to think strengthens. The authors added that the perceived and differently from other areas; (ii) the increase of distributive fairness significantly enhances emphasis in the financial measures as a tool for satisfaction, cooperation, positive organizational motivation for managers and the establishment of commitment and satisfaction with outcome of different profit centres inside an integrated business conflicts. Though conflict can create negative impact system end up creating many conflicts; (iii) the to group, it may also lead to a positive effect increasing rise of emphasis in functional depending on the nature of the conflict. Moderate specialization, politics of promotion and recruiting level of conflict is ideal and essential for an reinforce the isolation of departments, generating organization to attain optimum performance and conflicts; (iv) today there is more room for workers to effective decision-making [5]. The relationship show criticism among each other, while this freedom between performance and level of conflict is shown of speech can be beneficial for society as a whole, in in figure I. organizational context can be transformed into conflicts and (v) consumers demand lower prices, better quality in products and services, creating pressures so that departments work more effectively which can result in conflicts among departments. Research of a study of Malaysian banks revealed that the Malaysian employees rated communication, perception, values and culture problems as moderately serious sources of conflict although, the staff differed from the officers in their perception to the degree of seriousness of these problems [20]. However, conditions of service, salary and wages and job security are identified as the leading sources of conflict in Nigeria5. Conflicts within an individual Level of Conflict Source: Adapted from Ivancevich, and Matteson (1993). usually arise when a person is uncertain about what Organisation behaviour and management, 3rd edition, task is expected of him to do; if not clearly defined by Irwin, Homewood. IL the supervisor or the person in charge [2]. He further Figure I: Conflict and organisational performance

Proceedings of The IRES 19th International Conference, Dubai, UAE, 5th December 2015, ISBN: 978-93-85832-64-2 73 Implications of Organizational Conflict on Organizational Development: An Overview

To further establish relationship between conflict and organisational performance table I shows the correlation: Figure I: Relationship between Inter-group Conflict and Organisational Performance

Source: Adapted Ivancevich J.M. Robert K., and Michael T, M. (2005). Organisational behaviour and management, New York: McGraw-Hill.

Several studies indicate that improvements to trigger our imagination. Every organization has an decision making were due to cognitive aspects of optimal level of conflict that can be considered highly conflict while decision making suffered due to functional – it helps to generate positive performance. emotional aspects of conflict [2]. The authors contend When the conflict level is low, performance can also that though simulation of cognitive aspect can help to suffer. Innovation and change are less likely to take promote functional conflict, often it may place, and the organization may have difficulty unintentionally raise emotional aspects leading to adapting to its changing environment. If a low dysfunctional conflict. Functional conflict is a conflict continues, the very survival of the conflict between groups that stimulates innovation organization can be threatened. On the other hand, if and production while dysfunctional conflict is a the conflict level becomes too high, the resulting conflict between groups in the organization that chaos also can threaten the organization’s survival. hinders the achievement of group and organizational Conflict can be destructive when it creates resistance goals [25]. Conflicts whether functional (destructive) to change, foster distrust, build a feeling of defeat or or dysfunctional (destructive) depends on the type of widen the gap of misunderstanding22. Organizational conflict, the level of conflict and how they are being conflict is popularly known as a disruptive influence managed. When conflicts are moderate and properly within organizations, as it can affect the managed they produce positive outcomes that support organizational effectiveness and lead to the performance and goals of the organization. On the counterproductive behaviour. This may not always be other hand when the level of conflict is too high or the case as research suggests conflict at moderate too low and is not properly managed, they produce levels within an organization is optimal for negative outcomes that hinder performance and goals organizational effectiveness. Therefore, it is [26]. This implies that conflict per se, is not important to note that conflict does play a part in necessarily good or bad but an inevitable feature of determining organizational effectiveness and also that organizational life and should be judged in terms of it is not totally undesirable as some conflicts appear its effect on organization [27]. Research reports a to be necessary to maximize performance. positive correlation between democratic conflict management styles and organizational stability [27]. CONCLUSION He noted that democratic strategies would promote inclusion in decision and by consequence workers Conflicts are part of human nature and it is extremely identification with decisions and commitment to the important to study it not only for theoretical purposes organization. The use of more integrative conflict but also for organizational practice. Conflict analysis management strategies is likely to have high and its resolution has an important role in private, commitment than teams using less integrative styles public and political organizations, as well as in [28]. judicial and work disputes, in military operations and Conflict can be positive when it encourages many other institutions. Studies indicate that causes creativity, new look at old conditions, the of organizational conflicts in Nigerian organizations clarification of points of view, and the development are lack of resources, salary and wages, struggle for of human capabilities to handle interpersonal power and interpersonal problems. This leads to differences [29]. All of us have experienced a surge competition for the scarce resources. Therefore, it is of creativity when we permit the ideas of others to pertinent on the organizations’ management to ensure

Proceedings of The IRES 19th International Conference, Dubai, UAE, 5th December 2015, ISBN: 978-93-85832-64-2 74 Implications of Organizational Conflict on Organizational Development: An Overview that the available limited resources are utilized [2] Jones, G. R. & Geaorge, J. M. (2003).organizational optimally for the benefit of the organization and other conflict, negotiation, politics and change in contemporary management, 3rd edition. PPT stakeholders. Though conflict is often viewed as presentation. negative, it is capable of increasing organizational [3] Rusell, P. & Jerome, G. P. (1976). Conflicts in innovativeness and productivity, thereby improving organization: good or bad, Air University Review, 13(8): organizational performance. In addition, conflicts 13-21. [4] Obasan, K. A. (2011). Impact of conflict management build the spirit of teamwork and cooperation among on corporate productivity: an evaluative study, Journal the employees of an organization. The most used of Business Management Research, 1(5):44-49. means of managing conflict among the managers in [5] Pondy, L. R, (1992). A systems theory of organizational Nigeria are bargaining, collaboration, and avoidance. conflict. Academy of Management Journal, 9: 246-53. [6] Umar, K. (2000). Managing conflict in Nigerian When conflicts are properly managed in organization, Polytechnics: a strategic approach, Journal of it will lead to the development of organization for Management and , 6(1):72-7 effective attainment and achievement of [7] Ifeanyi, M. I. (2004). Toward theoretical measures of organizational goals and objectives. conflict management, Academy of Management Journal, 33(3) [8] Stephen, P. R. &Timothy, A. J. (2007). Organizational RECOMMENDATIONS behaviour, new Jersey: Pearson Prentice Hall [9] Rother, M. (2009). Toyota Kata. McGraw-Hill. Based on the conclusion of the study, the following Available from http//www.google.com/books? [10] Jung, S. (2003). The effects of organizational culture on recommendations are made: conflict resolution in marketing. Journal of American i. Managers should develop diverse but Academy of Business, 36(3): 242-46. appropriate strategies to resolve and manage [11] Bradford, D. L. & Burk, W. W. (2005). Reinventing conflicts as they arise before escalating to organizational development, San Fransisco: Pfeiffer. [12] Dekler, M. (2007). Healing emotional trauma in unmanageable level. organizations: an organizational framework and case ii. Efforts should be made by the managers to study Organizational Development Journal, 25(2), 49- occasionally stimulate conflict by encouraging 56 divergent views and rewarding staff and [13] Cummings, T. and Worley, C. (2000). Organizational development and change, Thomson: South-Western unit/department for outstanding performance. Publishers. iii. Proper communication procedures should be put [14] Laurie, J. M. (2010). Management and organizational in place to resolve conflict. For instance, when behaviour, ninth edition. England: Pearson Education any disagreements arise among the employees, Ltd. [15] Kumar, N. et al. (1995). The effects of perceived it should be reported to the management and interdependence on dealer attitudes. Journal of then management should get statements from Marketing Research, 32(3): 348-56. the parties involved, brainstorm the issue and [16] Duke, C, (1999). Organisational conflicts affecting make recommendation on how to resolve the technology commercialization from non-profit laboratories, Journal of Product , conflict. 4(5): 5-15. iv. Effort should be made by the management to [17] Ikeda, A. A., Veludo-de.Oliveira & Campomar, M. C. organise seminars/workshops on organizational (2005). Organizational conflicts perceived by marketing conflict management from time to time for the executives, Electronic Journal of Business and Organization Studies, 10(1): 22-28. employees. This will enable employees learn [18] Tseveendorj, O. (2008). Conflict resolution: a basis for about conflict and how it can be effectively effective conflict management of banks in Baguio City, managed for individual and organization Thesis (unpublished) submitted to St Louis University effectiveness. Baguio City, Philippines. [19] Henry, O. (2009). Organizational Conflict and its v. Strategies that promote industrial democracy effects on Organizational Performance. Research should be adopted in management of Nigerian Journal of Business Management, 2 (1): 16-24. organizations [20] Hotepo, O. M., et al (2010). Empirical study on the vi. Group interaction and activities should be effect of conflict on organizational performance in Nigeria. Business and Economic Journal, BEJ-15. followed up so as to ensure a degree of Retrieved from http://www.astonjournals.com/bej. functionality of conflicts. Positive conflicts will [21] Imazai, K. & Ohbuchi K, (2002). Conflict resolution only be possible if particularities of the and procedural fairness in Japanese work organizations, organization are analyzed. Japanese Psychological Research, 44 (2): 107-12. [22] Ivancevich, J. M. Robert K., & Michael T, M. (2005). vii. Since the ideal level of conflict resolution Organisational behaviour and management, New York: required to attain optimum performance for McGraw-Hill. every organization is unique and situational, [23] Curtis, W. C. & Philip, L. H. (2001). Management and managers are urged to establish the best organizational behaviour, New York: McGraw-Hill [24] Azamosa, O. (2004). Industrial conflict in Nigerian maintainable by the organization. universities: the case of Academic staff Union of the University ’ strike of December, 2002- REFERENCES June, 2013. Business and Economic Journal, BEJ-17 [25] Ekong, E. E. (2002). Management styles in Nigerian Universities under Military rule and the challenges of [1] Adomi, E. E, & Anie S. O. (2005). Conflict democracy: how democracy can be. A working Paper, Management in Nigerian University Libraries. Journal University of Calabar of Library Management, 27(8): 520-530.

Proceedings of The IRES 19th International Conference, Dubai, UAE, 5th December 2015, ISBN: 978-93-85832-64-2 75 Implications of Organizational Conflict on Organizational Development: An Overview [26] Vigil-King, D.C. (2000). Team conflict, integrative and Journal, conflict management strategies and team effectiveness: 22(5), 87-91. A field study, Sandwich Education Review 6(1) [28] Rahim, M. A. (2002). Toward a theory of managing December; organizational conflict. The International Journal of [27] Darling, J. & Walker, W. (2001). Effective conflict Conflict Management, 13(3) management: use of the behaviour style model,



Proceedings of The IRES 19th International Conference, Dubai, UAE, 5th December 2015, ISBN: 978-93-85832-64-2 76