Organizational Conflict Research Articles

Impact of Environmental Factors, Organizational Structure, Conflict Management, and Internal Control on the Effectiveness of Islamic Schools in Banten

The rapid increase in the number of schools necessitates the evaluation of educational quality across all institutions, including both private and state-run schools, with a particular focus on Islamic schools. Organizational performance serves as a key indicator of an institution's effectiveness. This study aims to analyze the impact of organizational structure, conflict management, and internal control on the work environment and effectiveness of teachers in Islamic schools in Banten. The study population comprised teachers from Islamic schools in Banten, with a total sample size of 58 teachers. Data analysis was conducted using path analysis to assess the relationships between the variables. The analysis revealed that organizational structure, conflict management, and internal control positively influenced the teachers' work environment. Furthermore, the organizational structure was found to have a significant impact on work effectiveness. However, conflict management and internal control did not show a significant effect on teachers' work effectiveness. Additionally, the work environment had a positive effect on the effectiveness of the teachers' work. The findings indicate that a well-defined organizational structure enhances both the work environment and the effectiveness of teachers in Islamic schools. While conflict management and internal control are beneficial for improving the work environment, they do not directly influence work effectiveness. The positive correlation between the work environment and teacher effectiveness underscores the importance of fostering a supportive and well-structured organizational setting. This study underscores the critical role of organizational structure in enhancing teacher effectiveness in Islamic schools. While conflict management and internal control improve the work environment, their direct impact on effectiveness is limited. Creating a conducive work environment remains essential for maximizing the performance of teachers.

THE NEXUS BETWEEN CONFLICT MANAGEMENT STRATEGY AND FACULTY PERFORMANCE: TRANSACTIONAL LEADERSHIP AS MEDIATOR

This research aimed to determine relationship amid incorporating conflict management strategies and the faculty performance of a higher education institution facilitated by the transactional leadership style as a mediator variable. A descriptive survey design was used. Sample of 200 instructors was obtained via multi-stage random sampling technique. In this regard, three instruments (Farooqi Organizational Conflict Management Strategy (FOCI), the faculty performance survey and the Multifactor Leadership Questionnaire (MLQ) were used in the study. Data were analyzed through AMOS. It was revealed that through implementing conflict management strategies in the institution, there is a direct impact on faculty performance. The results provide significant information in reaching the conclusion and making decision about research issues under consideration in the particular context. The research outcomes indicate that promoting the right conflict management and leadership behaviors in the higher learning faculty is dynamic for the higher performance of the individuals. There is a need for awareness about conflict-solving measures and encouraging constructive leadership.

Organizational Conflict Management in the Digital Era Impact on Performance

When a conflict arises within an organization, the cause is always identified as poor communication. Similarly, when a bad decision is made, ineffective communication is always to blame. Conflict management is a series of actions and reactions between actors and external parties in a conflict. This study is to look at the relationship between organizational conflict management in the digital era and its impact on performance. Organizational conflict management theory, digital era theory and performance are studied on an approach oriented to organizational management, communication from actors and external parties and how they affect performance

Organizational Communication and Conflict Management

Communication in an organization is an interaction of activity within an organization. But in communication activities may go beyond the boundaries of the organization itself. Often the publications work rather than need to be known to people outside the organization. Become a publication of consumption and become a problem for the organization. Public issues become problematic for that organization. Therefore, the organization of communication problems within the joint organization is important for two things, it's the problem of self-communication and the organization problem. Conflicts within an organization can be avoided but can be eliminated. Conflict within an organization can occur between individuals, a group is an individual conflict between groups and other groups. Not all conflicts have negative and organizational disadvantages. Conflict is capable of making a profit for a well-controlled organization, on the contrary, if the conflict is opened in good control, it could be detrimental to the interests of that organization. All the problems that arise in the organization will soon be solved if it is with the organization and it has taken place within the organization can run healthy.

Repercussions of home office on the mental health of teleworkers: integrative review

Scientific research demonstrates that productivity increased when workers began working from home, providing a better balance between work activities and personal life, as well as reducing organizational conflicts. Working from home often extends the workday beyond contracted hours, as workers are always available. The study aims to systematize, based on information available in the literature, articles published on the effects of remote work on workers' mental health. As a method, an integrative literature review was conducted, finding a total of 26 articles written between 2018 and 2023. It can be concluded that remote work is not just a change in the workplace, but a comprehensive transformation that requires attention both in the organizational and family context and has been a phenomenon of significant impact on workers' lives, influencing working conditions, but also their family relationships and mental health. Although it offers advantages such as reducing commute-related stress and more family interaction, it presents significant challenges, including social isolation, conflicts between personal and professional life, and adaptation difficulties.

FEATURES OF MANAGING THE PROCESS OF FORMING A FAVORABLE SOCIAL AND PSYCHOLOGICAL CLIMATE IN THE TEAM OF A MODERN ENTERPRISE

Introduction. The practice of modern enterprises shows that a favorable social and psychological climate in the team increases the efficiency of the enterprise, contributes to reducing staff turnover and improving the general atmosphere at the workplace. At the same time, knowledge of the features of the effective formation of the appropriate social and psychological climate allows managers to create conditions for the professional and personal development of personnel, which results in an increase in the effectiveness of the enterprise. The purpose of the article. The purpose of the article is to study the specifics of managing the formation of the appropriate social and psychological climate in the workforce of modern enterprises for the development of recommendations for an effective personnel management strategy. Methods. The research methodology is based on the analysis of scientific literature and empirical studies in the field of human resource management, organizational psychology and sociology. Such methods of scientific knowledge as the method of analysis and synthesis, comparison, and abstraction were also used. Such a comprehensive approach made it possible to understand not only the theoretical aspects of climate management in the team, but also the practical methods of its implementation in a real business environment. Results. The article considers the key aspects of managing the formation of a favorable social and psychological climate in the collective of a modern enterprise. The key factors affecting the formation of a positive working environment are considered. Various aspects of the impact of organizational culture on the formation of a favorable working environment have been studied. The importance of effective communication between management and staff, as well as between employees, is highlighted in order to create trusting relationships and promote collective success. Different leadership styles and their impact on staff morale and motivation are analyzed. The importance of effective conflict resolution at the workplace and the development of joint problem-solving strategies has been proven. The peculiarities of the application of these approaches in ensuring sustainable growth and competitiveness of enterprises in the modern business environment are studied. Conclusions. Based on the analysis of key aspects of organizational culture, communication practices, leadership and conflict management, practical approaches to the formation of a favorable social and psychological climate in the company's team have been determined. Specific practical methods are proposed for increasing employee satisfaction, reducing staff turnover and increasing labor productivity, which contributes to the sustainable development of the enterprise in the conditions of modern business.

Peran Integritas dan Teamwork Dalam Upaya Peningkatan Efektivitas Kerja Pegawai

This research investigates the role of employee integrity and teamwork in increasing work effectiveness in government organizational environments. The research methods used include identifying important factors, building a cultural integration model, analyzing positive impacts, identifying research gaps, and preparing practical recommendations. The research results show that employee integrity and good teamwork have a significant impact on increasing performance, adaptability, innovation, employee satisfaction and reducing conflict in government organizations. However, there are research gaps related to the lack of empirical studies, variations in organizational contexts, the influence of technology, implementation strategies, and measurement and evaluation. As practical recommendations, training and development, exemplary leadership, rewards and recognition, supportive policies and procedures, effective communication, use of technology, regular evaluation and conflict handling are needed. This research's contribution to the literature covers various fields of study such as public management, organizational studies, work and organizational psychology, and policy development. The findings of this research provide practical implications that can help government organizations improve their performance and effectiveness in providing quality public services.

CONFLICT IN ORGANIZATIONS: ITS CONNECTION TO A HEALTHY AND PRODUCTIVE WORK ENVIRONMENT

In this day and age, conflict is a topic that is still being discussed. Conflict cannot be completely avoided in an organization, but it can be managed by minimizing it. The study employed a qualitative approach using systematic literature review methods to analyze and synthesize existing research on organizational conflict and its implications for healthy and productive work environments. Data collection involved reviewing 30 articles from reputable national and international journals, focusing on conflict management, leadership styles, and the impact of external factors on organizational dynamics. Effective conflict management by organizational leaders is essential in fostering a cooperative environment for handling conflicts within teams. Constructive conflict management can lead to positive changes and learning experiences for all parties involved in organizational conflicts. Effective conflict resolution strategies can stimulate innovative problem-solving among employees and prevent a decline in motivation and creativity due to high levels of conflict.

Mechanisms for identifying and regulating opportunistic behavior of personnel in a company

Aim. To summarize the main mechanisms of regulating and limiting opportunistic behavior in the company.Objectives. To study the tools to prevent opportunistic behavior presented in the studies of consulting companies; to establish which methods of identifying opportunism are more effective; to describe the main mechanisms aimed at reducing the risk of opportunistic behavior in the company.Methods. The author applied methods of generalization of theoretical and practical base of mechanisms aimed at regulating opportunistic behavior, as well as processing and generalization of analytical materials of consulting companies and professional associations.Results. In order to reduce the risk of opportunistic behavior in the company, it is necessary to build an effective recruitment process. Companies need a third-party or internal security service that will reduce the percentage of risk of hiring employees who are detrimental to the company. Companies should also develop preventive measures to combat opportunistic behavior of employees (rules of business conduct enshrined in an official company document, with which the employee should be familiarized). In order to detect opportunism expressed in the so-called shirking, you can install special software on the work computer and use pass systems to track the time of arrival and departure of the employee. In addition, it is necessary to competently build the process of introducing mechanisms to regulate the manifestation of opportunistic behavior in order to avoid organizational conflicts and resistance on the part of the workforce. Creation of an effective system of personnel motivation will draw the attention of personnel to the achievement of the company's goals, because, having achieved them, they will achieve the reward for the work done. This will reduce the risk of opportunistic behavior, and the formation of the personnel reserve of the organization will allow the management to reduce the level of opportunism expressed in the form of misinforming the employer, hiding the true objectives of staying in a new workplace.Conclusions. In practice, there are many mechanisms for regulating and limiting opportunistic behavior of personnel. According to surveys of consulting companies, the first place is occupied by the policy of counteraction to corporate fraud, the second place is shared by the hotline and monitoring of suspicious activity, in which employees are involved by anonymous reporting of information. Then comes training for employees and company management, and data analytics. Tip-offs are used to detect 42 % of corporate fraud, with employees reporting illegal activities in 55 % of cases. Some companies conduct internal investigations, but almost 50 % of them do not respond to opportunism, including fraud.

Managing Organizational and Media Stress: The Case of Elite Norwegian Skiers

This case study focuses on how Norwegian ski jumpers performed in the Beijing 2022 Winter Olympics and the following FIS (International Ski and Snowboard Federation) ski flying World Championships 2022 in Vikersund, Norway, despite organizational conflict at the management level and intense and sustained media coverage the entire season. Five athletes (one third of the elite squad) were interviewed about how they coped with the stressors. The results revealed two main responses: One group avoided, as far as possible, hearing or reading about the conflicts and tried to stay in their “bubble” and focus on preparing for competition. The other group chose to follow the conflicts and was more willing to interact with the media, therefore experienced a higher degree of perceived stress, and consequently needed to employ a wider range of coping strategies. The findings highlight the importance of a consistent and effective management strategy in helping athletes to focus on training and competition preparation and insulate them from stressors generated by organizational turbulence and conflicts.

Treason and revenge: the emergence and continuation of ILSA contracting

ABSTRACT OECD and IEA International Large-Scale Assessments (ILSAs) contractors have remained largely invisible despite playing a key role in the making of education assessment data. With the help of Bourdieu’s thinking, this paper analyses data generated through document analysis of ILSA Reports and in-depth interviews with staff working on ILSAs at the IEA, the OECD and ILSA contractors. The paper traces education assessment developments in the USA and at the IEA and the OECD since the 1980s, and points to the critical role of Education Testing Services (ETS). Although the selection of ILSA contractors ostensibly occurs through a globally competitive tendering process, this paper reveals the pressures and struggles that emerged when economic capital became available at the IEA and the OECD. The struggles reveal PISA was created as a competing project to TIMSS. The paper demonstrates how the social and cultural capitals that individuals acquired, and in particular trust, shaped who can and who cannot produce ILSA data today. Overall, the paper makes visible the ILSA data chefs and their recipes: ILSAs are not raw, they are cooked under pressure with personal and organizational tensions, struggles, conflicts, and emotional bonds.

The influence of organizational climate, workload and role conflict on emotional exhaustion of teachers and employees of elementary schools in the village of Tanjung Paling Serumpun, Sungai Penuh City

The influence of organizational climate, workload and role conflict on emotional exhaustion of teachers and employees of elementary schools in the village of Tanjung Paling Serumpun, Sungai Penuh City

Empowering women for creative solutions in interpersonal conflict at work

Purpose Creativity plays a crucial role in interpersonal conflict within organizations, yet little research has explored its antecedents in this context. This study aims to investigate power and gender as the main determinants of creativity in interpersonal conflict within organizational contexts. Design/methodology/approach Two studies were conducted. The first study involved 226 employees from various organizations (Mage = 39.39, SD = 10.39), whereas the second study used a conflict simulation with 160 participants (Mage = 36.90, SD = 10.45) forming dyads. Both studies investigated the impact of relative power (i.e. having more power than the other person) on creativity in conflict, with a focus on the moderating role of gender. Study 2 also manipulated contextual creativity, which served as an additional moderator in this relationship. Findings Results largely supported our hypotheses, indicating a positive relationship between relative power and creativity in conflict. Importantly, this relationship was stronger among women. Study 2 further focused on the distinct dimensions of creativity, highlighting differences between idea originality and effectiveness. Practical implications The findings hold practical significance for organizational leaders and conflict resolution practitioners, and they further underscore the importance of considering gender dynamics in conflict resolution processes within organizations. Originality/value This research contributes novel insights into the understanding of creativity within organizational conflicts, emphasizing the interplay between relative power, gender and creativity. Additionally, the exploration of different dimensions of creativity (i.e. originality and effectiveness) adds depth to existing literature in this area.

The Role of Emotional Intelligence in Leadership Effectiveness and Organisational Behavior

Objectives: The primary objective of this study is to investigate the significance of emotional intelligence (EI) in relation to leadership efficacy and organizational conduct. Specifically, the study aims to explore the constituent elements of emotional intelligence, their influence on leadership behavior, and their correlation with organizational behavior. Additionally, the study seeks to examine the impact of emotional intelligence on fostering a favorable organizational climate, improving communication, facilitating decision-making, resolving conflicts, and promoting employee engagement. Methods: This study employs a quantitative research methodology, utilizing a self-administered survey instrument. The sample consists of 60 participants holding managerial positions in various organizations. Statistical methodologies such as explanatory diagrams and correlation analysis are used to analyze the data and investigate the relationships between emotional intelligence, managerial competence, organizational behavior, and employee satisfaction. Results: The results of the study highlight a positive association between emotional intelligence and managerial competence, organizational behavior, and employee satisfaction. The findings suggest that higher levels of emotional intelligence are correlated with more effective leadership, improved organizational climate, better communication, enhanced decision-making, conflict resolution, and higher levels of employee engagement. Conclusion: In conclusion, this study emphasizes the importance of emotional intelligence in leadership effectiveness and organizational behavior. The findings underscore the positive impact of emotional intelligence on various aspects of organizational conduct and employee satisfaction. Additionally, the study suggests avenues for future research, including longitudinal inquiries, intercultural variances, exploring intervening and moderating factors, developing interventions, and conducting comparative assessments.

Systemic barriers preventing farmer engagement in the agricultural climate transition: a qualitative study

AbstractFarmers and the agricultural sector are facing an uncertain future, due to rapidly changing agricultural policy and a nexus of commercial, environmental and biodiversity challenges brought on by anthropogenic climate change. Balancing the interests of the farming community and natural environment is generating organisational and personal conflict, rather than effective agricultural adaption and a focus on the net zero transition. In this paper, we consider how farmers and the wider farming community can participate in engagement and decision-making for the transition, on their own terms, whilst ensuring social justice for fair and equitable decision-making. We discuss findings from our research project, that used questionnaires and follow up semi-structured interviews with farmers and farming groups to reveal systemic issues that prevent farmers engaging with the climate transition to net zero during their everyday practice. We highlight the structural relationships that form these barriers and frustrate farmers when designing and implementing farm interventions to agricultural systems during times of transition. Farmers have highlighted barriers to be associated with policy, (uncertain government strategy, landowner bias in government policy and tenancy restrictions, government bureaucracy—particularly environment schemes), commercial (market forces—downward pressure from supermarkets on price points, availability of labour due to seasonal migration restrictions, increasing cost of labour) and interpersonal (succession—uncertain future of the family farm due to limited income). This frustrates the ability of farmers to address climate change through farming practices and undermines the implementation of innovative engagement practices, such as co-produced interventions, in policy and decision-making settings.

The Intersection of Organizational Performance and Conflict Management at EB Poly Resources Limited (EBPRL), Gombe State, Nigeria

The emergence of conflict in organizations has been observed for a long time to be inevitable with a far-reaching implication for the survival, growth and development of organizations. Although different shades and intensities of conflict may be experienced by different organizations, the effective handling of these conflicts remains sacrosanct for the continuous survival and improvement of these organizations. The goals of this were to ascertain whether the conflict management system is in place in EBPR and whether conflict management and organizational performance were related in EBPRL. This study used primary sources for data collecting as it is a descriptive survey. To address the research topics, a quantitative method of data analysis using mean descriptive statistics was applied. According to the study, there is a significant correlation between organizational success in EBPRL and conflict management. It was therefore recommended that organizations should be encouraged to institutionalize conflict management systems with a functional reporting mechanism in their workplaces and always provide adequate supervision to employees to guarantee efficient and effective organizational performance.

Situational leadership during the post-pandemic crisis: a case of Amanah Institute

Learning outcomes After completion of the case study, students will be able to learn, understand, examine and customize leadership styles per organizational culture; understand the conflict management styles of a female leader; and comprehend the organizational change process to devise an effective communication strategy. Case overview/synopsis Ever-changing business demands managers adopt organizational change in leadership styles, business processes, updated skill sets and minds. One must be ready to understand influential nurtured corporate culture and human resource resistance towards the inevitable change. This case study attempted to discuss the female protagonist dealing with an organizational conflict. The case study introduces one such protagonist from a century-old woman’s educational institution. Subsequently, this case study presents organizational change under the leadership of a female protagonist. This teaching case study gives the reader an insight into situational leadership, conflict management styles and the corporate change process by implementing an appropriate communication strategy. This case study describes the change process through the various decision-making scenarios that an academic institute over a century old faced during the post-pandemic crisis after adding a crucial protagonist. The employee union, followed by students and administrative employees, has challenged the dominating leadership position held by the college principal. Protests occurred due to the college administrator’s refusal to adjust her approach to leadership. This teaching case then provided different leadership styles of the current and old leaders. Finally, the case study lists the challenges a leader faces during turbulent times and the lessons a leader should learn from such situations while transforming the institute. Complexity academic level The teaching case benefits undergraduate students in business management subjects such as conflict management, leadership and organizational behaviour. Nevertheless, trainers can use this case study to teach seasoned managers and emerging leaders the significance of adopting and implementing change while understanding situational leadership. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

Organizational Ethos: Empact on Work Performance of Employees

The objective of this study is to explore how organizational ethos affects employees' work performance. This study is based on meta-analysis research design and the literature review. Organizational principles, practices, and distinctive features of culture all contribute to the dimension of corporate culture. The foundational element of an organization's ethos is its value system. The corporate ethos fosters professionalism among the employees. Workplace performance was found to be positively impacted by four organizational ethos sub-elements: managing change, attaining goals, coordinating teamwork, and cultural strength. Organizational ethos has a significant impact on the operations, personnel, and productivity of a wide range of services. This study demonstrates that if employees are dedicated and has the same values as their organizations; their performance in attaining organizational objectives will be achieved. To enhance the overall performance of the workforce and the services, managers and executives are encouraged to foster a strong organizational ethos. The study's findings show that organizational ethos has a major impact on employee motivation, develops personal growth, influences communication, and enhances organizational values, group decision-making, and conflict resolution.

Investigating the Impact Of Organizational Climate On Organizational Silence In Higher Education Institutions

A favourable organizational climate is vital for the effective functioning of organizations, as it promotes the exchange of knowledge and information in the team, develops the competencies of employees, motivates them to manage the organization, predicting that they will express themselves and respond to problems in the working environment and beyond. Organizational silence is a term used to denote the phenomenon of collective behavior of employees when they do not want to discuss their thoughts, feelings and organizational problems, express their suggestions during meetings, hide information about potential difficulties or challenges, etc. Organizational silence can lead to “suppression of the collective voice”, limited communication from the bottom up, a decrease in the level of corporate involvement of employees, the effectiveness of organizational changes, the emergence of explicit or latent organizational conflicts, deformations in the organizational culture and inhibition of decision-making dynamics. The article, based on the example of the University of Setif2, Algeria, examines how the teachers of this university evaluate the organizational climate in their team, whether they feel the presence of the problem of organizational silence and at what level, whether there is a relationship between the corporate environment and organizational silence, and to what extent they influence each other. On one, what factors of the organizational climate can affect the reduction of organizational silence. The basis of the study was a survey of 50 teachers from various departments of the university in 2021: a simple random sample, the questionnaire contains 39 items, and a Likert scale was used for assessing the responses; the Cronbach’s alpha scale has been utilized to determine the scales’ reliability. SPSS version 26 software was used for data analysis, frequency analysis, simple regression, multiple regression, descriptive statistics, and stepwise multiple regression. The results showed a moderate relationship between organizational climate and organizational silence (the partial correlation coefficient of organizational climate is 0.708). In addition, it has been proven that the organisational environment influences organizational silence, not vice versa. Leadership turned out to be the most significant of the investigated determinants of the organizational climate (leadership, organizational structure, working conditions, participation in decision-making, and communication), which allows for reducing organizational silence. The leader’s behaviour plays a vital role in mitigating the negative consequences of organizational silence, can strengthen employees’ trust, and strengthen their sense of identification or attachment to their organizations. Communication has the most significant influence, and organizational structure has the most minor influence of all the determinants of organizational climate. The article studied two types of organizational silence: submissive silence and defensive silence, and the first was more significant from teachers’ perceptions than the second. The results of this study can be helpful in the management of universities and other educational institutions to adapt the current organizational structure, create conditions for direct dialogue between management and employees, help more active agents of positive change, increase the overall level of decision-making efficiency, create more opportunities for teachers to take on themselves more responsible, improve working conditions in universities, etc.

Conflict Management Styles and Organizational Behavior of Public School Heads in The New Normal

This study evaluated the organizational behavior and conflict resolution approaches used by public school heads in Calamba City's Cluster 9 Division. The study was conducted from April to May of 2023. Survey questionnaires were used in the study's descriptive correlational design and stratified random sampling to determine organizational behavior and conflict management approaches. The participants in the study were the school heads and teaching personnel in Cluster 9. There were 140 target respondents in all, and the cluster consisted of 6 public elementary and 2 secondary institutions. The researcher-made questionnaire underwent reliability testing using Cronbach's Alpha and pilot testing before data collection, with five experts validating it. The four-point Likert scale, mean, and Pearson r were used to assess the degree of organizational behavior and conflict management styles' application. An expert statistician who used thew the SPSS software received the collected data. The findings showed that school heads are proactive and skilled communicators with their staff. They use cooperative and accommodating resolution strategies, which is consistent with a supportive and less autocratic workplace. To improve the practices and utilization of conflict management techniques, a proposed enhancement program named Project CARP (Conflict Activity Resolution Program for School Heads in Cluster 9 Division of Calamba) was developed.