Organizational Conflict Management Research Articles

Organizational conflict management scale for first division league football players in the Kurdistan Region of Iraq

The importance of the study is to crystallize the concept of organizational conflict management by developing an organization conflict management scale for the first-division club players in the Kurdistan Region who face conflict through the game and matches. In addition, the players of the first-division clubs under study may benefit from this study in developing their level and getting rid of the difficulties of negative competition, and thus ascending and raising their performance and achieving the best results which helps them increase scientific knowledge of organizational conflict management in matches and its effects and how to confront and address it in a positive way. This study aims to develop an organizational conflict management scale for the first-division club players in the Kurdistan Region, using the descriptive approach in the survey method for its suitability with the nature of the study. Eighteen clubs from the first- division league of Kurdistan Region- Iraq season (2021-2022) were selected as a community of the study. The building sample (292) players were selected in a simple random way (draw) from the basic research sample. The sample of the exploratory experiment was chosen (27) players from Koya sports Club using the intentional method. Mean (M), standard deviation (SD), percentage (%), simple correlation and Spearman's correlation coefficient were used as a statistical analysis by using (SPSS). Attaining the organizational conflict management scale that the researcher developed through the scientific procedures followed in building the standards, The number of paragraphs of the scale was (46) paragraphs and the distribution of paragraphs on (4) areas.

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

Conflict Management in Organizations

Conflict Management in Organizations

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.

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.

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.

Komunikasi Krisis Dalam Organisasi: Analisis Naratif Tentang Pengelolaan Konflik Internal

This research aims to examine internal conflict management in organizations through narrative analysis of crisis communication. Qualitative methods were used to understand the causes of conflict, crisis management strategies, leadership roles, the impact of conflict, communication techniques used, and policies and procedures implemented in the organization. Data were collected through in-depth interviews, participatory observation, and document analysis. The results revealed that internal conflicts are often caused by differences in interests, lack of effective communication, and organizational change. Effective crisis management strategies involve open communication, mediation, and a proactive approach. Responsive and thoughtful leadership plays a key role in conflict resolution. Poorly managed conflict negatively impacts productivity, employee morale, and team collaboration, and damages the organization's image. Communication techniques such as collaborative approaches and assertive communication are essential in managing crises. The practical implications of these findings are the need for the development of clear conflict resolution policies, conflict management training, promotion of open communication, and periodic evaluation of policy effectiveness. With a comprehensive approach, organizations can improve work dynamics and strengthen teamwork.

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.

Systematic Review of Studies on The Emotional Intelligence of School Principals

Emotional intelligence, which forms the basis for individuals to cope with emotions effectively, can also contribute to how effectively leaders address the needs of the individuals they serve, how they motivate others, and how they develop a sense of belonging in the workplace. This research aimed to examine the studies on the emotional intelligence of school principals who lead education through systematic analysis and to draw attention to the importance of emotional intelligence in educational management. The study examined studies published in peer-reviewed journals aiming to examine the emotional intelligence of school administrators. The study results show that research on the emotional intelligence of school principals has increased in recent years; descriptive, correlational, and predictive designs are followed in studies, and self-assessment tools are preferred for data collection. Moreover, there are significant relationships between emotional intelligence and self-efficacy, political skills, workplace happiness, crisis management, and conflict resolution of principals. Principals' emotional intelligence can predict organizational synergy, conflict management, leadership, managing differences, time management, organizational citizenship, and job satisfaction.

INTERACTIVE ROLE OF STRATEGIC CLARITY IN THE RELATIONSHIP BETWEEN ORGANIZATIONAL CONFLICT MANAGEMENT AND STRATEGIC DECISION QUALITY

Different supervision methods usually lead to internal organizational conflicts, especially in a multi-unit organization, such as The Iraqi Ministry of Interior (IMI). In this regard, Successful organizational conflict management (OCM) is fundamentally associated with Strategic Clarity (SC) in addressing such conflicts which is also linked to the Strategic Decision Quality (SDQ). However, the complexity of the abovementioned variables is understudied especially in the governmental security-service sectors. The present study provides a comprehensive analysis of the relationships between OCM, SC and SDQ in the IMI. A questionnaire, prepared for measuring the interactive role of SC in the relationship between OCM and the SDQ, was distributed among leaders and managers of that ministry. It was evident that SC significantly enhances the relationship between OCM and SDQ in the ministry, registering a substantial interactive effect of 0.25. The study concluded that the dimensions of SC amplify the strategic connection between OCM and the high-quality SDQ made by administrative leaders in the ministry. This emphasizes the need for further integration and activation of SC as part of the strategic vision, particularly in security challenges.

Gender and Organizational Conflict Management: The Mediating Role of Personality

Many authors examined the interplay between gender and conflict management preferences, but those findings were often mixed and inconsistent. In the current paper, we tried to explain those inconsistencies by investigating the mediating role of personality for the relationship of gender and conflict management. Rahim’s inventory was used for identifying five conflict management styles, and the Big Five Model theory was a base for assessing participants' personality traits. In an online survey, data were collected from a sample of 1,055 working Poles (52.7% women). Based on the structural equation modeling, we detected multiple indirect mediating paths of gender on conflict management via personality traits, while no direct effect of gender was observed. Despite some limitations, the study sheds light on the role of gender in conflict behavior and the importance of personality traits in conflict management, both from a theoretical and practical perspective.

Emotional Intelligence: Leading, Managing, Conflict Management and Result in Organizations

Emotional Intelligence: Leading, Managing, Conflict Management and Result in Organizations

EFFECT OF COLLECTIVE BARGAINING STRATEGIES ON CONFLICT MANAGEMENT IN NIGERIAN ORGANIZATIONS (A Case Study of selected union and organizations in Lagos and Ogun state, Nigeria)

The increase in demand for better working conditions of workers in Nigeria has given the rise to conflicts between unions and management. This research analyzed the influence of collective bargaining strategies on conflict management in Nigerian organizations. The objectives of the study were to determine the effect that negotiations have on the emerging third party intervention in an organization and also to examine the effect of reconciliation on joint consultations in an organization. For the purpose of this study primary data was used. The ex-post facto method was employed. Yamane formula was adopted to determine the sample size. A sample size of one hundred and sixty-five (165) employees out of the two hundred and eighty (280) employees was employed. Data was analyzed using manual and electronic based methods through the data preparation grid and statistical package for the social sciences, (SPSS). Linear regression analysis method which also makes use of ANOVA was employed to test the two hypotheses. The findings of hypothesis one shows a significance level below 0.01 which indicate a statistical confidence of above 99%. This implies that Negotiations in collective bargaining have effect on Emerging third party intervention. The findings and result in hypothesis two shows that reconciliation significantly affects joint consultation in collective bargaining. Thus, the study recommends that employers association should continue to play their role in ensuring they improve the working conditions of employees and also play their participatory and supporting role as regards issues relating to collective bargaining and conflict management in their various organizations. It also recommends that employees must carefully understand the implication of every action they take in the organization and be careful when negotiating the terms and conditions of their work and issues relating to their working condition.

Exploring the Link Between Servant Leadership, Procedural Justice, Conflict Management, and Innovative Work Behavior in the Pakistani Textile Industry

Purpose: The drive of this study is to explore the serial mediation role of procedural justice (PJ) and organizational conflict management (OCM) between servant leadership (SL) and innovative work behavior (IWB). Theoretical framework: Previous studies have proved that there is a positive relationship between SL & PJ, OCM & SL, PJ & IWB, and SL & IWB. But there is a gap in validation for a serial mediation role of PJ and OCM between SL and IWB. Design/methodology/approach: A sample of approximately 250 personnel employed in the textile industry in Pakistan was graphed to gather the data. Structural equation modeling (SEM) was used to assess the data. Findings: This study revealed that SL had a substantial and beneficial effect on IWB, whereas PJ had a noteworthy and favorable effect on OCM. Additionally, OCM had a noteworthy and favorable effect on IWB. Research, practical & social implications: The study is beneficial for the growth of the textile industry, where administrative management is recommended to play the role of servant leadership for innovative work behavior of employees. It is also suggested to create an environment of conflict management and procedural justice to boost innovative work behavior. Originality/Value: There is a substantial and beneficial serial mediating effect of PJ and OCM between SL and IWB.

A systematic literature review of the preferred organizational conflict management styles in Malaysia

Conflict is considered an inevitable aspect of human social relationships and an inevitable and significant occurrence in all organizations. This study will review the literature on preference conflict organizational management style in Malaysia. From 2013 to February 2023, a systematic examination of the three most databases was conducted. Articles from peer-reviewed journals that examine conflict management styles in Malaysia and are consistent with the theory of conflict management style were included to achieve the research goals. The reviewers independently applied the selected criteria, extracted the data, and evaluated the quality of the study. Eleven of the 635 studies discovered met the inclusion requirements. The findings indicate that Malaysia’s preferred management style is integrative and compromising. However, if the organization’s demographics are multicultural, Malaysians tend to employ a conflict-avoidance style to avoid significant conflicts. Depending on the circumstances, the research indicates that Malaysians are pacifists and fighters in conflicts threatening their well-being. They attempt to become more respectful while maintaining positive relationships with all parties involved. The study provides several significant contributions for practical purposes and knowledge to interested parties, such as managers and organizational leaders, in determining the best practice for conflict resolution. Further research is required to investigate the state of the employee-employer relationship following the implementation of the proposed conflict resolution style.

UPSHOT OF CONFLICT MANAGEMENT(CM) APPROACH ON EMPLOYEE PRODUCTIVITY IN NIGERIA TERTIARY INSTITUTION (A STUDY OF DELTA STATE UNIVERSITY, ABRAKA AND DELTA STATE UNIVERSITY OF SCIENCE AND TECHNOLOGY, OZORO)

Conflict circumstance touches the inclusive effectiveness of co-operating organization; asa result of truncating the work development and lowers employee passions. Organizations use available conflict management approaches to build an effective mechanism for conflict management. The study examine the effect of conflict management approaches on employee productivity in the Nigeria Tertiary Institutions. Eighty (80) appropriate designed questionnaire data were obtained from two institution in Delta State, using SPSS analytical tools for analyzing the data. The descriptive statistics and correlation matrix was used to ascertain the kind of relationship that exists between the independent and dependent variables. The testing of hypotheses formulated for the study was conducted using multiple regression analysis with the aid of SPSS correlation. Findings revealed that Collaborating Approach (COA);Accommodation Approach (AA); and Avoiding Approach (AVA) have significant relationship with employee productivity while Compromising Approach (CA) has no impact on employee productivity. The study, therefore, recommends the need for Nigeria Tertiary Institutions top management level staff to organize seminars/workshops for middle and low level management staff on organizational conflict management approach; likewise employees should be enlightened on how to manage their superiors and subordinates in order to enhance organization harmony and management and employees must have the doggedness to work together amicably by formulating potent approach and sustaining acceptable policies as active mechanism for managing conflict on continuous basis.
 Keywords: Conflict, Management, Conflict Resolution Employee-productivity, Higher Tertiary-Institution.

Two Approaches to Organizational Conflict Management

Purpose: On the one hand, to characterize two approaches to managing organizational conflicts, i.e. classical and turquoise ones, and to compare their features, and on the other – their initial empirical verification, i.e. to analyze their application in a large local government administration office. Design/methodology/approach: The theoretical characteristics of both considered approaches were developed based on a comparative analysis of the literature on the subject. The basic tools of the empirical research were two questionnaires addressed to managers employed in the considered office, necessary to identify their approaches to managing organizational conflicts. Findings: As a result, a comparative analysis of both considered approaches to conflicts, i.e. traditional and turquoise ones, was made and the extent to which they are used in the analyzed office was assessed. Research limitations/implications: Narrow scope of empirical research. Originality/value: It may be expected that the author’s original analysis will contribute to a comprehensive explanation of the features of both approaches as well as to a remarkable improvement of the conflict management processes in practice.

Eğitim Örgütlerinde Çatışma ve Çatışma Yönetimi

The data obtained show that conflicts are inevitable within educational organizations and if not handled correctly, these conflicts can negatively affect organizational productivity. This article provides an overview of the nature, types and sources of conflicts in educational organizations. The types and effectiveness of conflict management techniques are also discussed. Among the sources of conflicts are factors such as organizational structure, role ambiguity, different value and belief systems, communication problems and resources. The most common types of conflicts in educational organizations include administrator-teacher, teacher-student, teacher-teacher and student-student conflicts. Types and effectiveness of conflict management techniques are also discussed in the article. These include techniques such as compromise, competition, cooperation, avoidance, and conformity. The article also highlights the factors that play a role in the conflict management process. These factors include personality traits, cooperation, communication, trust, and leadership. In conclusion, conflict management within educational organizations is an important factor to increase organizational efficiency. This article highlights the importance of research in this area by presenting a summary of important studies in the literature on conflict management in educational organizations. Keywords: Conflict, Conflict management, Conflict in educational organizations