ABSTRACT
The study provides an appraisal of the nature and framework for the management of organizational conflict. It proffers a structural study of the nature of organizational conflict and its effectelucidates the nature and framework for the management of organizational conflict. The study provides an appraisal of the process of conflict management and resolution as fundamental for peace and industrial harmony.A case study is conducted on the nature and framework for the management of organizational conflict in the ogun state civil service.
CHAPTER ONE
INTRODUCTION
BACKGROUND OF THE STUDY
An organizational conflict has been viewed as a perceived condition that exist between parties in which one or more of the parties perceives goal incompatibility and some opportunity for interfering with the goal attainment of others.
There are three proposition about conflict as observed by Albanese (1998).These propositions are that conflict arises within a context of interdependence; conflict can occur or grow out of the similarities of the requirements of organization members. Managing conflict requires both the reduction and stimulation of the level of conflict. For more understanding of the resolution of industrial conflict, there is the need to throw more light on the conflict process. Albanese (1998) posits that conflict is a dynamic process in nature.It also means that conflict involves an element of time sequence and a series of events rather than a discrete event that occurs at one moment. Further more, according to kilman and Thomas (1978), as quoted in Albanese(1998), the process models of behavior place the parties in conflict in a temporal sequence of events, And behavior is assumed to be directly.
Influenced by preceding events and anticipation of subsequent events. Knowing how to manage and cope with conflict as observed by Albanese(1998), is a skill of increasing importance to managers. This view is true because of a variety of forces, operating within and outsides the organisations that make conflict a more probable dimension of managerial problems. Basically conflict can affect all components of job performance; such as role perception,abilities and skill, motivation, and the situational context.
Mary Parker Follett as quoted in Albanese (1998), proposed three main ways of dealing with conflict such as domination, compromise, and integration. Accordingly domination is regarded as a style used by someone operating from a position of power. This is a style regarded these days a win-lose style. On the other hand, integration style is the win –win style of managing conflict. The style involves the use of creative,problem- solving approach to conflict management. Compromise indicates creating a situation for the parties in conflict to partake in share of some win and losing.
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