Project Report on Study of Conflict Management Strategies

TABLE OF CONTENTS
CHAPTER

TITLE

PAGE NO

ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLES
LIST OF CHARTS
INTRODUCTION

1.1 Profile of Organization

II

REVIEW OF LITERATURE

10

III

OBJECTIVES

12

IV

RESEARCH METHODOLOGY

13

DATA ANALYSIS AND INTERPRETATION

21

VI

FINDINGS OF THE STUDY

VII

SUGGESTION AND RECOMMENDATIONS

39

VIII

CONCLUSIONS

40

IX

LIMITATIONS OF THE STUDY

41

SCOPE FOR THE FUTHER STUDY

42

35

ANNEXURE
XI

1. Questionnaire

43

2. Bibliography

49

LIST OF TABLES

S.no
1
2
3
4
5
6
7

TABLE NAME
Distribution of respondents by their Qualification
Distribution of respondents by their Place of birth
Distribution of respondents by their Type of family
Distribution of respondents by their Designation
Distribution of respondents by their Department
Distribution of respondents by their Name of federation
Distribution of respondents by their Perception of their conflict
management strategies.
Karl Pearsons coefficient of correlation between the
Age of the respondents, No. of children, No. of dependents, Work
experience and their conflict management strategies.
Inter correlation matrix between the major sub dimensions.

Page No
21
22
23
24
25
26
27

29

30

10

Association between educational qualification and their conflict

Management strategies.

31

11

Association between Monthly Income and their ccondlict

management strategies.

33

12

Association between place of birth of the respondents and their

conflict management strategies.

34

LIST OF CHARTS
S.no
1
2
3
4
5
6
7

CHART NAME
Education qualification of the Respondents
Place and birth of the Respondents.
Type of family

Page No
21
22
23

Designation of the respondents

24

Department of the respondents

25

Federation of the respondents

26

Level of conflict management of respondents

CHAPTER - I
INTRODUCTION

28

When two people in business always agree, one of them is unnecessary

- W. Wrigley Jr.
In any business concern, the four factors of production are man, machine, material and money
that are very important to achieve the goals of the organization. Among the four factors, man is the living
being and the prior cause for the success of the organization than the other factors, So any organization
consists of number of human resources who move towards achieving the organizational goals. Thus
group effort is needed for the smooth running of any business. But when there is more than one person
involving in an activity, it is very clear that there may be chances for conflicts among them. Conflict is
inevitable and necessary for the growth of any organization though it is harmful sometimes.

When people with different backgrounds, temperaments, points of views, values, needs,
personalities and attitude interact, it is likely that some type of conflict may arise. The conflict may
also develop due to perceptual differences of an individual. It is a conscious awareness of occurrences,
events or happenings in ones surroundings which may be considered as threatening and derogatory
such as loss of authority, role conflict, unequal or unfair treatment, status incongruities and goal
differences. Conflicts may also be encouraged by actions, constraints and demands of the organization
and responsibilities to be performed by the worker.

CONFLICT - MEANING
Conflict is a process in which an effort is purposefully made by one person or unit to block
another that results in frustrating the attainment of the others goals or the furthering of his interests.

DEFINITION OF CONFLICT
A process that begins when one party perceives that another party has negatively affected, or
is about to negatively affects something that the first party cares about
- K.W.Thomas

The struggle between incompatible or opposing needs, wishes, ideas, interests, or people.
Conflict arises when individuals or groups encounter goals that both parties cannot obtain
satisfactorily.
-

Chung and Megginson

Conflict has been defined as the condition of objective incompatibility between values and
goals.
-

Kilmann and Thomas

Good human relations can prevent conflicts, whether they are between Individual and
organisational objectives, between line and staff personnel, between ones ability and authority etc
- William R. Scott

TAMILNADU CEMENTS CORPORATION LTD

PROFILE OF THE ORGANISATION
M/S Tamilnadu cements corporation ltd [TANCEM] Regional office is functioning at 735, Anna
salai, chennai-2. TANCEMS Ariyalur unit was commissioned on 1st August 1979 and commercial
Production commenced on 9th september,1979.
TANCEM owned two cement units, one at Ariyalur and another at Alangulam. In addition to
cements units TANCEM is having one Asbestos sheet unit at Alangulam. Asbets pressure pipe factory
at Mayanur in Karur District and Stoneware pipe unit at Virudhachalam.

TANCEM plant installed capacity of the cement plant is 5 lakhs tonnes per annum. Its a modern
dry process cement plant.
The cement plant is located about 3 kms eat of Ariyalur on Kallakurichi road. Ariyalur is on broad
gauge section of TIruchirapalli Virudhachalam chord line of Southern Railways. It is well connected
by road. Trichy is about 60kms south of west and Thanjavur is about 45kms south of Ariyalur.
The raw materials used for the manufacture of cement are limestone, reversand and Gypsum.
Limestone is the chief raw material for the process and it is available in plenty.
Since Ariyalur cement factory is Government owned plant the major consumer was TamilNadu
Government. Nearly 80 to 85% of its Production was consumed by the Government departments, at a
fixed price mutually agreed by the supplier and consumer.
Now the policy is completely changed. There is no preferential purchase of cement from Tamilnadu
cements. All departments of the Government of Tamilnadu has gone open tender system to purchase
cement.
In the above said circumstances, Tamilnadu Cements Corporation is to depend only on its dealers to
sell most of its production in the open market. So for the cement plant was selling nearly so to 85% of
its Production to the Government departments, it has not motivated the existing dealers and now the
time has come to revitalize the dealers network to achieve maximum sales.
The positive and negative attitudes of the dealer towards various aspects of Arasu Cement can be
studied. Based on the study we can improve the positive attitudes of the dealers and eradicate or
minimize the negative aspects that will result in better sales.

Ariyalur cement works, now delivers three types of cement viz., Grade-33,43 and Arasu super star
cement. M/s Tamilnadu cements corporation Ltd., (Tancem) registered their brand name as ARASU
CEMENT and TANCEM has a separate Trademark and Emblem to distinguish its products from
others.
The trademark ARASU CEMENT symbolizes that the product is from Government Company, as
Arasu is the Tamil name for Government.
The cement is packed in two types of bags. They are paper bags and HDPP bags. They are attractive
in appearance and safe to handle. Each bag is carrying 50 kgs of cement. Bureau of Indian Standards
Specified +/- 200kgs weight difference per ten metric tones. Recently Ariyalur works has
commissioned a new Electronic packer. It is having accuracy of +/- 50 Gms per bag. In addition to it
all loaded lorries are weighed at the weigh bridge to ensure correct weigh to the consumer.
The prices of the cement are highly fluctuation. There is a heavy competition in the field.
Restricted credit facility is available to some stockiest, according to their performance level. The
present cash discount system is as follows.
Rs.10 per bag for advance payment (by means of DD/Cash). Detailed range of discount is furnished
in the table given in the table.

Off Take Discount Quantity Vs Discount Rates

Quantity
(In Metric tones)
0-20
21-50
51-100
101-200
201-300

Discount per Bag

Rs.2.00
Rs.2.50
Rs.2.75
Rs.3.00
Rs.3.50

Mode of Dispatch
TANCEM is dispatching cement to the public/private parties by using two types of transports. One
by Road transports and another by rail.

The freight charges for all rail is some what higher than the road transport mode so the maximum
quantity is moved by road only, through lorries by authorized forwarding agents and the remaining
quantity is moved by rail.

Marketing Network
TANCEM has two regional offices, one at Trichy and another at Madurai and Six branch offices
cum depots at Punalur(kerala), Pondicherry and Coimbatore.
Recently in each district head quarters and official is posted to look after the marketing activities
in that district.

There are about 250 dealers in Tamilnadu. As there are consignment agents only in Kerala, the
dealers in Tamilnadu only are considered for this study.

The dealers are appointed on the basis of their financial background, ability and go down facilities
etc. To move cement through road transport forwarding agents are appointed. Those who are having
their own fleet strength and field experience are considered for the appointment of forwarding agents.

DEPARTMENT OF THE TANCEM

1) Personnel and Administrative Department
2) Finance Department
3) Technical
Plant
Kiln
Civil
Electrical
Instrumentation
4) Auto Garage
5) Mines
6) Process & Quality Assurance
7) Materials

8) Purchase Department
9) Sales Department
10) Marketing Department

MAN POWER OF THE TANCEM

No.of
Employees

S.No Category
1.
2.
3.

Officers
Staff
Workers
Total

148
140
320
608

Source: Primary data collected from personnel department of TANCEM

The man power planning is looked after by the administrative on department and the factory
manager, is acting as an advisor in this matter. This department is to prepare man power plans for the
optimum utilisation of the personnel employed in the TANCEM covering all categories of employees
like technical, non-technical, official etc..

TANCEM has total strength of 608 employees and is functioning on shift basis without any
stoppage of machines during the normal conditions. The timing of the shift area as follows.

SHIFT TIMINGS OF THE TANCEM

A Shift

12.00 P.M

to

8.00 A.M

B Shift

8.00 A.M

to

4.00 P.M

C Shift

4.00 P.M

to

12.00 A.M

Office hours:

9.30 a.m

to

5.00 p.m

Source: Primary data collected from personnel department of TANCEM.

LEAVE AND HOLIDAYS

Number and Nature of holidays

S.N
o

Nature of Holidays

No.of Days

1.
Government holidays
4
2.
Festival holidays
4
Source: Primary data collected from personnel department of TANCEM.
The government holidays are Republic day, Independence day, Gandhi Janyanthi and May day. The
festival holidays are Deepavali, Pongal, Tamil New Year, Pooja holidays.

Cadres

Casual Leave

Medical Leave

Earned Leave

Officers

15 days

18 day

1/11

Staff

15 days

18 day

1/11

Workers

15 days

18 day

1/20

CEM
The management provides the following leave to their employees,
Casual Leave to the officers, staff and workers yearly 15 days.
Medical leave to the officers, staff and workers yearly 18 days.
Earned leave to officers and staff are same. Also one day earned leave is granted for an every
working days.
In the case of workers the earned leave is granted 1day for an every 20working days. If a
workers does not want to avail the leave and attends work on that particular religions day of his any
religion he will be paid extra wages.
The employees are entitled to surrender 15 days to their earned leave year and paid for that period.

TRADE UNION

The eleven trade unions of the TANCEM are as follows:

1. Desiya cement thozhilalar sangam [INTUC] Reg.No 335/TRI.
2. Perambalur Mavatta cement Alai Thozhillargal Sangam [AITUC] Reg.No 398/TRI.
3. Ariyalur cement Alai Uzhaipalar sangam [CITU] Reg.No TRI/427.
4. Thozhilalar Munnetra sangam [DMK] Reg.No 1125/TRI.
5. Anna Thozhilalar Munnetra sangam [ADMK] Reg.No 2941/CNI.
6. Marumalarchi Thozhilalar Munnetra sangam [MDMK] Reg.No TRI/1080.
7. Pattali Thozhilalar sangam Reg.No 756/88/TRI.
8. Ariyalur cement Alai Mattrum surangam Dr.Ambedkar Thozhilalar sangam Reg.No 824/TRI.
9. Nilamkodutha cement Thozhilalar sangam Reg.No 424/81/TRI.
10. Ariyalur cement Alai Parivallal Thozhilalar sangam Reg.No 834/TRI.
11. National cement employees Union. Reg.No 11/PLT.

NEED FOR THE STUDY

Every individual has his or her own viewpoints towards a similar issue. Hence, there is similar
issue. Hence, there is enough and more scope for men who are interwoven in the organizational
structure to enter into conflicts while working together. Thus conflict is inevitable whenever two or

more human beings work together. For healthy and effective functioning of a human being in an
organization one should be adept in handling conflicts.

An in resolved conflict might trigger a along line of troublesome consequences for the person as
well as to the organization. Hence it is imperative to study about the various techniques and strategies
adopted by persons in conflict resolving strategies among the organizational supervisors. Therefore a
scientific enquiry in this area is meaningful and essential. The present study is one such attempt.

CHAPTER II
REVIEW OF LITERATURE

This review of literature involves collection of some literature and works previously done in the
same area and other related areas. By doing this the researcher can make a study to explore new
dimensions in the same area and add to the body of knowledge..
Several approaches to conflict management have been proposed

Thibant and Kelly (1956) is there study that have mention of three problems associated with pressure
tactics
The cost of surveillance over the other partys behaviour.
a. When threats punishment and rewards and
b. The unpleasantness of having to capitulate when the other party is unknown.
Walton and Mckersie (1965) Have used the term integrative bargaining which comes closes to
what is referred to have as negotiation in integrative bargaining, new and better options are generated.
Thompson.V.A (1965) This however should not be surprising, since a review of the relationship
between bureaucracy and innovation has found that conflict encourages innovative solutions.
Lawrence and Losch (1967) examined the effectiveness of various styles for handling conflicts and
fond that each of these techniques was used in organisation to handle conflicts. The distinction was
that the high performing used more.

Lewis and Pruitt (1971) found that when the bargainers placed heavy reliance on pressure tactics, it
resulted in failure to reach and agreements.

Thomas (1976) has suggested two main dimensions of approaching conflicts, cooperativeness using a
grid model. Three two dimension give strategies avoiding (low-low), accommodation (high-high) and
compromise (medium-medium).

Cohen et al (1977) have described a problem-solving workshop as an international resolution based on

intervention at the inter-group level and designed to provide inputs into policy processes.
Filley (1978) controlled power oriented methods with problem solving methods of conflict
management. Filley calls the functional method of conflicts resolution a problem solving methods.

According to him problem-solving methods evoke intellectual intensity rather than emotional intensity
or power.
Derr (1978) has argued in favour of a contingency approach. He has suggested their main strategies of
conflict power play, bargaining and collaboration.

CHAPTER III

OBJECTIVES OF THE STUDY

1. To study the socio-demographic characteristics of the employees.
2. To analyze the various conflict resolving strategies.
3. To find out the association or relationship between the selected
socio-demographic variables and conflict resolving strategies.
4. To suggest suitable measures to overcome conflict in industries.

CHAPTER - IV
RESEARCH METHODOLOGY
Introduction
This chapter deals with the methodology adopted by the researcher for the study. The significance
and scope of the study have been highlighted, the aim and objectives, hypotheses, research design,
universe and sampling, pilot study, pre testing, tools of data collection, difficulties encountered by the
researcher and limitations of the study have been explained.

Significance of the study

Conflict in organization are inevitable. An accumulation of unsolved or poorly resolved conflicts
can create diminished performance and low morale. The capability of members of an organization to
bring up issues with others and resolve conflicts in a way that ensures both members share some
ownership of the solution is critical.
The management members develop tangible skills to effectively resolve conflicts by assuming that
both parties needs are understood and that potential solution are created jointly. This shared ownership
contributes to better solutions and increased commitment from both parties to implement the mutually
created solution. So all these depends on the management. The present study is an attempt to find the
perception towards conflict-handling intention.
Life without stimulus would be incredibly dull and boring. Life with too many stimulus becomes
unpleasant and tiring ultimately damaging ones well being. Most people realize those aspects of their
work and life style can cause conflict. While this is true, the researcher is interested to explore some of
the socio-demographic factors such as years of experience, income, area of domicile,

Research Design
As the researcher aims to study and describe the various aspects of conflict management strategies
adopted by the employees and also seeks to find out the association if any with selected sociodemographic variables with regard to conflict management. Hence the researcher has adopted
descriptive cum diagnostic research design.

Universe
The universe of the present study includes all the employees working in different departments of
TANCEM, Ariyalur namely

Personnel and Administrative Department

Finance Department

Technical
Plant
Kiln
Civil
Electrical
Instrumentation

Process & Quality Assurance

Auto garage

Materials

Purchase Department

Sales Department

Mines

Marketing Department

So the universe comprises of 608 employees.

Sampling method
The researcher got the name list from the all department and by using it as a base, the respondents
were selected. The researcher used simple random sampling method (lottery method) to select 120
respondents from the universe, where in the researcher gave an equal chance for all the members to be
included in the sample. The total sample size is 120.
Statistical Tools
To arrange and interpret the collected data the following statistical tools were used.
1. Percentage Method.
2. Correlation
3. Chi-square.

1. Percentage Method:
The percentage method was extensively used for findings various details. It is used for making
comparison between two or more series of data. It can be generally calculated.

No. of respondents favorable

Percentage of Respondents =

x 100
Total no. of respondents

2. Co-Efficient Of Correlation
Karl Pearsons Co Efficient Of Correlation
It is the most widely used method of measuring the degree of relationship between two
r = (Xi X) (Yi Y)
n. x . y

3. CHI-SQUARE
Chi-square test is an important test amongst the several tests of significance developed by
statisticians. Chi square is a statistical measure used in the context of sampling analysis for
comparing a variance to a theoretical variances.
2

= (O E)
E

Pilot study
The researcher made many visits to the TANCEM industry and discussed with the employees in the
all department to findout feasibility of the study, from the suggestions expressed by the people of the
all department the researcher found that it would be feasible to conduct the study in the organization.

Pre-Testing
In order to find out the accessibility and feasibility of the questionnaire the researcher did pre-test
with five respondents to make it more practicable. Since the respondents did not find an difficulty in
answering the questions there was no need to do modifications in the schedule.

Source of data collection

The source of data collection is primary. The researcher collected the information directly from the
employees. The information regarding the number of employees employed in the various departments
were obtained with the use of register which is a secondary source.

Tools of data collection

The researcher used standardized scale which was developed by Stephen Robins in the year 1991.
The questionnaire consists of 45 questions measuring three dimensions namely solution orientation,
non-confrontational and control. The questionnaire consisted of 59 questions which also includes 14
items as personal data.

Data collection
The researcher collected the data during the month of July 2006 using the questionnaire method. It
took almost three weeks for its completion. The respondents were contacted individually during their
leisure hours and the data were collected. The aim of the study was briefly explained to them and they
were assured about the confidentiality. Then the questionnaire was administered individually and was
collected.

Scoring procedure
There are 45 questions in the conflict management strategies inventory. Each statement is followed
by seven points response mode. Each response mode is assigned a specific score. There are three
dimensions

 Solution-oriented
(Questions:1,4,6,8,9,11,13,16,19,20,21,32,33,34,38,39,41,42,44)
Non-confrontational
(Questions: 2,5,7,12,14,15,23,24,25,27,28,29,40,45)
Control
(Questions: 3,10,17,18,22,26,30,31,35,36,37,43)

The details of the scores are given below

Response Mode

Scores Assigned

Always

Very often

Often

Sometimes

Seldom

Very seldom

Never

Lesser the score greater the conflict management abilities.

The reliability of the scale is 0.889
The researcher applied median test to categorize the conflict management strategies into
two levels namely low and high.

DIMENSIONS

SOLUTION ORIENTED
It refers to the conflict management strategies used by the respondents like collaboration and
compromise.

Low solution oriented

The score is upto 62 it is considered as low solution oriented conflict management.

High solution oriented

If the score is 63 and above it is considered as high solution oriented conflict management.

NON CONFRONTATIONAL
It refers to the conflict management strategies used by the respondents through avoidance and
accommodation.
Low Non-Confrontational
The score is upto 54 it is considered as low non-confrontational conflict management.
High Non-Confrontational
If the score is 55 and above it is consider as high non-confrontational conflict management .

CONTROL
It refers to the conflict management strategies used by the respondents which is synonymous with
competition.
Low control
The score is upto 46 it is considered as low control conflict management.
High control
If the score is 47 and above it is considered as high control conflict management.

OVERALL
Low
The score is upto 169 it is considered as low overall conflict management.
High
If the score is 170 and above it is considered as high overall conflict management.

Conceptual definition
Conflict
The struggle between incompatible or opposing needs, wishes, ideas, interests, or people. Conflict
arises when individuals or groups encounter goals that both parties cannot obtain statisfactoly.
-

Chung and Megginson

Strategy
Strategy refers to the basic goals and objectives of the organization, the major programmers of
action chosen to reach these goals and objectives and major patterns of resource allocation used to
relate the organization to its environment.
-

Schendel and Hatten

Operational definition
Conflict
In this present study conflict means that with in an individual when there is incompatibility between
his own goals or events; between two groups in an organisations.

Worker
A worker refers to a person employed in an organization who does not hold any position of a
manager or an officer but one who uses the machines for the manufacturing process at TANCEM.

Staff
It refers to a person who got any formal education and one who is not concerned with the operation,
maintenance and use of machines for the manufacturing process but one who does clerical and
supervisory works at TANCEM.

Executive

It refers to person who got any formal education and does administrative works like leading,
planning and controlling at TANCEM.

Solution oriented
It refers to the conflict management strategies used by the respondents like collaboration and
compromise.

Non-Confrontational
It refers to the conflict management strategies used by the respondents through avoidance and
accommodation.

Control
It refers to the conflict management strategies used by the respondents which is synonymous with
competition.

Statistical Analysis
The end result of the data collection is the accumulation of raw data, in a quantitative form, such
data are then summarized and subjected to statistical analysis. Standard scoring procedure was adopted
and data was analysed statistically by using the SPSS [Statistical Package for Social Sciences]. For
the quantitative data the researcher applied various tests like t-test, median test, correlation one way
analysis and chi-square test to measure the degree of relationship and difference of the data collected.

Difficulties Encountered

The researcher was not able to find some of the employees in their work spot due to
their work schedule during the data collection process.
Therefore researcher waited for their leisure time and met the employees and personally
got the questionnaire filled by them.

 The researcher found it difficult to travel such a long distance to the industrial sector
from his place

CHAPTER -V
ANALYSIS AND INTERPRETATION
Table: 1 Distribution of Respondents by their Educational Qualification
Educational
Sl. No

Qualification

No. of Respondents
(N = 120)

Percentage

SSLC

36

30.0

ITI

28

23.3

Diploma

14

11.7

UG

30

25.0

PG

12

10.0

INFERENCE:
It is inferred from the above table that 30 percent of the respondents are SSLC, 25 percent of the
respondents are graduates, 23.3 percent of the respondent are ITI and more or less equal number of the
respondent are Diploma (11.7%)and 10% of the respondents are PG.

Table: 2 Distribution of Respondents by their Place of Birth

Sl. No

Place of Birth

No. of Respondents
(N = 120)

Percentage

Village

72

60.0

Town

42

35.0

City

06

05.0

INFERENCE:
It is observed from the above table that more than half of the respondents (60%) are from village
where as 35 percent of the respondents from Town and only few percent of the respondents (50%)
come from city.

Table: 3 Distributions of Respondents by their Type of Family

Sl. No

Type of Family

No. of Respondents
(N = 120)

Percentage

Joint Family

32

26.7

Nuclear Family

88

73.3

INFERENCE:
It is noted
from the above

table that great majority of the respondents (73.3%) are from nuclear family and only 26.7 percent of
the respondents from joint family.

Table: 4
Distribution of Respondents by their Designation
Sl. No

Designation

No. of Respondents
(N = 120)

Percentage

Workers

60

50.0

Staff

30

25.0

Executive

30

25.0

INFERENCE:
It is found that half of the respondents (50%) are at worker, and equal member of the respondents
(25%) are staff and executive.

Table: 5 Distribution of Respondents by their Department

Sl. No

Department

No. of Respondents
(N =120)

Percentage

Mines

10

08.3

Technical

56

46.7

Auto Carriage

08

06.7

Quality Control

11

09.2

Marketing

08

06.7

Finanace

15

12.5

Personnel and
Administration

12

10.0

INFERENCE:
It is seem from the above table that little less than half of the respondents (46.7%) are from
technical department and more or less equal member of the respondents are from finance department
(12.5%) personnel and administrative department (10.0%) and 09.2 percent from quality control, 08.3
percent from mines department and equal member of the respondents (6.7%) are from Auto carriage
and marketing.

Table: 6 Distribution of Respondents by their Name of the Federation to which they belong
Name of the
Federation

Sl. No

No. of Respondents
(N = 120)

Percentage

Nil

26

21.7

INTUC

13

10.8

CITU

19

15.8

ADMK

23

19.2

DMK

24

20.0

15

12.5

TANCEM Officers
Association

INFERENCE:
It is noted from the above table that 21.7 percent of the respondents are not member of any
association and move or less equal member of the respondents are DMK (20%), ADMK (19.2%), 15.8
percent are CITU, 12.5 percent are TANCEM officers association and 10.8 percent are INTUC.

Table: 7 Distribution of Respondents by their Perception of Conflict Management

Strategies

Sl. No
1

Various Dimensions of
conflict Management
Strategies

No. of Respondents
(N = 120)

Percentage

32

26.6

59

49.2

29

24.2

30

25.0

62

51.7

28

23.3

Low

31

25.8

Moderate

57

47.5

High

32

26.7

Low

46

38.3

Moderate

44

26.7

High

30

25.0

Solution Orientation
Low
Moderate
High

Non Confrontational
Low
Moderate
High

Control

4
Conflict Management
Strategies
(Over all Total)

INFERENCE:
It is evident from the above table that little less than half of the respondents (49.2%) have moderate
level of solution oriented perception where as 26.6 percent of the respondents have low level of
solution oriented attitude and 24.2 percent of the respondents perceive high level of solution oriented
strategies.

It is observed from above table that more than half of the respondents (51.7%) have moderate level
of non-confrontational strategies. Where as more or less equal number of the respondents perceive low
(25%) high (23.3%) level of non-confrontational strategies.
It is also seen from the table that little less than half of the respondents (47.5%) have moderate level
of control where as more or less equal member of the respondents perceive high (26.7%), low (25.8%)
level of control oriented strategies.

It is noted from the table that less than half of the respondent

(38.3%) perceive low level of conflict management strategies with regard overall score. It is also clear
that 26.7 percent of the respondents perceive moderate level of conflict management strategies and 25
percent of the respondents perceive high level of conflict management strategies with regard to over all
score.

Table: 8 Karl Pearsons coefficient of correlation between the Age of the respondents, No. of
Children, No. of Dependents, Work Experience, and their Conflict Management Strategies
Sl.
No

Dimensions

Age

Correlation Coefficients (N = 120)

No. of
No. of
Work
Dependen
Children
Experience
ts

1.

Solution Orientation

-0.011

-0.025

-0.026

-0.056

2.

Non Confrontational

0.082

-0.072

-0.185*

0.102

Control

0.092

0.107

-0.013

0.094

Conflict Management
Strategies

0.015

-0.017

-0.052

-0.024

(Over all Total)

*significant at 0.05 level
INFERENCE:
It is noted from the table that there is no significant relationship between the age, No of children,
work experience of the respondents and various dimensions of conflict management strategies and
over all score.
It is also no significant relationship between No. of dependents and solution oriented, control
oriented and overall score of conflict management strategies.
However there is a significant relationship between No. of dependents and non-confrontational of
conflict management strategies.

Table: 9 Inter Correlation Matrix between the Major sub Dimensions

Dimensions

Solution
Orientation

Non
Confrontational

Control

Conflict Management
Strategies
(Over all Total)

Solution
Orientation

1.000

Non
Confrontational

0.210*

1.000

Control

-0.002

0.390**

1.000

0.971**

0.394**

0.204*

Conflict
Management
Strategies

1.000

(Over all Total)

*significant at 0.05 level

** Significant at 0.01 level
INFERENCE:
The inter correlation matrix between the various dimensions of the conflict management
strategies were drawn and significant correlation were found. A high level of positive correlation is
seen between the various dimensions with their overall conflict management strategies. Where in as
the solution oriented non-confrontational and control increased and the overall conflict management
strategies also increases.

Table: 10 Association between Educational Qualification and their Conflict Management

Strategies
Sl.
No
1.

Educational
Qualification

Conflict Management Strategies

(N =120)
Low
Moderate
High

X2

Solution
Orientation
13

15

08

09

15

04

Diploma

01

09

04

UG

06

17

07

PG

03

03

06

11

19

06

07

05

06

03

09

02

07

14

09

02

05

05

09

17

10

06

16

06

05

04

05

08

14

08

03

06

03

SSLC
ITI

2.

Non confrontation
SSLC
ITI
Diploma
UG
PG

5.240
df = 8
P >0.05
Not Significant

control
SSLC
ITI
Diploma
UG
PG

11.597
df = 8
P >0.05
Not Significant

Conflict
Management

3.132
df = 8
P >0.05
Not Significant

(Total)
SSLC

16

10

10

09

03

06

05

06

03

13

10

07

03

05

04

ITI
Diploma
UG
PG

3.922
df = 8
P >0.05
Not Significant

INFERENCE:
The above table shows that there is a no significant association between educational qualification of
the respondents and solution oriented, non-confrontation, control dimensions of conflict management
strategies and overall score.

Table: 11 Association between Monthly Income and their Conflict Management Strategies
Sl. No

Monthly Income

Conflict Management Strategies

(N =120)
Low
Moderate
High

X2

1.
Solution Orientation
5000-10000
10001-15000
15001-20000
20001-25000

2.

Non confrontation
5000-10000
10001-15000
15001-20000
20001-25000

Control
5000-10000
10001-15000
15001-20000
20001-25000

24

41

20

07

13

04

01

04

02

01

01

03

20

45

20

07

13

04

02

03

02

01

01

02

20

43

22

08

10

06

03

02

02

00

02

02

31

30

24

7.213
df = 6
P >0.05
Not Significant

2.747
df = 6
P >0.05
Not Significant

4.263
df = 6
P >0.05
Not Significant

Conflict Management (Total)

5000-10000
10001-15000
15001-20000
20001-25000

12

09

03

00

02

02

00

02

02

5.992
df =6
P >0.05
Not Significant

INFERENCE:
The above table indicates that there is no significant association between monthly income of the
respondents and solution oriented, non-confrontation control of conflict management strategies and
over all score.

Table: 12
Association between Place of Birth of the respondents and their Conflict Management Strategies
Sl.
No

Place of Birth

Conflict Management Strategies

(N =120)
Low
Moderate
High

X2

1.
Solution Orientation
Village
Town

16

19

12

01

04

01

Village

19

38

15

Town

10

22

10

01

02

03

Village

18

36

18

Town

12

18

12

01

03

02

31

23

18

14

18

10

01

03

02

1.367
Df = 4
P >0.05
Not Significant

Non confrontation

City

36

11

City

2.

20

2.683
Df = 4
P >0.05
Not Significant

Control

City

0.862
Df = 4
P >0.05
Not Significant

4
Conflict Management
(Total)
Village
Town
City

20786
Df =4
P >0.05
Not Significant

INFERENCE:
The above table shows that there is no significant association between the place of birth of the
respondents and solution oriented non-confrontational, control of conflict management strategies and
overall score.

CHAPTER - VI
FINDINGS
FINDINGS RELATED TO SOCIO-DEMOGRAPHIC VARIABLES
30% of the respondents are SSLC
More than half of the respondents (60%) are from village.
Majority of the respondents (73.3%) are from nuclear family.
Half of the respondents (50%) are at workers.
Little less than half of the respondents (46.7%) are from technical department.
21 percent of the respondents are not member of any association
Less than half of the respondents (38.3%) perceive low level conflict management
strategies.
FINDINGS RELATED TO RESEARCH HYPOTHESES
Research hyposthesis-1
There is a significant relationship between no.of dependents and non-confrontational of conflict
management strategies.
Null Hypothesis
There is no significant relationship between no.of dependents of the respondents and solution
oriented, control oriented and overall score of conflict management strategies and the age, no.of
children were experience of the respondents and various dimensions of conflict management strategies
and overall score.
Findings
Karl pearsons co-efficient of correlation test was applied and significant positive correlation was
found no.of dependent of the respondents in non-confrontational.
Hence Research hypothesis is accepted null hypothesis is rejected. (TABLE:8)
Research hypothesis-2
Higher the adoption of solution oriented and non-confrontational strategies by the respondents
higher will be their conflict management.

Null hypothesis
There is no relationship between the solution oriented and non-confrontational strategies by the
higher will be their conflict management.
Findings
Inter correlation matrix test between was applied and significant was found in solution oriented and
non-confrontation oriented strategies.
Hence Research hypothesis is accepted and null hypothesis is rejected.(TABLE-9)
Research hypothesis-3
There is a significant association between educational qualification of the respondents and overallscore of conflict management strategies.
Null hypothesis
There is no significant association between educational qualification of the respondents and overall
score of conflict management strategies.
Findings
Chi-Square test was applied and significant positive correlation was found educational qualification
of the respondents.
Hence null hypothesis is accepted and the research hypothesis is rejected.(TABLE:10)

Research hypothesis-4
There is a significant association between Monthly income of the respondents and overall-score of
conflict management strategies.

Null hypothesis
There is no significant association between Monthly income of the respondents and overall score of
conflict management strategies.

Findings
Chi-Square test was applied and significant positive correlation was found monthly income of the
respondents.
Hence null hypothesis is accepted and the research hypothesis is rejected. (TABLE-11)
Research hypothesis-5
There is a significant association between the place of birth of the respondents and overall-score of
conflict management strategies.
Null hypothesis
There is no significant association between the place of birth of the respondents and overall score of
conflict management strategies.
Findings
Chi-Square test was applied and significant positive correlation was found the place of birth of the
respondents.
Hence null hypothesis is accepted and the research hypothesis is rejected.(TABLE- 12)

FINDINGS RELATED TO VARIOUS DIMENSIONS OF CONFLICT MANAGEMENT

STRATEGIES.

There is a significant relationship between no.of dependents and non confrontational of conflict
management strategies.

There is a significant higher the adoption of solution oriented and non-confrontational

strategies by the respondents higher will be their conflict management.

There is a significant difference between type of family of the respondents with regard to their
control oriented of conflict management strategies.

There is no significant relationship between no.of dependents of the respondents and solution
oriented, control oriented and overall score of conflict management Strategies and the age,
no.of children, work experience of the respondents and various dimensions of conflict
management strategies and overall score.

There is no relationship between the solution oriented and non-confrontational strategies by the
higher will be their conflict management.

There is no significant association between educational qualification of the respondents and

overall conflict management strategies.

There is no significant association between monthly income of the respondents and overall
score of conflict strategies.

There is no significant association between the place of Birth of the respondents and overall
score of conflict management strategies.

There is no significant difference between the designation of the respondents with regard to the
over all conflict management strategies.

There is no significant difference between type of family of the respondents with regard to
their control oriented of conflict management strategies.

CHAPTER VII

SUGGESTION AND RECOMMENDATION

Training programmes can be organized based on interpersonal development.

Opportunities for overall development must be provided in different areas, such as technology,
team work, personality etc..
Counseling programmes can be arranged to make the employees emotional independent.
The organization can organize programmes like meditation, yoga and other recreation
programmes to their employees at different levels to reduce their job stress.
Considered difficult adverse are demanding job situations as inevitable part of the job to
overcome the hardships.
Personality development programmes must be given to the employees to attain a uniqueness.
The organization can organize training programmes to their employees about the recent trends
in industrial sector.
Dont be rigid in the ways of functioning attitudes and decisions.
Employees must be motivated through monitory benefits as well as other welfare services.
The industrial social worker must be appointed to look on the labour problems.
The working conditions of the employees must be improved to enhance the turnover of the
industry.
Workers participation must be encourage to have a overall conducive working milieu.
Trade unions must be strengthen based on the needs of the employees and numerous trade
unions.
Grievance handling procedure must be properly adopted and rendered to the employees.

CHAPTER-VIII

CONCLUSION
Conflict is a part of everyday life of an individual or of an organization. Conflict has considerable
influence on employee behaviour, performance and satisfaction. It also affects an organizations
effectiveness.
Conflict is understood as a struggle between incompatible or opposing needs, wishes, ideas,
interests or people. Conflict differs from competition. In competition one party does not try to frustrate
the attempts of another, but it happens in conflict.
Energizing conflicting parties, promoting change and increasing organization effectiveness are some of
the positive consequences of conflict.
1. CONFLICT IS UNVOIDABLE
It is evident that conflict is inevitable and is integral of the nature of change. It is also important to
understand that minimum level of conflict is optimal and if viewed positively is a vital factor to have a
competitive edge in organizational functioning.
2. CONFLICT CAN BE USEFULL FOR ORGANISATION IF CONSTANT.
The attitude about conflict has changed overtime. Earlier, conflict was considered to be unnecessary
and harmful. Now conflict is held to be inevitable and desirable.
Since conflicts are indispensable in an organization it becomes imperative that these conflicts are
confronted than being avoided.
The researcher has gained enriching knowledge on conflict management in industrial sectors. Which
has made him to know the different style of handling conflict and strategies?

CHAPTER IX
LIMITATIONS OF THE STUDY

The researcher has included only the limited employees for the study and so it cannot be
generalized to all other cadres.
The researcher has adopted only Conflict management strategies and was unable to
concentrate on solution job stress related areas.

CHAPTER X
SCOPE OF THE STUDY
The present study attempts to find out the extent of conflict management strategies adopted by the
employees in TANCEM, Ariyalur. The assessment has been made with reference to solution oriented,
non-confrontational, control and also has focused on giving specific suggestions to improve the
relations in industrial sector.
It is hoped the findings of the present study could provide an empirical bases upon which conflict
management strategies adopted by the employees has styled to meet their needs of the industrial
people.
It gives them the intricate details that they actually need to take their organization to greater
heights. It also helps them to know where do they actually stand what do they lack and they find it
easier to improve upon themselves in a way they help their workman and their sub-ordinates in
maintaining a problem free organization. This study helps the personnel department to identify the
various tools and techniques and the type of training programme that are to be conducted for their
employees.

CHAPTER XI
ANNEXURE I
QUESTIONNAIRE
Conflict Management Strategies Adopted by the Employees in
Tamil Nadu Cements Corporation Ltd.,

Personal Data
Age

Sex

Educational Qualification

Native background

Village / Town / City

Marital Status

Married / Unmarried

No. of Children

No. of Dependence

Type of Family

Year of Experience

Designation

Department

Monthly Income

Are you member of any Association

If yes, Specify the Name

Male / Female

Joint / Nuclear

1- Always

2-Very often

3-Often

5- Seldom

6- Very Seldom

7- Never

Encircle the appropriate one

4- Sometimes

1. I blend my ideas with my supervisors to

create new alter native for resolving a
disagreement.

2. I shy away from topics that are sources of

disputes with my supervisors.
3. I make my opinion known in a disagreement
with my supervisors.
4. I suggest solutions that combine a variety of
view point.
5. I steer clear of disagreeable situations.
6. I give in a little on my ideas when my
supervisor also gives in.
7. I avoid my supervisor when I suspect that
he or she wants to discuss.
8. I integrate arguments into a new solution
from the issues raised in dispute with my
supervisor
9. I will 50-50 to reach a settlement with my
Supervisor.
10. I raise my voice when I am buying to get
my supervisor to accept my position.
11. I offer one creative solution in discussion of

disagreements.

12. I keep quiet about my views in order to

avoid the disagreement.
1- Always

2-Very often

3-Often

5- Seldom

6- Very Seldom

7- Never

4- Sometimes

13. I give in if my supervisor will meet me

halfway.

14. I down play the importance of

disagreement.
15. I reduce disagreements by making them
seem insignificant.
16. I meet my supervisor at a midpoint in our
differences.
17. I dominate arguments until my supervisor
understand my position.
18. I suggest we work together to create
solution to disagreements.
19. I try to use my supervisors ideas to
generate

solution to problems.

20. I assert my opinion forcefully.

21. I offer made off to reach solution in a
disagreement .
22. I argue insistently for my stance.

23. I with draw when my supervisor comforts

me about controversial issue.

27. I make our difference seem less serious.

1- Always

2-Very often

3-Often

4- Sometimes

5- Seldom

6- Very Seldom

7- Never

24. I side step disagreements when they

arouse
25. I try to smoother over disagreement by
making them appear unimportant.
26. I insist my position be accepted during a 1
disagreement with my supervisor.

28. I hold my tongue rather than argue with my

supervisor.

29. I case conflict by damning our difference

are trivial.
30. I stand firm expressing my view points
during a disagreement with my supervisor.

31. I argue my case with my co-workers to

show the merits of my position.
32. In negotiate with my co-workers so that a
compromises can be reached.
33. I try to satisfy the expectation of my
co-workers.

34. I try investigate an issue with my

co-workers to find a solution acceptable
to us.
35. I am firm in pursuing my side of the issue.

36. I attempt to avoid being put on the sport

and try to keep my conflict with my co
workers to myself.
37. I hold on to my solution to a problem.
38. I use given and take so that compromise
can be made.
39. I exchange accurate information with my
co-workers to solve a problem together.
40. I avoid open discussion of my difference
with my co-workers.

41. I accommodate the wishes of my

Co-workers.

1- Always

2-Very often

3-Often

5- Seldom

6- Very Seldom

7- Never

4- Sometimes

42. I try to bring all our concerns out in the

open so that the issues can be solved in
the possible way.

43. I propose a middle ground for breaking

dead locks.
44. I go along with my suggestions of my
co-workers.
45. I try to keep my disagreement with my
co-workers to myself in order to avoid
those hard feelings.

ANNEXURE II
BIBLIOGRAPHY

Aswathappa.K, 1999, Organisational Behaviour, Himalaya PublishingHouse, Bombay.

Fisher.K and Rayner.S, 1995, Tips for Teams, TATA McGraw Hill Book Company, New
Delhi.

Ghosh.P.K, 2000, Strategic Planning and Management, Sulthan Chand and sons, New Delhi.

Kothari.C.R, 2003, Research Methodology, Wishwa Prakashan Publishers, New Delhi.

Luthans Fred, 2002, Organisational Behaviour, TATA McGraw Hill publichers Ltd, New
Delhi.

Ramaswami.N, 1997, Organisational Behaviour, Chennai.

Robins Stephen, 1997, Organisational Behaviour, Prentice Hall of India Ltd, New Delhi.

Sekaran Uma, 2000, Organisational Behaviour, TATA McGraw Hill publichers Ltd, New
Delhi.

Tripathi.P.C, 2004, Personnel Management and Industrial Relations, Sulthan Chand and sons
publishers, New Delhi.

Journals

Morshima.M and Belsheim.J.A [1997] - International Journal of Conflict Management.

Tjosvold.D [1982] - Journal of Applied

Psychology.

Website

www.google.com

www.gordontraining.com

www.education_world.com

www.conflictatwork.com

www.workteams.unt.com

www.tancem.com