Ruth Araya
Ruth Araya
AN ASSESSMENT OF CONFLICT
MANAGEMENT PRACTICE IN
ETHIOPIAN SHIPPING LINES S.C
BY:
RUTH ARAYA
JUNE 2011
SMUC
ADDIS ABABA
AN ASSESSMENT OF CONFLICT
MANAGEMENT PRACTICE IN
ETHIOPIAN SHIPPING LINES S.C
BY:
RUTH ARAYA
JUNE 2011
SMUC
ADDIS ABABA
ST. MARY'S UNIVERSITY COLLEGE
BY:
RUTH ARAYA
FACULTY OF BUSINESS
DEPARTMENT OF MANAGEMENT
Advisor Signature
First, thank to the almighty God for helping me to do this senior essay.
Special thanks go to my advisor Ato Abera Legesse for his constructive
suggestions, guidance and great advice in the writing of this senior paper, as
well as for his devoting precious time in reading the paper.
Thanks a lot to all employees of ESL'SC, who assisted me and contributed a lot
for the preparation of this document senior essay.
My deepest and warmest thank goes to my mother Mulu for her all rounded
care and support. Moreover, I would like to express my sincere and deepest
thank to my brother Robel.
I would also like to thank my friends, Helen, Sara for providing me many
things.
i
TABLE OF CONTENTS
Contents Pages
Acknowledgments ................................................................................. i
Table of Contents .................................................................................. ii
List of Tables ........................................................................................ iv
CHAPTER ONE
INTRODUCTION
1.1. Background of the Study .......................................................... 1
1.2. Background of the Organization ................................................. 3
1.3. Research Question .................................................................... 4
1.4. Objectives of the Study .............................................................. 4
1.5. Significance of the Study ........................................................... 4
1.6. Scope of the Study .................................................................... 5
1.7. Research Design and Methodology ............................................. 5
1.7.1. Research Design.............................................................. 5
1.7.2. Population and Sampling Technique ................................ 5
1.7.3. Types of Data Collected ................................................... 5
1.7.4. Methods of Data Collection .............................................. 6
1.7.5. Methods of Data Analysis ................................................ 6
1.8. Organization of the Paper .......................................................... 6
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1. Introduction ............................................................................. 7
2.2. Definition .................................................................................. 7
2.3. Nature of Conflict ...................................................................... 8
2.4. Types of Conflict ........................................................................ 9
2.4.1. Task-Related Versus Socia-emotional Conflict .................. 11
2.4.2. Functional Conflict .......................................................... 12
2.4.3. Dysfunctional Conflict ..................................................... 13
2.5. Causes of Conflict in Organizations ............................................ 13
2.5.1. General Causes of Conflict ............................................... 14
2.6. Ambiguity ................................................................................. 16
ii
2.7. Diversity as a Source of Conflict ................................................. 16
2.8. Approaches to Conflict Management .......................................... 17
2.9. Clarifying Rules and Procedures ................................................ 22
CHAPTER THREE
DATA ANALYSIS AND PRESENTATION
3.1. Respondents Biography ............................................................. 22
3.2. General Information .................................................................. 23
3.2.1. Trainings on Conflict Management ................................... 23
3.2.2. Challenges of Conflict Handling Techniques ..................... 24
3.2.3. Types of Conflict in Ethiopian Shipping Lines S.C ............. 28
CHAPTER FOUR
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
4.1. Summary ................................................................................. 39
4.2. Conclusions .............................................................................. 41
4.3. Recommendations ..................................................................... 42
BIBLIOGRAPHY
APPENDIXES: A. Questionnaire
B: Interview
iii
LIST OF TABLES
Titles Pages
iv
CHAPTER ONE
INTRODUCTION
Conflict may manifest itself in a variety of ways, people may compete with one
another, glare at one another, shout. The attitude organizations and people
have towards conflict ranges from traditional view that considers it as bad,
disruptive and unnatural and represents a form of deviant behavior, which
should be controlled and changed to the perspective that assumes conflict as a
positive force and necessary for effective performance. (Robbins, 989:369).
1
This study deals with individuals and groups conflict and its handling in
Ethiopian shipping lines by making special reference to the head office.
Ethiopian Shipping Lines S.C was founded in 1964 G.C and started operation
in 1966 G.C with three newly built ships (two general cargos and one tanker).
The company is now reformed to a share company with a capital of birr 289
million and operates under the supervision of public enterprises supervising
authority. Ethiopian shipping lines S.C is the only company involved in sea
freight activity in the county.
2
1.2. Statement of the Problem
Ethiopian shipping lines S.C play an important role in sea freight activity in the
country.
Effective conflict and conflict resolution practices contribute a lot for achieving
organizational objectives. However, the management is not considering conflict
resolution as one important role of management, and conflicts are not resolved
in the right time to the best interest of the employees.
The major reason for all the above stated problem is that there are no clear
understanding of conflict and conflict resolution method in the organization.
3
1.3. Research Questions
The research paper assumes that conflict between individuals and groups tend
to result an adverse effect on Ethiopian shipping lines SC's achievement of
goals. In this study the paper will answer the following basic questions.
1. What are the organizational factors that contributes to conflict
between individuals and groups in ESL'SC?
2. How do managers cope with all the potential conflict?
3. What the attitude of employees towards the conflict in the
organization.
4. What are the main types of conflict that exist between individuals /
groups in Ethiopian Shipping Lines S.C?
4
o The study provided the researcher a clear and appropriate information
and knowledge about conflict and conflict management practice in
ESL'SC.
5
1.7.4. Methods of Data Collection
The data was gathered through questionnaire from employees and interview
with the management. The reason for using questionnaire is, in order to save
time and to get easily accessible sample information.
6
CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1. Introduction
In this chapter, the related works in conflict management from other
researchers, books, journals are presented. The researcher believes the
framework is helpful for the readers of this project work to comprehend and
visualize the work of others. Then, the readers can understand what the actual
practice of ESL-SC look like in conflict and conflict management practices.
Specifically, the chapter looks to main types of conflict, causes of conflict,
functional and dysfunctional conflict and approaches to conflict management.
2.2. Definition
Conflict is a disagreement among two or more individuals, groups, or
organizations. This disagreement may be relatively superficial or very strong. It
may be short-lived or exist for months or even years, and it may be work-
related or personal (Ricky, 2000:582).
Conflict has also passed through main different stages. The first stage was the
time where conflict was seen' as negative, destruction and something that must
be avoided: the second is the human relations approach where conflict is
accepted as normal, and inevitable. The third one is the inter-actionist
approach that considers conflict not only as natural inevitable and important
for productivity but also as the must be encouraged for quality decision-making
(Robbins, 1989:369).
Conflict has different causes for its occurrences that ranges from the invisible
psychological one to the overt and visible one. Conflicts are not inherently
dysfunctional or function. The functionality or dysfunctional of conflict depends
on the way it is resolved. Different writers classified conflict in different ways.
Some as task process and relationship related.
7
Other authors classified conflict as intrapersonal, interpersonal, inter group,
organizational and inter-organizational. The rest classified conflict based on its
outcomes as functional or dysfunctional.
Conflict: is the process in which one party perceives that its interests are being
opposed or negatively affected by another. Conflict is a perception, so it exists
whenever someone believes or feels that another person or group might
obstruct its efforts.
8
Conflict tends to increase under conditions of goal incompatibility,
differentiation, task interdependence, scarce resources ambiguity etc... conflict
is more common in a multicultural workforce because of greater differentiation
and communication problems among employees.
9
Organizational conflict occurs in organizational settings and embodies
institutionalized and emergent conflict. Institutionalized conflict stems directly
from the formal organizational and technological process whereas emergent
conflict arises informally within the formal system as a consequence of
individual and social goals.
10
While the staff is evaluated in terms of profession or indentation, the line
has to be result oriented and is assessed accordingly.
Emergent Conflict: As Harbert (2001:204) points out, this type of conflict stems
from personal and social reasons in organizational settings, embracing informal
and on-formal behavior. It has been classified as individual versus informal
group, formal-informal, status and political conflict.
11
As long as the conflict remains focused on the issue, new ideas may emerge
and the conflict remains controlled.
12
Encourages better decision making
Make life more interesting
Increases motivation to deal with problems
Stimulating
13
MC Shalne, (2000:408) stated conflict often occurs due to the lack of
opportunity, ability or motivation to communicate effectively. The potential for
conflict intensifies in the face or either too little or too much communication.
Perhaps, the amount of communication is functional to a particular extent,
beyond which it may lay the seeds for conflict.
Structure: conflict tends to increase with size and specialization. The structure
involving the size and amount of, specialization and standardization in the
tasks, heterogeneity of individuals, leadership styles, reward system and level of
dependence form the potential antecedent conditions to conflict.
14
Modern Technology: technology has caused conflict in another way by
increasing the per capital income and making available resources and time to
people. When people have time and resources, they tend to press their right for
participation.
15
2.6. Ambiguity
Ambiguity breeds conflict because the uncertainty increases the risk that one
party intends to interfere with the over party's goals. Ambiguity also encourages
political tactics and, in some cases, employees enter a freefor-all battle to win
decisions in their favor. When rules exist, on the other hand, everyone knows
that to expect from each other and have agreed to abide by those rules. (Mary
Ann, 2000: 408)
Mullins (2005:906) summarized the following as the major causes of conflict.
Differences in Perception: we all see things in different ways. We all have our
own, unique picture or image of how we see the 'real' world difference in
perception result in different people attaching different meanings to the same
stimuli. As perceptions become a person's reality, vague judgments can be a
potential major source of conflict.
16
Another source of conflict stemming from diversity is through misunderstood,
misinterpreted or inappropriate interactions between people of different groups.
Conflict can also arise as a result of other elements of diversity as a result when
one organizations culture places a much higher premium on group loyalty and
identity than an individual accomplishment. The employee will likely feel
ashamed and embarrassed. Thus a wellintentioned action may backfire and
result in unhappiness.
There are five conflict resolution techniques, but there is no one best technique
to be followed rigidly in all situations. The way we employ conflict resolution
techniques/styles depend on the degree of our concern for ourselves or for
others, the degree of emphasis is given to task accomplishment (meeting our
goals) or the degree of emphasis given to people (keeping good relationships
with others).
Conflict Management: refers to interventions that alter the level and form of
conflict in ways that maximize its benefits and minimize its dysfunctional
consequences.
Dominance
The easiest technique to resolve a conflict is to eliminate the other partial
together. This technique can be exercised by individuals, coalitions and
majorities. Individual dominance involves application of fighting or physical
strength in a way that the other party is damaged without causing injury to
self.
17
Frequently, in such situations, the loser party withdraws from the conflict and
attempts to compete with less formidable rivals.
Avoidance
Smoothing
In this technique, differences between parties are disguised while similarities
are highlighted. It enables the conflicting parties to realize that they are not
very much a part from each other. This shared viewpoint enhances the
possibility of working together towards a commonly held goal.
Compromise
This technique forms a commonly used method to benefit all the parties in a
conflict in one way or the other. Either the 'goal object' is divided among the
competing parties or one party provides something else to the other in exchange
for the desired outcome.
18
This method may involve offers and counter-offers, and proves effective in
arriving at a mutually satisfying solution, where the competing parties are of
nearly equal strength. It is influenced heavily by the relative strength of the
parties. This technique merely provides a temporally solution and conflict may
recur with the emergence of suppressed demands.
Hierarchical Decision-Making
In addition to compromise, appeal for hierarchical decision-making can be
made by the parties in conflict. Sometimes, an appeal to change, such as
tossing a coin-can be made to resolve conflict by compelling the loser party to
withdraw from the situation. An appeal to positional authority or authoritative
command can also be used to resolve conflict. Thus, a common superior can be
requested to use his authority to resolve conflict through a proper decision.
Problem-Solving
This technique seeks to resolve conflicts through face-to-face confrontation and
embodies measures to accomplish the common interests of the parties in
conflict. The conflicting parties are required to come together to resolve the
problem instead of accommodating each other's divergent viewpoints.
Bargaining
Unlike in dominance, here both parties recognize their mutual dependence and
work together satisfactorily to resolve the conflict rather than eliminating the
other side. On the other hand Marry Ann (2004:208) explained approaches to
conflict management in a way by:
19
Reducing Differentiation
Super-ordinate goals offset differentiation by establishing a common frame of
reference, but they don't actually remove any of the underlying diversity that
people bring to the relationship. To reduce differentiation, one must alter or
remove the conditions that create these differences in the first place. It could be
for example by having everyone to wear the same work clothes.
Increasing Resources
An obvious way to reduce conflict due to resource scarcity is to increase the
amount of resources available. Corporate decision makes might quickly dismiss
this solution because of the costs involved. However, they need to carefully
compare these costs with the costs of dysfunctional conflict arising out of
resource scarcity.
20
Managerial Implications
According to UMA Sekaran, (1989:215)
There are several indicators s to h6w managers should handle conflict and get involved
in negotiation, should it become necessary. Below a few suggestions are enumerated:
1. Be aware of destructive conflicts and take appropriate action to minimize, if
not all together prevent their ill effects.
2. Since workflow interdependencies, role ambiguity, resource scarcity and
power and value differences are instrumental in creating conflicts, be aware
of the potential problems and incorporate the necessary structures to
prevent them.
3. Super-ordinate goals are a good strategy to overcome conflict in some
instances. Identify such situations and use it as a means to resolve conflicts
wherever necessary.
4. Appealing to common goals and value systems also reduces conflict.
5. Inter group conflict could be dealt with by taking an integrative problem
solving approach, making organization design changes and through
mediation.
6. Staff-line conflict could be minimized by clearly defining the functions of each,
letting staff know that their role is advisory, and the line personnel realize that it
is useful and important to heed good suggestions.
7. Be ware of surrounding yourself with "yes men".
8. Play the devil's advocate when things are stagnant.
9. Take a situational approach to managing conflict use competition for quick
decision making and immediate action, collaboration for integrative long term
solutions, accommodation for establishing reasonableness, compromise for
temporary settlement of issues, or when collaboration or competing do not yield
the expected results, and avoidance when the issues are trivial.
10. Display sensitivity in cross cultural negotiations and be aware of differences in
the orientations of the contending parties.
11. To improve negotiating effectiveness (i) try to understand and predict the
strategy of the opposing party, (ii) crate a climate of trust, (iii) start with a
positive approach and yield to minor differences initially; (iv) address issues and
not the individual and (v) be a good listener.
21
CHAPTER THREE
DATA ANALYSIS AND PRESENTATION
This chapter of the study is mainly concerned with presentation analysis and
interpretation of data collected through questionnaire and interview. The
majority of data were gathered from the employees and the interviews were
conducted with the manager. The questionnaires were distributed to all
employees in the organization. The total number of questionnaire distributed
was 170 which is the total number of employees; out of 170 questionnaires
distributed to employees 126(73.5%) questionnaires were properly completed
and returned. Accordingly, the obtained facts are presented, analyzed and
interpreted below:
22
Question 1 of table 1, reveals that about 58(45.6%) of the sample populations
are females while the rest of them are males. Regarding question 2 of the same
table, 37(29.6), 74(59.2%) of the respondents were in age group between 30-39,
18-29 and 40-49 respectively. As far as educational qualifications of
respondents are concerned, as shown in question 3 of table 1, 18(14.4%) are
diploma graduates, 89(71.2%); 17(13.6%) of the respondents are degree and MA
holders respectively, the rest 2(1.6%) ones are above M.A. holders. So the
majority of the respondents are male. And age group between 18-29 and most
of them are B.A degree holders.
From this we can infer that majority of all respondents are B.A holders. This
enables the corporation to undertake its work simply by familiarizing them with
the advanced technology.
Having the majority of the employees being male have allowed the women to get
respect and encouragement in the organization, and most of the employees are
between 18-29 which are in a very alert, and with a good potential age group,
which allows the organization to have a very good workforce.
23
As indicated in table 2, 34.4% of employee respondents confirmed that they
have not taken trainings entitled conflict management rather they took
professional trainings. 66.6% of respondents took such trainings. This shows
that special concern has not been given to conflict management in the
organization.
Table 3 indicates majority of the employees, which are 52%, said that conflict
resolution has been easy or simple task to handle and 48.8% indicated that it
was hard to handle conflicts in the organization. Therefore it appears that even
if handling conflicts in the organization wasn't hard for the majority. There is
still large number of employee struggling with conflict handling. Therefore it
appears that due emphasis is not given to the conflict management practices in
the organization.
24
Table 4: The Employee's View towards the Effects of Conflicts in
the Organizations Success
S. Respondents
Question
No. Number In %
1 Do you think the organization would be
successful if there was not any kind of conflicts?
Yes 54 44
No 72 56
Total 126 100
Table 4 indicates that 72 the majority of the respondents that is 56% do not
think the organization would be successful if there was not any kind of
conflicts. This shows that the majority of the employees in the organization
have noticed the functionality of conflicts. 44% of the respondents think the
organization would be successful if there was not any kind of conflicts, this
shows that 44% of the employees in the organization have a negative view
towards conflicts for the organization's success.
25
Potential Sources of Conflict
Table 5: Respondents level of Agreement on the Potential Source of Conflict
Potential Sources of SA A N D SD Total
Conflict ≠ % ≠ % ≠ % ≠ % ≠ % ≠ %
Personal character 32 25.6 62 49 28 22.4 4 3 - - 126 100
Competition for limited
34 27.2 32 25.6 29 23.2 29 23.2 2 1.6 126 100
resource
Poor communication 55 44 34 27.2 27 21.6 10 8 - - 126 100
Collective or group decision
11 8.8 52 41.6 54 29.6 7 5.6 - - 126 100
making
Hierarchical structure 13 8.8 69 55.2 34 27.2 10 8 - - 126 100
Perceptional differences on
values, facts, norms and 24 19.2 29 23.2 61 48.8 12 9.6 - - 126 100
beliefs
Interdependent task
18 14.4 71 56.8 24 19.2 11 8.8 2 1.6 126 100
completion of one task
The primary data collected have shown that the causes of conflict in Ethiopian
Shipping Lines S.C are diverse. Among the potential sources of conflicts
mentioned in the literature review (chapter two), respondents described nearly
all of them as sources of conflicts in Ethiopian Shipping Lines S.C.
26
Also 82 or (64%) of respondents strongly agree and agree on hierarchical
structure as a source of conflict, in the organization, only 53 respondents
indicated that perceptional differences on values, facts, norms as a source of
conflict in Ethiopian Shipping Lines. This shows that personal character, poor
communication and task interdependent are the major potential sources of
conflict in Ethiopian Shipping Lines.
27
As shown in the table 7, the respondents who have been in conflict with their
immediate boss are 55 in number 34(61%) were satisfied with the conflict
resolution while 21(39%) were not satisfied with the conflict resolution
technique used. This shows that the conflict resolution in ESL'SC is not
effective.
As it is shown in the table 8 the most prevalent type of conflicts which were felt
by the respondents are inter-departmental, which is 78(62.4%) of respondents.
Conflict on the content of work is the next most frequently indicated type of
conflict, which are 67 (52.8%). Inter-personal or between persons is another
28
type of conflict in the Ethiopian Shipping Lines SC it was indicated by 30.4% of
respondents, intra-group. Intra-personal, task conflicts wee indicated with the
same frequency which is 28% of the respondent. Only 22.4% of the respondents
indicated intra-organizational conflict as the most frequent type of conflict.
29
Table 10: Respondents Opinion towards the Outcome of Conflict
S. Respondents
Question
No. Number In %
1 Which one do you think is potential negative
outcome of conflict?
The distance between employees increase 2 1.6
Resistance developed rather than team 50 40
work.
An increase in an employee turnover. 33 26.4
The climate of mistrust and suspicion
developed 18 14.4
Total 103 100
30
Table 11, indicates majority of the employees which is 60% said that the
corporation does not take appropriate measures to resolve conflicts. So the
effectiveness is less and only 51 respondents pointed the conflict resolution
techniques as effective.
Therefore it appears that the emphasis is not given to the conflict management
practices in the corporation: most measures taken are not satisfactory and
effective.
If there are conflicts, there are also techniques to resolve them. So the student
researcher attempted to know the techniques used by ESL'SC. From the table
12 it is possible to observe that, problem solving type of handling techniques
are used as 34(26.4%) of respondents indicated. Smoothing is the other types of
techniques used in the ESL'SC as 54(43.2%) of respondents indicated, forcing
was pointed by 28(22.4%) of respondents. Avoiding hasn't been the most
important techniques in the organization as only 10 respondents indicated it.
From the data one can infer that quite large number of respondents believe in
problem solving to handle conflicts.
31
Table 13: Managers Contribution in Minimizing the Occurrence of
Conflict
S. Respondents
Question
No. Number In %
1 In what way does the management contribute in
minimizing the occurrence of conflict between the
workers?
By giving appropriate information 32 24.8
By giving on time information 17 13
By making an open discussion and 47
participating the workers. 59
By giving trainings. 18 14.4
Total 126 100
In any organization the management should play a great roll in minimizing the
occurrence of conflicts. The management is the one who should make a
peaceful working environment by using different ways, so the respondents were
asked in what way the management has contributed in minimizing the
occurrence of conflict between the workers. So as shown in the table 13,
59(42.2%) of respondents indicated that the management contributed by
making an open discussion and participating the workers, which is very good
but as shown in the table the rest supported by giving appropriate information,
giving on time information and giving trainings 32(24.8%), 17(13.6%) and
18(14.4%) respondents respectively.
32
Table 14: Issues Related to Conflicts Handling
S. Respondents
Question
No. Number In %
1 Most of the time who were responsible in
handling the conflicts in ESLS'C?
The management 80 64
The committee being organized 15 12
The labour union 12 9.6
By the conflicting parties 19 15.2
Total 126 100
Depending on the types of conflict, every employee, unions, committee or parties in the
organization should take part in conflicts handling. So, the respondents were asked
who were responsible in handling conflicts in ESLS'C. As shown in the table 80(64%) of
respondents indicated the management as responsible in handling the conflicts. The
committee organized, the labour union and the conflicting parties were supported by
15(12%), 12(9.6) and 19(15.2%) respondents respectively. This shows that the
management is being more responsible in handling conflicts in ESLS'C.
33
As discussed in the literature review, conflict resolution is one of the major
roles of management and should be exercised properly or effectively, in order to
asses how conflict resolution is considered in ESL'S. As shown in the table
58(46.4%) of the respondents indicated that conflict resolution is accepted as
vital role of management but exercised ineffectively. 27(22%) of respondents
said that conflict resolution is accepted as vital role of management on paper
and not exercised. Only 13.6% of respondents think that conflict resolution is
by no means seen as a role of management this shows that conflict resolution
is accepted as vital role of management but exercised ineffectively or not
exercised at all in ESL'SC. So there is less understanding and awareness about
the contribution of conflict resolution to the organization and how it should be
experienced.
34
The degree of emphasis given to conflict and conflict management is
insignificant as compared to other activities in Ethiopian Shipping Lines S.C.
As indicated by 51(40.8%) of the respondents, the conflict management practice
in ESL'SC is something that needs reform in order to contribute for the
corporations goal achievement, this shows the current conflict management
practice in ESL'SC is not satisfactory. 41(32.8%) of respondents pointed that it
is difficult to express the whole situation towards conflict. This shows that
there is no awareness towards conflict management practice in ESL'SC.
18(14.4%) of the respondents indicated, before taking any transformational
measure, the conflict management practice must be studied thoroughly, and
only 16(12.8%) respondents indicated that the corporation must continue in
the existing mode of conflict practices.
35
In all organizations there are consequences of conflict which are very
destructive and have impact on the organizations goal achievement. So conflict
management should be accepted as a role of management. Respondents were
asked if conflict resolution was not accepted as vital role of management and its
impact on the organizations development. The majority of respondents
78(62.4%) indicated that it will affect the whole employee relation which leads
to less performance and less development. 26(20.8%) of respondents indicated
that it will not have any negative consequence on ESLSC achievements, which
shows that there is less awareness to conflict resolution in the ESLS'C, that
means they didn't understand the importance of conflict resolution in the
organizations achievement.
36
employees turnover in ESL'SC, 34(27.2%) of respondents believe that it
encourages better decision making and 22(17.6%) and 15(12%) of respondents
believe conflict is an educational experience and it encourages people
respectively. This shows that conflict in ESL'SC has brought much employees
turnover and there is ineffective conflict resolution in ESL'SC.
Discussion is carried out to solve those conflicts which are found among the
employee association and the management. These two parties discuss each
other about their situation openly. If it doesn't work, a third body the third
body interferes among the management and the employee association and tires
to resolve the conflict. It also tries to create peaceful condition as much as
possible.
The techniques that the organization has been using to resolve conflicts have
its own good and bad side. The advantage of the technique is to develop open
discussion and contributed to the organizations development. Its difficulty or
drawback is that it is time taking, and going for temporary solution to problem
rather than identifying the root cause.
37
The existing technique in ESL'SC hasn't been much effective because of some
reasons.
Some of the reasons were indicated as:
o Communication set backs during negotiating
o People argue back and forth
o Parties may not talk to each other
o People not being an active listener
o People not using appropriate language
The other problem is that there is lack of open-mindedness and the people
being very emotional, judgmental while evaluating the issues.
38
CHAPTER FOUR
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
This chapter summarizes and concludes the finding of the research and
forward possible recommendations.
4.1. Summary
The main focal area of this research paper is to assess the effectiveness of
conflict and conflict management practices in Ethiopian Shipping Lines S.C.
Specifically, the source of conflict, the types of conflict, the attitude of
employees towards conflict and the degree of importance given to conflict
resolution as a role of management. To answer the research questions data was
collected using questionnaire and interview. For subsequent analysis, the
review of related literature was organized from various books, journals and
internet.
39
The potential outcome of conflict is dominantly the negative impact of
conflict. As the findings indicated an increase in an employee turnover
and decrease in team are some of the potential negative outcome of
conflict.
Among the major conflict resolution techniques, smoothing is used
dominantly in the organization. It has been a temporary solution, and
conflicts kept on resurface again in the course of time.
The findings have shown that the causes of conflict in ESL'SC are
numerous. The questionnaire respondents indicated: personal
characters poor communication interdependent task, and hierarchical
structure as a source.
67% of employee's indication towards conflict is both as advantageous
and disadvantages, which relates to negatively to the traditional thought.
The management was the one responsible in handling the conflict in
ESL'SC most of the time but the social affairs acts as a third party in
handling conflicts.
46.4% stated that conflict resolution is accepted as vital role of
management but exercised ineffectively, 22% believed that conflict is
accepted as vital role of management on paper but not exercised. 18.2%
stated conflict resolution is accepted as vital role of management and
exercised effectively, the management key informants explained the
degree of emphasis given to conflict and conflict resolution is
insignificant as compared to other activities due to lack of awareness
and giving no concern.
60% of respondents indicated the whole conflict resolution practice in
Ethiopian Shipping Lines as ineffective. But the management key
informants believed that the existing conflict resolutions in ESL'SC are
effective to some extent. Though they mentioned some drawbacks as
giving low concern to conflict resolution and going for temporary
solutions to problem rather than identifying the root causes of conflict.
40
4.2. Conclusions
To research findings from the questionnaire and interviews showed that:
Trainings are not prepared to broaden the understandings of employees
on concepts of conflict and its management. Therefore, it is possible to
conclude that they are not familiar with the modern view of conflict
management issues.
The sources of conflicts are so many in ESL'SC which have been hard to
identify why these many causes of conflict exist in the organization.
Because of poor communication system, communication breakdowns
occur. These communication breakdowns tend to lead to conflicts as
respondents of ESL'SC indicated.
Findings show that, ESL'SC management has better understanding on
concepts of conflict management. Therefore conflicts are seen in both
directions, i.e., as functional and dysfunctional.
Regardless of their participations in the conflict resolution processes, the
dominant numbers of respondents were dissatisfied. Due to
dissatisfaction with the resolution, most of them resisted the resolution
while few tried to leave their jobs; but the rest accepted the decisions
regardless of their resentment.
The conflict resolution practices in ESL'SC are ineffective and conflicts
are not resolved to the best interest of the offices and employees.
The analysis made in this chapter clearly shows that the conflict
management practices in ESL'SC are something that needs due attention
for its success.
41
4.3. Recommendations
These recommendations are made based on the conclusions, drawn and the
findings of the study.
ESL'SC has the aim and objectives to be one of the most competitive
Shipping Lines in Africa. In order to attain this objective, ESL'SC top
management need to give due attention for conflict management as part
of its effort to achieve its vision.
ESL'SC must accept the usually existence of conflict and they must work
to create understanding about its advantages and the nature of conflicts
by giving training. So that the advantage would be for both of the
employees satisfaction and for the organizations development.
Since workflow interdependencies, role ambiguity, and power and value
differences are instrumental in creating more of dysfunctional conflicts,
the management need to proactively respond to conflicts resulting from
such factors.
The sources of conflict must be studied so that this organization can
resolve conflicts more easily.
Instead of using smoothing techniques which is dominantly temporary,
the organization must employ other conflict resolution techniques
depending on the situation the technique works best.
Not only ESL'SC has to accept conflict resolution as vital role of
management but must exercise it effectively. So that it can use conflict
for change, creativity, innovation and also resolve it as early as possible.
42
BIBLIOGRAPHY
All information provided will be kept confidential and only used for
academic purpose. There is no write or wrong answer and just show the
level of opinion to each item.
Thank you for your willingness!!
Direction: Put a tick mark ( ) in the box ( ) for the answer you choose.
Part II: Background Information
1. Respondents personal information
1.1. Sex Male Female
1.2. Age 18-29 30-39 40-49 Above 49
1.3. Service year in the organization
Below 1 year 1-5 years 6-10 years
11-15 years 16-20 years Above 20
1.4. Position in the organization
1.5. Level of education
Below certificate Certificate Diploma
B.A Degree MA Degree Above MA
General Information
1. Have you taken any courses or trainings on the job about conflict
management practice?
Yes No
i
2. Do you think conflict resolution has been hard to handle?
Yes No
3. If your answer is yes for question no (3), what is your reason?
Disagree
Strongly
disagree
Neutral
Strong
Agree
agree
Potential sources of conflict in
No
ESL'SC
A) Personal character
B) Competition for limited resources
C) Poor communication
D) Collective or group decision making
E) Hierarchical structure
F) Perceptional differences on values,
facts, norms and beliefs
G) Interdependent task - completion of
one task depends on completion of
another task
ii
8. Which type of conflicts below are the most prevalent in ESL'SC
Rate them on the basis of their frequency of occurrence in ESL'SC.
Disagree
Strongly
Strongly
disagree
Natural
Agree
agree
No Types of Conflict in ESL'SC
8.1 Inter-departmental
8.2 Superior-subordinate
8.3 Task conflict
8.4 Conflict on the content of the work
8.5 Intra-personal (within the person)
8.6 Inter-personal (between two persons)
8.7 Intra-group (with the group)
8.8 Intra-organizational (within the
organization)
iii
12. What techniques or mechanisms have been used to resolve
conflicts frequently?
Avoiding Smoothing Forcing
Problem solving Other
13. In what way does the management contribute in minimizing the
occurrence of conflict between the workers?
By giving appropriate information
By giving on time information
By making an open discussion and participating the workers
on idea sharing
By giving trainings
If there is another, please mention
14. Most of the time who were responsible in handling the conflicts in
ESL'SC?
The management
The commete being organized
The labour union
By the conflciting parties
If there is another please mention
iv
16. How do you express the general conflict practice in ESL'SC?
It is something that needs reform in order to contribute for
the corporation's goal acheivement
The corporation must continue in the existing mode of
conflict practices.
Before taking any transformation measure, the conflict
management practices must be studied thoroughly
It is difficult to express as to what measure will be taken
Any other opinion
v
Appendix: B
Date of Submission:
THE ADVISOR'S DECLARATION
This senior essay has been submitted for examination with my approval
as an advisor.
Name:
Signature:
Date: