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Abstract
The study was determined to examine the relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt. The survey research design was adopted. The study was designed to focus on selected manufacturing firms in Port Harcourt, Rivers State which include Dana Plastic and Port Harcourt Flour Mills. The population of the study was made to be one hundred (180). A self-designed questionnaire on conflict management and corporate growth was used and administered for the collection of data from the respondents. The Yaro Yemen’s formula was used to determine the sample size of 144. The simple percentage was used to analyze the response. The Chi-Square (X2) statistical was used to test the hypotheses. Findings reveals that there is a significant relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt. Based on the finding of the study summary, conclusion and recommendations were made that the universal declaration govern by conflict management on the premise management of organization should ensure and equitable treatments of employees, The fulcrum of any organization is dependent on the level of human capital performance. It behaves management to treat the intellectual capital as being rather than as robot and Organization should bureaucratic bottle neck in terms of promoting the employee welfare.
Table of Contents
Title Page i
Abstract ii
Declaration iii
Certification iv
Dedication v
Acknowledgements vi
Table of Contents viii
List of Tables x
List of figure xi
CHAPTER 1 1
INTRODUCTION 1
1.1 Background to the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the Study 3
1.4 Research Question 4
1.5 Research Hypotheses 4
1.6 Significant of the Study 5
1.7 Scope/Limitation of the Study 5
1.8 Definition of Related Terms 6
CHAPTER 3…………………………………………………………………8
LITERATURE REVIEW 8
2.1 Conceptual Framework 8
2.1.1 Concept of Conflict Management 9
2.1.2 Dimensions of Conflict Management 11
2.1.4 Measures of Organizational Growth 15
2.1.5 The Relationship between Conflict Management and corporate Growth 16
2.2 Theoretical Framework 17
2.2.3 The Power Approach 18
2.2.4 Conciliatory Approach 19
2.3 Empirical Framework 19
CHAPTER 3 23
RESEARCH METHODOLOGY 23
3.1 Research Design 23
3.2 Population of the Study 23
3.3 Questionnaire Design 24
3.4Source and Method of Data Collection 24
3.5 Sample and Sampling Techniques 25
3.6 Data Analytical Techniques 26
3.7 Reliability and Validity 27
CHAPTER 4 28
DATA PRESENTATION AND ANALYSIS 28
4.1 Data Presentation 28
4.2 Data Analysis 29
4.3 Testing of Hypothesis 35
4.4 Discussion of Findings 37
SUMMARY, CONCLUSION AND RECOMMENDATIONS 40
5.1 Summary 40
5.2 Conclusion 40
5.3 Recommendations……………………………………………………41
References 42
Appendix I 46
Appendix II 47
CHAPTER 1
INTRODUCTION
1.1 Background to the Study
Every business requires resources in the form of physical, financial and intangible assets. Lack of, or inadequate resources of any kind may place a firm in a vulnerable position, and might undermine its success. Corporate growth is, in fact, used as one indicator of effectiveness for small and large businesses and is a fundamental concern of many practicing managers (Crosby, 1999). Ultimately, growth will be gauged by how well a firm does relative to the goals it has set for itself. Caplow, (2010) points out that such growth can be particularly disorienting for employee and owner alike: “often the people involved may not realize that anything significant has occurred until they discover by experience that their familiar procedures no longer work and that their familiar routines have been bizarrely transformed. One construct that can trigger growth in the organization today is conflict management.
Organization, be it public or private small or big exist essentially to achieve certain economic social or political objectives. These objectives may be in form of profit making, provision of services production of goods and increases in sales turnover etc. however these objectives can only be achieved when human resources are employed to utilize other resources such as raw materials, machineries, money and information. (George and Jones 1996) organization are made up of different people with different attitude, beliefs, abilities and personality therefore conflicts is inevitable. There is no organization that can effectively carry out its day to day activities without encountering some form of conflict. Therefore, conflict is the most commonest general and wide-spread phenomenon that is synonymous with group activity and interaction. According to Uya (1992), conflict cannot be completely dissociated from human beings and their endeavors be it group or organization. This means that conflict is necessary evil that one cannot do without. Conflict refers to a situation in which there are incompatible goals, cognition or emotion within or between individuals or group that led to opposition (uya,1992). This definition recognize three basic types of conflict which are goal conflict which arises when the desired outcomes are in compatible between groups cognitive and effective conflict. Cognitive conflicts arise as a result of incompatibility of ideas. Affective conflict on the other hand usually arise when there is an incompatibility in emotions. Conflict can also arise when two or more values, prospective and opinions are contradictory in natures and have not been agreed upon, conflict has both positive and negative effect on organization that is why there is a need for effective conflict management strategy. Conflict management refers to an attempt to control or regulate conflict through a number of measures. (Adeyemi and Ademilua,2012) constructively managed conflict induces a positive performance while privately managed conflict heats up the environment to bring about dislocation of the entire group and polarization reduced productivity on job performance, psychological and physical injury. Though an effective conflict management a cooperative atmosphere is created to promote opportunities and movements are directed towards non- violent, recondition or basic clashing interest (Uchindu, Anijaobi and Odigwe, 2013). From the foregoing therefore, the study seeks to examine the relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt.
1.2 Statement of the Problem
Expanding industrial activities have been ascribed incompletely as casualisation of specialists (Kalejaiye, 2014). Taking the banking sector as a case, as related to the extent to which the issue can be seen.
Considering the impart of conflict in an organization and how people view the concept it becomes imperative for such a research work to be carried out in order for the organization association and even interested public appreciate the concept. This study also seeks to explain the effectiveness of conflict in organization and also the harmony available in managing the conflict. Numerous organizations in Nigeria are tormented by a bunch of issues and illnesses created by wasteful and incapable administrative style or strained relationship amongst administration and the worker’s party (Fapohunda, 2012). It is against these problems that, this study empirically evaluates the relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt.
1.3 Objectives of the Study
The aim of the study is to examine the relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt. The specific objectives of the study are to:
- Examine the relationship between conflict avoidance and corporate growth in some selected manufacturing firms in Port Harcourt.
- Determine the relationship between competition and corporate growth in some selected manufacturing firms in Port Harcourt.
- Ascertain the relationship between cooperation and corporate growth in some selected manufacturing firms in Port Harcourt.
- To examine the extent to which organizational culture moderate the relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt.
1.4 Research Question
The following research questions were proposed to guide the study.
- Does conflict avoidance associates with corporate growth in some selected manufacturing firms in Port Harcourt?
- To what extent does competition associates with corporate growth in some selected manufacturing firms in Port Harcourt?
- Does cooperation associates with corporate growth in some selected manufacturing firms in Port Harcourt?
- What is the extent to which organizational culture moderate the relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt?
1.5 Research Hypotheses
The following hypotheses were formulated to guide the study:
HO: There is no significant relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt.
HA: There is a significant relationship between conflict management and corporate growth in some selected manufacturing firms in Port Harcourt.
1.6 Significant of the Study
The relevant of this study rest in the importance to stakeholders in the organization. This study will assist organizational managers on the tools techniques to employ in managing conflict in their respective organizations in the manufacturing industries. This study is pertinent to trade unionist in their respective organizations. This study is justified because it will assist in the stability and relative profitability in the organization particularly in the period of economic recession. This study will also contribute in enriching the literature in industrial relations particularly in management sciences in general.
1.7 Scope/Limitation of the Study
The study is delimited under the following headings; content scope, geographical scope and unit of analysis
Content Scope: The content of this study involves on investigation to ascertain the relationship between conflict management and corporate growth. The independent variable is conflict management measure by avoidance, competition and cooperation. While dependent variable is corporate growth, measures by Increase Market Share, Increase Return on Investment and Increase Profitability.
Geographical Scope: This study is delimited to manufacturing firms in Port Harcourt.
Unit of Analysis: The unit of analysis involved the staff at the terms of carrying this study. The scope of this study is to ascertain the relationship between conflict management and corporate growth.
In carrying out an investigation of this nature the researcher must be faced with some constraints.
Firstly, the time constraints, the time frame provided for this study was short.
Secondly, Financial constraints. Usually, a study of this nature involved some level of expenditure therefore; finance was also a limiting factor.
Thirdly, Poor response from the respondent and inability to access the entire population of the study. In the next segment significance of the study will be discussed. Lastly, poor measurement instrument.
1.8 Definition of Related Terms
AVOIDANCE
This study argues that “avoidance” in some instances, be recognized as an active form of conflict resolution.
COMPETITION
It reflects a desire to meet one’s own needs and concerns at the expense of the other party. As the model illustrates, the most assertive and least co-operative people use the competitive style. If the stakes are high, enough, a very competitive person’s use of power may well be limit only by some greater external power such as the law or social taboos.
COOPERATION
Cooperation is the most appropriate tool for managing organizational conflict if do not suffer the parties from time pressures.
CONFLICT AVOIDANCE
This attempts to keep the conflict surfacing at all or would simply ignore the conflict or impose a solution.
CORPORATE GROWTH
This is the continued existence of a company especially in a difficult or dangerous condition.
ADAPTABILITY
Is an aspect of resilience that reflect clearing flexibility to experiment and adopt novel solutions and the development of generalized response to broad classes of challenges.
DYNAMIC CAPABILITIES
By contrast refers to the capacity of an organization to purposely create extend or modify it resources base.
CONFLICT
This refers to a solution in which there are incompatible goals recognition or emotion within or individual or group that lead to opposition.
CONFLICT MANAGEMENT
This can be defined as attempt to control or regulate conflict through numbers of measures.