ROLE/ QUALITIES

It is common for managers to become entangled in a problem or circumstance that is not

theirs to resolve. What should a management do? It's not always the manager's fault;
sometimes, it's the employees' fault. Here are five suggestions to assist managers in
understanding their part in workplace conflict and choosing the right course of action:

Recognize when and how to take action. Different actions are necessary in different
situations. The management has a direct responsibility if one employee's poor performance
interferes with others' ability to complete their tasks. He has to address that team member's
performance issues. An employee assistance program or other professional aid should be
recommended if an employee is having difficulties due to problems outside of the job.
Allow room for growth for your staff. Employee autonomy and authority are essential for
resolving work-related issues. Assist them in acquiring dispute resolution strategies and
sharpening their analytical abilities. Make the most of this training as a manager by applying
the methods and abilities you acquire to yourself. Consider how your staff will benefit your
company when they are adept at mitigating the damaging effects of unresolved conflict.

Recognize how egos, stress, and emotions frequently obstruct progress. It is the goal of
managers to foster positive working connections within their teams. It's important to describe
the issue and how it affects the workplace. Don't undervalue the influence of feelings.

Develop your own facilitating abilities. Frequently, you are an impartial witness to a dispute.
This is an excellent position from which you may help staff members by leading a mediated
conversation. Have a meeting with the staff to establish expectations and duties. Not you, but
the employees are the main participants. They will be addressing queries to one another and
coming up with answers. Even if someone asks, you won't give suggestions, ideas, or
answers. To keep the conversation on course, you are present.
Minimize conflict since it frequently represents an attempt at creativity and invention.
Closely related employees frequently come up with brilliant suggestions for improved
solutions. Assist them in organizing, ranking, and brainstorming these concepts. Excellent
information and points of view are shared when individuals sit down to discuss in a calm,
reasonable manner. Relationships at work are reinforced. Accept the idea that disagreement is
necessary for a creative and engaged workplace culture if you want the business to expand
and succeed.

Emotional intelligence
Being emotionally intelligent allows you to comprehend and handle the emotions and
feelings of others. Professionals that are emotionally intelligent are competent at recognizing,
identifying, and addressing the needs of others while accepting responsibility for their
actions. Emotional intelligence enables you to grasp each involved party's point of view and
analyze the rationale for showing such emotions. When mastered, it can assist to enhance
communication, empathize with others, and de-escalate tensions. This skill set allows you to
counsel each person compassionately without being harsh or aggressive.

Problem solving
When there is no feasible solution to a disagreement, it often worsens. Excellent problem-
solving skills enable you to come up with innovative and viable solutions. It allows you to
identify the optimal compromise and prevents similar problems from recurring in the future.
Problem solvers use their resources and study to come up with a solution that will end the
issue. Employers favor employing managers who can brainstorm ideas and perform dispute
resolution in order to establish a work atmosphere in which everyone respects the
perspectives of others.

Positive outlook
Being optimistic may help you in both your personal and professional life. A pleasant attitude
usually has a favorable influence on others and can even aid in the resolution of workplace
issues. Employers with a positive attitude are better at problem solving and conflict
resolution. Positivity aids in the elimination of negative aspects, the prevention of clashes,
and the reduction of conflict.

Teamwork
Working cooperatively in a team is an important ability for preventing disputes. Managers
with strong collaboration skills may encourage team members, establish a unified objective,
and identify everyone's responsibility. This is helpful in dispute resolution. When managers
request equal contributions from others, they build a culture of equal participation, enhance
positive mood, and assist to reduce disputes in the long run.

Types of conflict
CONFLICTS BASED ON INTERDEPENDENCE/TASK
These arguments develop when participants in an interconnected project network must
coordinate their responsibilities so that everyone's portion is completed satisfactorily. An
accountant, for example, cannot accomplish their work without all of the numbers. If an
employee is consistently late with their reports, the accountant's ability to complete up and
meet deadlines suffers.
What is the solution? Delegate duties wisely. Communicate the significance of duty and
accountability to the team. Clarify what everyone's responsibilities are so that everyone is on
the same page when deadlines approach.

Conflicts based on leadership

Everybody has a different leadership style, and everybody reacts differently to those
leadership styles. Some leaders are bold and charismatic, others are more laid-back, warm,
and inviting. Some are highly technical and strict on rules and deadlines, and others are so
hands-off you hardly see them.

To solve potential conflicts, you should emphasize mutual respect of differences throughout
the company. Also, leaders should be aware of their own leaderships styles and how they
interact with the work styles and personalities of people on their team. They should be able to
adjust and connect with their employees no matter their leadership preferences.

Again, we’re all different – it’s not something we can escape.

Conflicts based on work style-

There are various work styles, just as there are various leadership styles. Some individuals
like to work in groups, but others function best alone. Some individuals require no further
guidance to finish a work, whilst others want external input and direction at every step of the
process. Some people work better under pressure, while others like to complete their chores
as soon as possible.
The same concept of mutual respect and understanding applies here, as well as in all
workplace issues and interactions with others. We may like a specific work style, but in
groups, teams must occasionally combine to come up with an idea larger than one mind could
think up alone - which means they must learn to interact with one other.

Conflicts based on personality-

We won't always like everybody we meet, and it's difficult to cooperate with somebody
whose personality we dislike. This will ideally make it difficult for individuals with
contrasting personalities to work with each other due to disagreements or simply because
they cannot coordinate their tasks together.
Therefore, it is the Manager’s task to identify such personality clashes, and resolve conflicts.
Job rotation, Counselling and the Manager being a neutral arbiter between the employees is
the best way to resolve or avoid such conflicts.

A functional conflict is a beneficial conflict that develops between members of a work group.
They help the company's aim and boost performance. Functional conflict is a healthy form of
constructive dispute between two or more people. A functional conflict frequently increases
decision-making quality, replicates creativity and invention, and fosters interest and curiosity
among group members. Everyone benefits from functional conflict because it teaches them
the skill of harmonic and effective compromise. When members in a group participate in a
functional dispute, the outcome is generally highly beneficial to the group.
A functional conflict necessitates that individuals comprehend and appreciate one another's
ideas. It permits the other person to talk without being interrupted. People involved in a
functional dispute are aware that the opposing side is a member of the group. It entails paying
attention to what others have to say. Every other individual may offer vital knowledge and
suggestions to aid in the resolution of a problem. This fosters a willingness to collaborate.
Furthermore, for functional conflict to be successful, each individual must be granted certain
freedoms of expression and labour.

i)Analytical thinking: During a disagreement, group members use analytical thinking to find
multiple possibilities. They might not have been creative or even lazy in the absence of
conflict. Conflicts may involve challenges to such beliefs, rules, policies, purposes, and goals,
which need extensive research in order to justify these groupings as they are or make other
necessary changes.

ii) Reducing tension among group members: When conflict is permitted to be expressed
openly, it can serve to reduce tension among group members that might otherwise be
suppressed. Suppression of stress can result in imaginary distortion of truth, feelings of
irritation and tension, exaggerated mental exaggerations, and skewed judgments, all of which
culminate in dread and distrust. Members gain psychological fulfillment when they express
themselves. This also reduces tension among those who are participating.
iii) Encourage Competition: Conflicts enhance competition, and higher competitiveness leads
to increased efforts. Conflict and service competition may be quite motivating for some
people. Conflict and competitiveness like this can lead to increased effort and production.
iv) Promote team cohesiveness: Some experts believe that conflict fosters unity among group
members, improves loyalty among group members, and instills a sense of group identity as
members of a group struggle with outsiders. This enhanced group cohesion can assist
managers in efficiently accomplishing organizational goals.

v) Meeting challenges: During conflict, individuals' and organizations' capacities can be

challenged. Conflict presents obstacles for them, and in order to meet these challenges,
individuals and groups must be innovative and dynamic. When they effectively overcome
these problems, it leads to a quest for alternatives to current ways, which culminates in
organizational development.

vi) Institutional change: It has been observed that conflict can encourage change among
members of a group. When people are confronted with conflict, their attitudes shift and they
become more prepared to adapt to the situation's demands.

vii) Increased awareness: Conflict raises people's awareness of the group's challenges.
Members of the group become aware of the members involved in the problem as well as the
tactics used to solve the problem.
viii) Decision quality: Conflict leads to high-quality decisions made by group members.
Throughout the

Conflict occurs when individuals voice conflicting viewpoints and perspectives, resulting in
some high-quality judgments. To produce new decisions, the members share information and
review the logic of other members. During a fight, the flaws of an organization and its
individuals are easily apparent. Once management is aware of these flaws, it is much easier to
eliminate them.

Dysfunctional conflict
This kind of disagreement worsens the performance of the business by causing a breakdown
in communication between employees and management. It functions as a barrier to reaching
the goals of the business or sales, which is why it is also referred to as a destructive conflict.
Assume for the moment that many departments rely on one another to deliver reports to
upper management on a daily, weekly, or monthly basis. The entire procedure is delayed if
the initial department is late. Therefore, it is acceptable if the delay is the result of a
management problem. However, when it results from a disagreement between groups or
people, it is harmful and is referred to as dysfunctional conflict.
Workers arguing with one another over unimportant matters because of their egos,
preconceptions, and other factors.
Negative outcomes of dysfunctional conflict-
High Attrition Rate: It's not unusual to envision an employee thinking differently than their
peers. When they have to deal with the excessive stress and anxiety that comes with
dysfunctional conflict, employees begin to leave the businesses. Instead of enjoying their
work, employees are uneasy, afraid, and always in the want to skip it—absenteeism and
attrition rates rise in dysfunctional conflict.
An atmosphere rife with tension, worry, and anxiety — Group members experience stress
managing the day-to-day operations of the organization. Members of the group also start to
feel a climate of dread, uncertainty, animosity, irritation, and worry.

Greater discontent and trust - Except for a select few, no individual working for a corporation
could have money as their ultimate aim. The ability to work provides life purpose and the
freedom to live it to the fullest. Simply because they have to report to work at the end of the
month to be paid does not make an employee happy.

People visit businesses for many different reasons, including companionship, entertainment,
education, and networking. However, when a disagreement in the workplace is dysfunctional,
workers become less focused, which further reduces productivity and breeds mistrust and
discontent.

Corporate objectives are neglected in favour of individual interests and conflicts that cause
workers to lose sight of the organization's aims. Members squander time and effort trying to
win the argument, and the organization's objective is neglected.

The organization will ultimately lose on many fronts, regardless of who prevails in the fight.
The need for personal success grows so great that many members even resort to drastic
measures that damage the company's reputation even more. An unhappy worker who is
constantly at odds with the boss quits the business and starts calling people names in public.

expensive to the company and the employee both

An individual can only make progress toward an organizational objective when they are fully
committed to realizing their own goals. People start focusing on conflicts instead of the
opportunities to advance and develop inside the company.

The organization's commercial prospects, client base, and brand image may suffer when
management does not resolve conflicts in a timely and effective manner.

A ticking time bomb for the company is created when the dysfunctional issue is not resolved
without needless delay. It's imperative to resolve the dispute quickly and effectively.
 1) Mediation: When it comes to resolving a dispute, there is no other option than this
one. Here, in an effort to further defuse the situation, the management gathers all
relevant parties and pays attention to their complaints. After exchanging points of
view, the parties manage to come to a mutually agreeable resolution. This is one
technique to settle a conflict that arises between two workers who are battling for
personal or work-related reasons.
2) Arbitration: In this scenario, management hears both sides out and then enforces remedies
to end the dysfunctional disagreement quickly. Who wins or loses in a dispute doesn't matter;
what matters most are the corporate objectives. Therefore, management even employs severe
measures to resolve disputes.

2) Controlling: Using humor, forewarning, shaming, and other tactics, management

seeks to lessen the severity of the confrontation. For the benefit of the business and
themselves, the management advises the disputing parties to calm down. Another
tactic to handle conflict is to demand resignations from staff members who refuse to
listen to management. Even though they are aware of how costly the disagreement is
to the business, organizations are unable to continue it.

4) Acceptance: In certain cases, it's a great idea to tolerate a certain amount of dysfunctional
friction inside the organization. There will always be disputes of some kind between the
operations and support divisions. The operation department will continue to hold the
administrations and support team accountable for not providing enough people for processes
and other things.

5) Elimination

As soon as the water starts to run over the head, nobody can stand it. Management may need
to act harshly at times in order to improve the organization. Supervisors bring the matter up
with HR so they may take severe measures like firing the staff members. These stringent
measures send out a strong message to others to follow the company's policies and
procedures.

The success of a company is largely dependent on its managers, and they must prioritize
developing their conflict management abilities in order to be effective in this capacity.
Managers must first and foremost lead and direct their staff toward attaining the objectives of
the organization. Unresolved or improperly handled conflicts have the potential to destroy
team dynamics, impair output, and provide a bad work atmosphere. Managers may
proactively resolve disagreements, ease tension, and rebuild harmonious relationships within
the team by placing a high priority on conflict management abilities. In addition to ensuring
that team members can concentrate on their job and work together efficiently, this also helps
to create a good work atmosphere, which in turn boosts productivity and produces the
required results.

When disagreements emerge, managers are frequently the one that team members go to for
assistance. Workers look on their bosses for direction, encouragement, and dispute resolution.
Strong conflict resolution abilities provide managers the instruments and strategies they need
to resolve disputes impartially and fairly. Managers that are adept in managing conflicts
show off their leadership qualities, cultivate a climate of open communication and
cooperation, and increase team members' trust and respect. By placing a high priority on
conflict management abilities, managers may foster a culture in which disagreements are
quickly resolved and constructively handled, resulting in a motivated and engaged workforce
that can work toward common objectives with little interruption.

For a number of reasons, conflict management is crucial in any professional setting:

Better Relationships: Managing conflicts enables team members to develop more positive
bonds with one another. Managers may cultivate an environment of transparent
communication, mutual respect, and trust by proactively and constructively resolving issues.
Effective dispute resolution may improve relationships between people and encourage
cooperation and teamwork.

Enhanced Productivity: Productivity might suffer from unresolved disagreements. They

might impede the completion of jobs and projects and cause anxiety and distraction.
Managers may reduce interruptions and stay focused on accomplishing organizational goals
by handling disagreements in a timely and efficient manner. Retention of Talent: Employees
who feel that their conflicts are acknowledged and resolved are more likely to feel valued and
satisfied in their roles. Effective conflict management demonstrates to employees that their
concerns are heard and addressed, which can contribute to higher employee engagement and
retention rates.

Innovation and Creativity: Innovation and creativity may be stimulated by constructive

disagreements. When disputes are handled well, they can inspire the investigation of other
viewpoints, concepts, and fixes. Through the promotion of constructive discourse and the
handling of disputes, supervisors may leverage the potential of many perspectives to propel
creativity and solve issues.

Healthy Work Atmosphere: Managing conflicts helps to establish a productive workplace.

Employees feel more secure and at ease sharing their thoughts and concerns when
disagreements are resolved properly and quickly. This increases overall job happiness and
well-being by fostering a culture of open communication, psychological safety, and mutual
respect.

Organizational Growth: An organization's ability to successfully handle conflict is essential

to its long-term development. Managers can avoid worse organizational problems and
conflict escalation by handling disagreements proactively. Furthermore, process
enhancements and better organizational efficiency can result from learning from disputes and
making the required modifications.

All things considered, conflict management is essential to preserving a peaceful and effective
work atmosphere, fostering employee connections, encouraging innovation and creativity,
and propelling organizational success.

Research problem

Any manager in a company needs to be proficient in handling conflicts. Although it is not

feasible to enumerate every difficulty Managers may have when handling conflicts, the
following are some typical ones:

1. Emotional Intensity: Dealing with conflict frequently elicits powerful emotions, which can
be difficult to control in oneself and others. It might be challenging to think clearly and come
up with answers during emotionally intense disputes.

2. Differing Viewpoints: Parties to a dispute frequently hold disparate viewpoints and

worldviews. Supervisors have to mediate these conflicts and assist parties in understanding
one another's perspectives.
3. Communication Problems: Resolving disagreements requires effective communication.
Conflicts might intensify due to misunderstandings, misinterpretations, or inadequate
communication skills.

4. Power Imbalance: Power imbalances can make conflict resolution more difficult when they
include hierarchies, such as when a subordinate and a boss disagree. Managers need to strike
a balance between justice and authority.

5. Lack of Trust: Resolving conflicts requires a high degree of trust. It's difficult to identify
common ground and move toward a solution if parties don't trust the boss or each other.

6. Hidden objectives: Underlying or hidden objectives that aren't immediately obvious may
exist in some disputes. It takes skill for managers to identify these agendas and deal with
them.

7. Cultural Differences: Conflicts may emerge in different workplaces as a result of cultural

differences. To overcome these obstacles, managers must be aware of and sensitive to
cultural differences.

8. Time Restraints: Resolving disputes can take a lot of time. Managers who are juggling
other obligations may find it difficult to find the time to appropriately resolve disagreements.
9. Employee Relations: Managers may need to take into account how disputes between staff
members would affect morale and team dynamics. It might be difficult to strike a balance
between the demands of the team and those of the individual.
10. Legal Issues: Some confrontations, such allegations of harassment or discrimination, may
give rise to legal issues. Managers must use caution in these instances and be aware of all
applicable legislation.
Intro
When employees disagree with one another because of divergent interests, personalities,
views, or ideas, it can lead to workplace conflict. With people from all origins and viewpoints
working side by side, conflict in the workplace is inevitable.
A variety of behaviours, including as verbal or physical abuse, bullying, poor or delayed
labour, project failure, and more, can be used as expressions of conflict.
The ability to recognize and resolve problems in a reasonable, equitable, and effective
manner is known as conflict management. The process of managing conflicts deals with
(seen) incompatibilities or disputes that result from different requirements, goals, or
perspectives, among other things.
Conflicts in the workplace are inevitable, therefore it's critical to have individuals who can
recognize them and know how to resolve them. In the current market, this is more crucial
than ever. Everyone is trying to prove how important they are to the firm they work for,
which occasionally might cause conflicts with other team members.

Every employee has wants and expectations at work, and when those needs and expectations
are not satisfied or are being disregarded, conflict may occur.

What leads to tension at work?

Workplace conflict may arise from one of the following:

poor supervision
unjust practices
ambiguous positions
insufficient instruction and poor communication
inadequate working conditions and inequitable opportunities
teasing and mistreatment
major adjustments to compensation structures, organizational charts, evaluation processes, or
goods
Abstract

In conclusion, the role of managers in conflict management is undeniably

vital to the success and well-being of organizations. This research has
illuminated the multifaceted nature of conflict within the workplace and
the complex challenges that managers face when striving to resolve
conflicts effectively. Through a detailed exploration of strategies,
challenges, and their impact on organizations, several key takeaways
emerge.

Firstly, it is evident that managers serve as linchpins in creating and

sustaining a harmonious work environment. Their ability to actively listen,
remain neutral, and demonstrate empathy significantly influences the
outcome of conflicts. The cultivation of these qualities is not only
beneficial for conflict management but also for building strong and
trusting relationships with employees.

Moreover, the study emphasizes the diverse forms conflicts can take,
ranging from individual disputes to broader organizational issues. This
diversity underscores the importance of adaptable conflict resolution
strategies. It is crucial for managers to recognize that there is no one-size-
fits-all approach and that each situation demands a nuanced response.

Furthermore, the research underscores the impact of conflict

management on organizations. Successful conflict resolution positively
affects productivity, teamwork, and employee satisfaction. Managers who
take proactive steps to prevent conflicts and foster a culture of
collaboration can drive long-term benefits for their organizations.

Lastly, the paper highlights the need for continuous training and
development of managers in conflict resolution skills. By investing in their
growth, organizations can empower managers to navigate the
complexities of conflict effectively and contribute to a thriving workplace.