CHAPTER ONE
INTRODUCTION
1.1Â Â Â Â BACKGROUND OF THE STUDY
Attitude toward conflict in organization have changes considerably in the last thirty years. Robin (2002) traced this evolution. He emphasized the difference between the traditional view of conflict and the current one, which he calls the internationalist view. The traditional view of conflict was that of it was unnecessary and harmful. They believed that conflict world develop only if managers faced to communication to employees the common interest that blind management and employee together.
Conflict in the traditional view was seen as being avoidable and optional organizational performance requires the removal of conflict.
The traditional view of conflict started to change as behaviour scientific researcher and management writes begin to identify cause of organizational conflict independent management errors and as the advantage of effectively managed conflict started to be recognized.
The current or international view is that conflict is organization are designed and operated. The view still suggests that most conflict is in fact; dysfunctional it can harm individuals and impede the attainment of organization goals.
But some can also be functional more effective. Conflict can lead to search for solutions. Thus it is often an instrument of organizational innovation and change from thus perspective, the risk of manager is to suppress or resolve all conflict but manager it aspects. Such management may even include the stimulation of conflict in situation where its absence of suppression may hamper the organization effectiveness. Organizational conflict can simply be defined as problem or misunderstandings that arise between members of a group or team to best understand this terms one must first understand what these words mean separately. For example, an organization does not always necessarily mean a work environment, it can also mean an argument, it can also be a misunderstanding or a simple problem that arises during a rack. When dealing with organizational conflict, it is best for the organization to be prepared with a conflict plan. This often is put in place during the formation or transformation of aid in resolving issues within a group by merely laying down a set of guide line and rules for each group member to follow when he or she experiences conflict within the organization.
When confronted with organizational conflicts are able to manage. It is importance for each party to keep an open mind, maintain a professional tone and to support any arguments with fact. People who maintain a professional altitude and an open are able to manage that conflict more successfully. In addition, when confronted with an issue that cannot be solved by following the conflict resolution plan, it is important for those who are involved to report to a group or team member of a higher status with more power to resolve the conflict.
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