CHAPTER - I INTRODUCTION

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

S.No Category
1. 2. 3. Officers Staff Workers Total

No.of Employees
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 B Shift C Shift

Office hours:

12.00 P.M 8.00 A.M 4.00 P.M 9.30 a.m

to to to to

8.00 A.M 4.00 P.M 12.00 A.M 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 Officers Staff Workers CEM

Casual Leave 15 days 15 days 15 days

Medical Leave 18 day 18 day 18 day

Earned Leave 1/11 1/11 1/20

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 = Total no. of respondents x 100

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

2. 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 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, nonconfrontational 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. dimensions There are three

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 Always Very often Often Sometimes Seldom Very seldom Never 5 6 7 Scores Assigned 1 2 3 4

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 1 2 3 4 5 Qualification SSLC ITI Diploma UG PG No. of Respondents (N = 120) 36 28 14 30 12 Percentage 30.0 23.3 11.7 25.0 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.

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS 40 35 30 Percentage 25 20 15 10 5 0

SSLC

ITI

Diploma

UG

PG

Education Qualification

Table: 2 Distribution of Respondents by their Place of Birth

Sl. No 1 2 3 INFERENCE:

Place of Birth Village Town City

No. of Respondents (N = 120) 72 42 06

Percentage 60.0 35.0 05.0

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.

PLACE AND B IR TH OF RESPOND EN TS

80 70 60
Percentage

50 40 30 20 10 0 Village Town
Place of Birth
No. of Respondents Percentage

City

Table: 3 Distributions of Respondents by their Type of Family

Sl. No 1 2

Type of Family Joint Family Nuclear Family

No. of Respondents (N = 120) 32 88

Percentage 26.7 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.

T YP E OF F AM IL Y

73.3

Nucle a r Fa m ily

88 26.7

Jo int Fa m ily

32

50

100

150

200

No. of Res pondentsP erc entage

Table: 4 Distribution of Respondents by their Designation Sl. No 1 2 3 Designation Workers Staff Executive No. of Respondents (N = 120) 60 30 30 Percentage 50.0 25.0 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.

D E S IG N A T IO N O F T H E R E S P O N D E N T S
70 60 50 Percentage 40 30 20 10 0
W orke rs S ta ff E x e c u t iv e N o . o f R e s p o n d e n ts P e r c e n ta g e

60 50 D e si g n a ti o n 25 30 25 30

Table: 5 Distribution of Respondents by their Department Sl. No 1 2 3 4 5 6 7 Department Mines Technical Auto Carriage Quality Control Marketing Finanace Personnel and Administration No. of Respondents (N =120) 10 56 08 11 08 15 12 Percentage 08.3 46.7 06.7 09.2 06.7 12.5 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.

D EP AR TMEN T OF TH E R ESPON D EN TS
1n P e r s o n n e l a n d A d m in is tr a tio102 1 2 .5 15 M a r k e tin g 68.7 Fin a n a c e

Departments

Q u a lity C o n tr o l 91.2 1 A u to C a r r ia g e 68.7 T e c h n ic a l M in e s 8 .3 10 4 6 .7 56

P e rc e n ta g e N o . o f R e s p o n d e n ts

P e r c e n ta g e

Table: 6 Distribution of Respondents by their Name of the Federation to which they belong Sl. No 1 2 3 4 5 6 Nil INTUC CITU ADMK DMK TANCEM Officers Association Name of the Federation No. of Respondents (N = 120) 26 13 19 23 24 15 Percentage 21.7 10.8 15.8 19.2 20.0 12.5

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.

FEDERATION OF THE RESPONDENTS

INTUC

CITU

Name of the Federation No. of Respondents Percentage

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

TANCEM Officers Association

30 25 20 15 10 5 0
Nil

ADMK

DMK

Sl. No 1

Various Dimensions of conflict Management Strategies Solution Orientation Low Moderate High

No. of Respondents (N = 120)

Percentage

32 59 29

26.6 49.2 24.2

Non Confrontational Low Moderate High 30 62 28 25.0 51.7 23.3

Control Low Moderate High 31 57 32 25.8 47.5 26.7

4 Conflict Management Strategies (Over all Total) Low Moderate High 46 44 30 38.3 26.7 25.0

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.

LEV EL OF CONFLICT M ANAGEM ENT OF THE RES P ONDENTS

50 40
Percentage

46 38.3

44 26.7 30 25

30 20 10 0 Low

No of Res pondents P erc entage

Moderate

High

M a na ge m e nt Le ve l

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 1. 2. 3 4 Correlation Coefficients (N = 120) No. of No. of Dependen Work Experience Children ts -0.025 -0.072 0.107 -0.017 -0.026 -0.185* -0.013 -0.052 -0.056 0.102 0.094 -0.024

Dimensions Solution Orientation Non Confrontational Control Conflict Management Strategies (Over all Total) *significant at 0.05 level

Age -0.011 0.082 0.092 0.015

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 Solution Orientation Non Confrontational Control Conflict Management Strategies (Over all Total) Solution Orientation Non Confrontational Control Conflict Management Strategies (Over all Total) 1.000 0.210* -0.002 1.000 0.390** 1.000

Dimensions

0.971**

0.394**

0.204*

1.000

*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 Solution Orientation SSLC ITI Diploma UG PG 13 09 01 06 03 15 15 09 17 03 08 04 04 07 06 11.597 df = 8 P >0.05 Not Significant Conflict Management Strategies (N =120) Low Moderate High

X2

2.

Non confrontation SSLC ITI Diploma UG PG 11 07 03 07 02 19 05 09 14 05 06 06 02 09 05 5.240 df = 8 P >0.05 Not Significant

control SSLC ITI Diploma UG PG 09 06 05 08 03 17 16 04 14 06 10 06 05 08 03 3.132 df = 8 P >0.05 Not Significant

Conflict Management

(Total) SSLC ITI

16 09 05

10 03 06 10 05

10 06 03 07 04 3.922 df = 8 P >0.05 Not Significant

Diploma UG PG 13 03

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 1. Solution Orientation 5000-10000 10001-15000 15001-20000 20001-25000 24 07 01 01 2. Non confrontation 5000-10000 10001-15000 15001-20000 20001-25000 20 07 02 01 3 Control 5000-10000 10001-15000 15001-20000 20001-25000 20 08 03 00 4 Conflict Management (Total) 5000-10000 10001-15000 15001-20000 20001-25000 31 12 00 00 30 09 02 02 24 03 02 02 5.992 df =6 P >0.05 Not Significant 41 13 04 01 45 13 03 01 43 10 02 02 20 04 02 03 20 04 02 02 22 06 02 02 4.263 df = 6 P >0.05 Not Significant 2.747 df = 6 P >0.05 Not Significant 7.213 df = 6 P >0.05 Not Significant Monthly Income Conflict Management Strategies (N =120) Low Moderate High X2

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 1. Solution Orientation Village Town City 20 11 01 2. 36 19 04 16 12 01 1.367 Df = 4 P >0.05 Not Significant Place of Birth Conflict Management Strategies (N =120) Low Moderate High X2

Non confrontation Village Town City 19 10 01 38 22 02 15 10 03 2.683 Df = 4 P >0.05 Not Significant

Control Village Town City 18 12 01 36 18 03 18 12 02 0.862 Df = 4 P >0.05 Not Significant

4 Conflict Management (Total) Village Town City 31 14 01 23 18 03 18 10 02 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 Marital Status 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 1- Always 2-Very often 3-Often : : : : : : : : : : : : : : 4- Sometimes Joint / Nuclear Village / Town / City Married / Unmarried Male / Female

5- Seldom

6- Very Seldom

7- Never :

Encircle the appropriate one

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. 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 1 2 2 3 3 4 4 5 5 6 6 7 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

12. I keep quiet about my views in order to avoid the disagreement. 1- Always 5- Seldom 2-Very often 6- Very Seldom 3-Often 7- Never 1 2 3 4 5 6 7

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. 1 1 2 2 3 3 4 4 5 5 6 6 7 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

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

1 1

2 2

3 3

4 4

5 5

6 6

7 7

me about controversial issue. 24. I side step disagreements when they arouse 25. I try to smoother over disagreement by making them appear unimportant. 1

2 2

3 3

4 4

5 5

6 6

7 7

26. I insist my position be accepted during a 1 disagreement with my supervisor. 27. I make our difference seem less serious.

1- Always 5- Seldom

2-Very often 6- Very Seldom

3-Often 7- Never

4- Sometimes

28. I hold my tongue rather than argue with my supervisor. 1 2 3 4 5 6 7

29. I case conflict by damning our difference are trivial. 30. I stand firm expressing my view points during a disagreement with my supervisor. 1 2 3 4 5 6 7 1 2 3 4 5 6 7

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. 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

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. 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 1 2 2 3 3 4 4 5 5 6 6 7 7 1 1 2 2 3 3 4 4 5 5 6 6 7 7

41. I accommodate the wishes of my Co-workers. 1 2 3 4 5 6 7

1- Always 5- Seldom

2-Very often 6- Very Seldom

3-Often 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. 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

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 Psychology. Morshima.M and Belsheim.J.A [1997] - International Journal of Conflict Management. Tjosvold.D [1982] - Journal of Applied

Website www.google.com www.gordontraining.com www.education_world.com www.conflictatwork.com www.workteams.unt.com www.tancem.com