BRIEF HISTORY OF THE COMPANY

INFOWIZ is leading strategic IT Company offering integrated IT solution. INFOWIZ is having

rich experience managing global clients across various business verticals and align IT strategies
to achieve business goals. The various accreditations that we achieved for every service, we
offer reflect our commitment towards the quality assurance.

INFOWIZ is a 8 years young organization which has won the NATIONAL AWARD for 2
consecutive years 2014-2015 & 2015-16 for BEST Industrial Training from Hon` able
GOVERNER of Punjab & Haryana Sh. Kaptan Singh Solanki. He is also the Chancellor of PTU &
Punjabi University. INFOWIZ is a member of Confederation of Indian Industry ( CII
membership number – N4654P ) & also with an ISO Certification. We have a global foot
prints in providing the off shore companies of US, UK, France, Ireland, Canada and Australia
with quality and timely Web and SEO services.
INFOWIZ is an organization which is established in the field of Web Development (PHP &
.NET), JAVA (Core as well as Advance), I-phone & Android Applications, Embedded systems
(AVR, PIC & ARM),Automation, ROBOTICS, Networking (MCSE, CCNA & RHSE) & in
Mechanical.
Our skilled team of professionals make sure that the product is developed as per the
customer’s needs and keeping the customer informed about the development of their project
from time to time. We do not only emphasize on formulating an attractive solution to our
clients but also believe in providing a workable solution. INFOWIZ offers research based
Search Engine Marketing products that help achieve greater insights to customer’s online
business. Our Research & Development arm offers SEO tools for SEM professionals.
INFOWIZ also provides Technical Support & Consultancy to Software Companies like JIA
Group, Newzealand, Sagitech solutions Panchkula, Jarc infotech Mohali, Infonet Solution,
Delhi etc.

OUR TEAM:-
“A Ship is as good as the crew who sail her.”

Our Technical team of professionals handing, designing & delivering of projects has a strong
presence in the North India & the US. Our engineers are already working on the latest
technologies like I-Phone & Android Applications, Robotics, VLSI-VHDL, Embedded System,
Networking and Cloud computing.
1) Dr. Seema
(Managing Director)
She is the backbone of INFOWIZ and a woman with more than 9 year rich practical experience
who believes in taking up new ventures and projects.
2) Mr. kamaljot kansal
(Deputy Director)
A man who strongly feel that “Nothing is Impossible”. A very committed team leader who has
been professionally attached with Multinational companies for more than 18 years and has
lead
the marketing teams in all states of North India.
3) Mr. Bonish singla
(Branch Manager)
A man who believes that “Honour Time & Place, then you will be honoured.” he has more
than 4 years solid industrial experience in a software companies & is very dashing and
innovative
in his technical approach.

2
4) Ms. Urvashi
(Dean Academics)
A woman who believes that “Challenges are what make life interesting and overcoming them
is
what makes life meaningful.” She has more than 3years experience in business development.

5) Er. Nishant Goyal

(Manager)
A woman believes that “don’t wait for extra ordinary opportunities, seize common occasions
and
make them great.” She has more than 4 years experience in marketing field.

6) Er. Kamal Garg

(Head & Technical Advisor at US Branch)
More than 10 years industrial experience in US and smooth handling of the entire US
business.

7) [Link] Kaur
(Center Head- US Branch)
A woman who firmly believes that “In life, where you reach largely depends upon where you
start.” She joined this branch in the year 2007 and has given her immense inputs in bringing
the
company to its present status.

3
COURSES Offered :-
For CSE/IT/MCA Professionals:-
Web Development in PHP with LIVE Projects
Web Development in .NET with LIVE Projects
JAVA (Core as well as Advance ) with LIVE Projects
Android Applications with LIVE Projects
Web Designing (Photoshop, Coral Draw)
C#, Console Applications, [Link], [Link]
MySQL, SQL, ORACLE
Networking (MCSE, CCNA, RHSE)
SEO (Search Engine Optimization)
For ECE/EE/EIE/ME/CIVIL Professionals:-
Robotics With Live Project
VLSI-VHDL with Live Project
Embedded System Design with Live Project
Microcontroller with Live Project
Microprocessor with Live Project
PCB Designing
AVR & PIC Family
PCB and layout designing
AUTOMATION with Live Project
Project development with ARM processors
CATIA, PRO-E, AUTOCAD, SOLID WORKS.
Our core strength is our timely, technically and cost effective project delivery. We also provide
customers with designs as per their demands. INFOWIZ also provide JOB Oriented Industrial
Training of 1 year and 6/4/2 Months in CSE, IT, ECE, EE, ME, Civil, BBA,BCA,MBA, MCA & also
for Non-technical students . We help students in building their career.

4
 VISION:

INFOWIZ COMPANY Pvt. Ltd. are already very flexible and scalable. Still, we always take care
of specific requirements of our clients. Our highly committed R&D team makes our software
feature rich, dynamic and future tuned everyday so that our clients always maintain the lead
over their competitors. The development of the software is being done and the purpose full
customization of the package is carried out in the INFOWIZ lab.

MISSION:

INFOWIZ is pioneer in Smart Campus ERP Solutions for Universities/Colleges/Schools using

latest Industry and features. We provide software solutions using .NET, PHP, Android, iPhone,
Java Industry with three tier-architecture support. We provide back-end solutions using MS
SQL Server, Oracle, and MySQL.

5
 OBJECTIVES OF THE COMPANY

Objectives are the way of achieving motives for profit or social services. Main objectives given
in the “MEMORANDUM OF ASSOCIATION” are as follows :

• Improving work culture among employees.

• Increasing Productivity of work force.

• Customer service and customer satisfaction.

• Improve the work effectiveness.

• Continuous innovation.

• To ensure that enlarge proportion of its sales is directed towards the rural and urban
areas.
• To maximize the profits of the company.

6
 Conflict Management

2.1 Conflict Management

The practice of recognizing and dealing with disputes in a rational, balanced and effective
way. Conflict management implemented within a businessenvironment usually involves
effective communication, problem resolving abilities and good negotiating skills to restore
the focus to the company's overall goals.

2.2 Sources of conflict management Early reviews in the field of conflict resolution
identified a large number of schemes for describing sources or types of conflict (Fink,
1968; Mack & Snyder, 1958). One of the early theorists on conflict, Daniel Katz (1965),
created a typology that distinguishes three main sources of conflict: economic, value,
and power.

[Link] conflict- involves competing motives to attain scarce resources. Each

party wants to get the most that it can, and the behavior and emotions of each party are
directed toward maximizing its gain. Union and management conflict often has as one of
its sources the incompatible goals of how to slice up the “economic pie”.

[Link] conflict -involves incompatibility in ways of life, ideologies – the

preferences,principles and practices that people believe in. International conflict (e.g.,
the Cold War) often has a strong value component, wherein each side asserts the
rightness and superiority of its way of life and its political-economic system.

[Link] conflict -occurs when each party wishes to maintain or maximize the
amount Of influence that it exerts in the relationship and the social setting. It is
impossible for one party to be stronger without the other being weaker, at least in terms
of direct influence over each other. Thus, a power struggle ensues which usually ends in
a victory and defeat, or in a “stand-off” with a continuing state of tension. Power
conflicts can occur between individuals, between groups or between nations, whenever
one or both parties choose to take a power approach to the relationship. Power also
enters into all conflict since the parties are attempting to control each other.

7
1. ascalation of Conflict:A final source of conflict is more additional than basic, that is,

it comes in after the conflict hasstarted. Conflicts have a definite tendency to escalate,
i.e., to become more intense and hostile,and to develop more issues, i.e., what the
parties say the conflict is about. Therefore, escalatingconflicts become more difficult to
manage. The process of escalation feeds on fear [Link] leads to
counter threat, usually with higher stakes at each go-round. Selective and distorted
perception justifies a competitive and cautious approach as opposed to a trusting and
cooperative one. Through Deutsch’s crude law of social relations (1973), competition
breeds competition, rather than cooperation. The self-fulfilling prophecy comes into
play. Each party

2.3 Levels of Conflict :Conflict can occur at a number of levels of human

functioning. Conflict in your head between opposing motives or ideas is shown by your
“internal dialogue” and is at the intrapersonal [Link] that, the primary concern
here is with social conflict, i.e., conflict between people whether they are acting as
individuals, as members of groups, or as representatives of organizations or

[Link] conflict- occurs when two people have incompatible needs,

goals, or approaches in their relationship. Communication breakdown is often an

important source of interpersonal conflict and learning communication skills is valuable
in preventing and resolving such difficulties. At the same time, very real differences occur
between people that cannot be resolved by any amount of improved communication.
“Personality conflict” refers to very strong differences in motives, values or styles in
dealing with people that are not resolvable. For example, if both parties in a relationship
have a high need for power and both want to be dominant in the relationship, there is no
way for both to be satisfied, and a power struggle ensues

8
[Link] conflict- involves very real differences in role definitions, expectations or

responsibilitiesbetween individuals who are interdependent in a social system. If there are

ambiguities in role definitions in an organization or unclear boundaries of responsibilities,
then the stage is set for interpersonal friction between the persons involved. Unfortunately,
the conflict is often misdiagnosed as interpersonal conflict rather than role conflict, and
resolution is then complicated and misdirected. The emotional intensity is often quite high
in role conflict since people are directly involved as individuals and there is a strong
tendency to personalize the conflict.

3. Intergroup conflict- occurs between collections of people such as ethnic or racial

groups,departments or levels of decision making in the same

organization, and union and management.

4. Multi-Party Conflict -occurs in societies when different interest groups and

organizations have varying priorities over resource management and policy development.
These complex conflictstypically involve a combination of economic, value and power sources.
This complexity is often beyond the reach of traditional authoritative or adversarial
procedures, and more collaborative approaches to building consensus are required for
resolution (Cormick et al, 1996; Gray, 1989).

5. International conflict -occurs between states at the global level. Competition for

resources certainly plays a part, but value and power conflict are often intertwined and
sometimes predominate. The differences are articulated through the channels of diplomacy
in a constant game of give and take, or threat and counterthreat, sometimes for the highest
of stakes. Mechanisms of propaganda can lead to many of the same social-psychological
distortions that characterize interpersonal and intergroup conflict.

9
2.4 Methods of Conflict Resolution:

The win-lose approach -is all too common. People learn the behaviors of destructive

conflict early in life – competition, dominance, aggression and defense permeate many of
our social relationships from the family to the school playground. The “fixed pie” assumption
is made, often incorrectly, that what one party gains, the other loses. The strategy is thus to
force the other side to capitulate. Sometimes, this is done through socially acceptable
mechanisms such as majority vote, the authority of the leader, or the determination of a
judge. Sometimes, it involves secret strategies, threat, innuendo – whatever works is
acceptable, i.e., the ends justify the means. There is often a strong we-they distinction
accompanied by the classic symptoms of intergroup conflict. The valued outcome is to have
a victor who is superior, and a vanquished who withdraws in shame, but who prepares very
carefully for the next round. In the long run, everyone loses.

The lose-lose strategy- is exemplified by smoothing over conflict or by reaching the simplest
of compromises. In neither case is the creative potential of productive conflict resolution
realized or explored. Disagreement is seen as inevitable, so therefore why not split the
difference or smooth over difficulties in as painless a way as possible? Sometimes, this is
indeed the reality of the situation, and the costs are less than in the win-lose approach, at
least for the loser. Each party gets some of what it wants, and resigns itself to partial
satisfaction. Neither side is aware that by confronting the conflict fully and cooperatively
they might have created a more satisfying solution. Or the parties may realistically use this
approach to divide limited resources or to forestall a win-lose escalation and outcome.

The win-win approach is a conscious and systematic attempt to maximize the goals of both
parties through collaborative problem solving. The conflict is seen as a problem to be solved
rather than a war to be won. The important distinction is we (both parties) versus the
problem, rather than we (one party) versus they (the other party). This method focuses on
the needs and constraints of both parties rather than emphasizing strategies designed to
conquer. Full problem definition and analysis and development of alternatives precedes
consensus decisions on mutually agreeable solutions. The parties work toward common and
super ordinate goals, i.e., ones that can only be attained by both parties pulling together.
10
There is an emphasis on the quality of the long term relationships between the parties,
rather than short term accommodations. Communication is open and direct rather than
secretive and calculating. Threat and coercion are proscribed. The assumption is made that
integrative agreements are possible given the full range of resources existing in the
relationship. Attitudes and behaviors are directed toward an increase of trust and
acceptance rather than an escalation of suspicion and hostility. The win-win approach
requires a very high degree of patience and skill in human relations and problem solving

11
Objectives of study

1. To know the various reasons of conflict at INFOWIZ Industry.

2. To know the conflict management at INFOWIZ Industry policy.

3. Identify specific constructive and destructive behavioral responses conflict

INFOWIZ Industry.

4. Understand the difference between active and passive responses to conflict INFOWIZ
Industry.

5. Gain insight about one’s own response to conflict and apply new strategies for resolving
Conflict

12
 25

Conflict Management Objectives

As a leader, your job title and conflict management are oftentimes synonymous. Your team
looks to you when incongruity appears in the workplace. And how you prepare yourself to
handle issues directly affects the strengths and successes of the people you represent.

13
 Understand the Types of Conflict

The types of conflict vary, and you need to be aware of each possible type when
establishing conflict management objectives.

14
 Cognitive Conflict
Cognitive conflict:(also called substantive or task conflict), for instance, centers on ideas
rather than personalities. The effect of this type of conflict is usually positive or neutral and is
often unrelated to the functioning of a group.

People can experience cognitive conflict when

• Their knowledge or beliefs are proved false

• Making a decision
• Become disappointed at the outcome of a project
• They realize they made a bad choice
Athird of study participants revealed that conflict stems from heavy workloads, while 34%
agreed that conflict comes directly from stress in the workplace. These types of cognitive
conflicts could assume the form of

• Project strategy
• Resource allocation
• Time management
• Vendor selection
• Process establishment

Cognitive conflict is usually viewed as healthy, even energizing, as it helps to present

alternative views that could potentially benefit the company's mission.

Learning new ways to perform a task or discovering alternative solutions can present initial
discomfort to those affected when it conflicts with their preconceived beliefs. In these
scenarios, your job as a successful leader relies on your ability to transform conflict into a
positive outcome.

15
 Emotional Conflict
Emotionalconflict:, on the other hand, focuses on how people interact with each other in
the workplace. Alarmingly, study indicated that nearly half of participants believe that conflict
derives from personality clashes alone.

This type of conflict usually has a negative effect, especially when left unaddressed:

• Interdependence - One person's job relies on the output or cooperation of someone

else's
• Difference in values or background - Two or more people could disagree on how to
work together based on their background, experience, gender, religion, personal
ethics, or other differentiating factors
• Difference in leadership response - Employees who experience a supervisory change
may be accustomed to a certain type of leadership, and can become confused
regarding new expectations or procedures
• Personality clashes - Perhaps the most common type of workplace conflict, these
instances occur when emotions and beliefs about a person's character and motives are
misinterpreted, biased, or untruthful.
Emotional conflict is arguably the more detrimental type to an organization, and addressing it
should be a top priority. Unfortunately, it should be noted that emotional conflict isn't always
easily recognized by leaders, nor is it always clearly foreshadowed.

That's not to say that cognitive conflict is more welcome than emotional conflict. Cognitive
discrepancies can become as pervasive an issue as emotional situations, and flourish in
negativity from participants if it isn't effectively cured.

In either case, it's equally vital to address and dissipate conflict promptly.

One key objective of conflict resolution training is learning how to detect existing and potential
disparities. In recognizing conflict you are better prepared to develop an approach to remedy
the conflict before it infects other areas of your organization.

16
If left unaddressed, poor conflict management can lead to

• A reduction in productivity
• Wasted time in fielding repeated complaints and concerns
• Absenteeism
• Workplace turnover
• Low morale

As a leader, you need to be forward thinking as to what events might initiate conflict. Be aware
of individuals or situations that might provoke conflict or produce responses that are
destructive. Keep an eye out for negative emotions that are being strongly expressed,
impulsive responses, and an increase in tensions. A little foresight and planning can go a long
way in preventing conflict escalation.

17
Literature review
Conflict is the result of a difference of perception, opinion or beliefs among people (PMI,
2010). Usually, conflict occurs when there are incompatible goals, thoughts or emotions
among individuals, resulting in opposition and disagreements. Wall and Callister (1995) define
conflicts as “…. A process in which one party perceives that its interests are being opposed or
negatively affected by another party”. Ahmed (2007) states that conflict is “perceived
difference between two or more parties resulting in mutual opposition”. Conflict involving the
project team, as well as groups that are outside of the project, can be detrimental to project
performance (Yu-Chin Liu et al., 2011). Project managers often experience interface conflicts
that stem from incompatible requirements from different project stakeholders. Each group
will generally present differences in attitude towards a project, and these differences will
generate interface conflicts (Awakul and Ogunlana, 2002). The project manager accomplishes
project success through Project team by motivating all those involved within time, budget,
and quality and to the client´s satisfaction. According to Hoffer et al. (2002) the project
manager uses the required skills in leadership, management, stakeholder´s relationship and
conflict management style to achieve project objectives by motivating the team to ameliorate
conflict during project life cycle. The project manager should concentrate on applicable
constructive conflict management style. Lee (2008), posited that conflict is part of human
reciprocal activity, which require different use of conflict management styles adopted by the
Project manager to maintain harmony within the organization. Rahim and Bonoma (1979)
outlined the most common five styles of dealing with conflict: confronting, dominating,
compromising, accommodating and avoiding. Khanaki and Hassanzadeh (2010) and Kuhn and
Poole (2000) looked at confronting conflict management style in project management as a
situation that allow conflict to be resolved between two parties that result in a win-win
situation. This style involves clear and straight communication and it makes available utmost
declaration. Thammavijitdej (2000) posited that confrontation has proven to be the most
efficacious of all the conflict management styles since it encourages openness and a cut clear
information synthesis from one party to another. Compromising is considered to be give and
take. Lee K. L. (2008) and Verma V. K. (1998) see compromising as bargaining to solve the
18
pending conflict that satisfy both parties and always catering for unequivocal resolve. It is
good to use when both parties need to win; there is a deadlock, there is not enough time, the
need to maintain the relationship is crucial and there is no suitable time, in other words, both
parties gain something to lose something. Accommodating allow for the point of view of
everyone and synthesizes to have an agreement and allegiance of the parties involved in
conflict, which always produce a long lasting solution. Its final result is a win-win situation
according to Thammavijitdej P. (2000) and the result benefits all the parties involved.

Forcing conflict management style is a condition of high concern for one’s self and a low
concern for others as it is an indication of establishing one´s idea over others leading to a win-
lose situation. This in turn encourages forcing to win at the expense of other TMs (Cheung, C.,
1999; Friendman R.A. et al., 2000; Rahim M. A. 2002; Hans A. and Bariki A. S. 2012). The
project manager that uses this technique will become an authoritarian or a dictator and the
project will suffer the consequences. Avoiding is the situation of conflict avoidance as they
ignore it and look somewhere else whenever conflict arises. Zikmann, R. (1992) attributed
conflict avoidance as a passive response to conflict in which the concern for both parties is
ignored. These same styles are being presently considered to analyze the consequences of a
project manager’s conflict management styles on the project team’s motivation (Mumuni,
2013), confirming the most successful project conflict management styles through ranking.
The ranking orders indicate that the confronting conflict management style is the most
important of the five, followed by accommodating and compromising respectively, while
forcing came in fourth and avoiding, fifth. This study recommends that the conflict
management style adopted should be based on the nature of the contending issues; the
project stakeholder’s demand and the urgency to deliver the project as soon as possible.
Most research on conflict implies that its management is a process: 1) identification, 2)
resolution, 3) enactment, and 4) evaluation, analyzing the impact of the conflict type on
project performance. The conflict process is based on previous conditions, emotions,
perceptions and behaviors. By examining conflict as a process, Iorio and Taylor (2014)
developed a model to understand conflict, not only examining failures which occur within the
conflict management process, but also identifying phases when conflict is successfully
19
mediated. Different interactional patterns between distributed project TMs and boundary
objects have demonstrated a reduction in conflict duration. Regardless of network diversity,
networks that interacted with the boundary objects in certain ways were able to identify and
resolve conflicts more quickly. A general consensus from researchers indicates that what
triggers conflict may be an internal or external change, a cause or result of communication,
emotions, values, organization structure, workgroup diversity or personal experience
(Desivilya and Yagil, 2005; Farmer and Roth, 1998; Fine et al., 1990; Jameson, 1999; Jones and
Deckro, 1993; Jones and Melcher 1982; Tjosvold and Su, 2006; Wall and Callister, 1995).
Kaushal R. et al. (2006) explored the relationships among culture, power, personality, and
styles of conflict resolution. They include in their research an overview of the hypothesized
connections between cultural variables and styles of conflict resolution and between
personality variables and styles of conflict resolution. Cingöz-Ulu B. and Lalonde R. N. (2007)
go further exploring cultural differences in conflict management strategies within the context
of same-sex friendships, opposite-sex friendship and romantic relationships. Results showed
that in general, personal relationships involved a more extensive use of conflict management
strategies than did opposite-sex friendships, with same-sex friendships falling in between the
two. Vaaland (2004), Billows (2006) and Hodgson (2011) demonstrated how collaboration
between clients and major contractors can be improved in situations where tension
challenges relationship continuation: relationship conflict is reduced through the
identification of conflict events and the analysis of differences in both parties’ perceptions. In
this way, there are important considerations related to the identification and prioritizing of
critical success factors for conflict management (Lam and Chin, 2005): 1) Relationship
management (mutual understanding of organizational objectives, commitment to
collaboration and trust), 2) Conflict handling system (conflict management culture, conflict
handling skills, conflict handling process and conflict monitoring and improvement) 3) Project
management (mutual understanding of the requirements, task allocation, product
specification management and progress monitoring), and 4) Communication (communication
management and information systems used). Some authors have analyzed the contingency
perspective of conflict in projects and organizations (Cameron and Whetten, 2007; De Dreu .

20
Research Methodology

4.1 Research Methodology

Research is the process of systematic and in-depth study or search for any particular topic,
subject or area of investigation, backed by collection, compilation, presentation and
interpretation of relevant details or data.

Research methodology is a way to systematically solve the research problem. It

may be understood as a science of studying now research is done
systematically. In that various steps, those are generally adopted by a researcher
in studying his problem along with the logic behind them.
It is important for research to know not only the research method but also know
methodology. ”The procedures by which researcher go about their work of
describing, explaining and predicting phenomenon are called methodology.”
Methods comprise the procedures used for generating, collecting and evaluating
data. All this means that it is necessary for the researcher to design his
methodology for his problem as the same may differ from problem to problem.
Data collection is important step in any project and success of any project will
be largely depend upon now much accurate you will be able to collect and how
much time, money and effort will be required to collect that necessary data, this
is also important step.

21
4.2 Research design: A research design is arrangement of condition and analysis of data in
manner that aims to combine relevance to the research purpose with economy in procedure.

Nature of Research: Descriptive Research: these studies are concerned with describing the
characteristics of a particular individual or a group.

4.3 Determining sources of data

these are two main sources of data:
1. Primary data 2. Secondary data

Primary data: its consists of original information collected for specific research .Primary data
for this research study has been collected through a direct survey to obtain this primary data a
Well structure and standard questionnaire was prepared by the researcher.

Collection of data: Primary data: Questionnaire

Secondary data: It consists of information that already exists somewhere and has been
collected for some specific purpose in the study. The secondary data for this study is collected
from various management books.

Collection of data: Secondary data: Profile of company has been used information of the study
and website.

4 .4 Sampling design:

1. Universe of study: Universe of study means area or the limit of the study in which it is to
be conducted .Total population is near about 100 employees in INFOWIZ Industry.

22
2. Sample size: I have selected 50 employees. The survey is carried out on 50
respondents.

3. Sample unit: It indicate who is to be surveyed. The researcher must define the target
population that will be sampled unit is the employees of INFOWIZ Industry.

4. Sampling techniques: for the purpose of research, convince sampling used.

5. Analysis tools: suitable mathematics and statistical techniques will be used to analyze the
data like percentage method and pie chart method.

23
Data analysis and interpretation.

1 Rising of conflicts

Options No. of Percentage

Employees
(a) Very often 15 30%
(b) Sometimes 20 40%
(c) Everyday 10 20%
(d) Never 5 10%

Interpretation:

The 30% of the employees says that very often conflicts arise but 40% says that conflicts arise
sometimes, 20% says everyday and the remaining 10% says that conflict never arises.

24
4.2 Conflict settlement way :

Options No. of employees Percentage

(a) Mutually understanding 25 50%

(b) Settlement by dispute committee 14 28%

(c) Settlement by employers 11 22%

100%

100%

99%

99% Column1
percentage
98%
no. of employees
98%

97%
mutually settlement by settlement by
understanding dispute employers
committee

Interpretation:50% of the employees are of the view that conflicts are solved by mutual
understanding, 28% says that conflicts are solved by dispute committee and 22% says
settlement is done by employers.

25
 4.3 Conflicts arise problems in functioning of the organization:
Options No. of Percentage
employees
(a) Very often 12 24%

(b) Often 10 20%

(c) Never 4 8%

(d) Sometimes 15 30%

(e) Rarely 9 18%

Interpretation

24% employees are of the view that very often conflicts arise problems in functioning of
organization, 20% Often, 8% never, 30% sometimes, 18% rarely.

26
4.4 Effects of conflict management on working relationship between the employers,
employees and Management:

Options No. of Percentage

employees
(a) Yes 28 56%

(b) No 22 44%

Interpretation:

The employees with answer Yes are 56% and employees with answer No are 44%.

27
4.6 Time period of resolving conflicts

Options No. of employees Percentage

(a) Resolved in a week 15 30%

(b) Resolved in a month 30 60%

(c) Resolved in more than one month 5 10%

Interpretation:

30% of the employees says that conflicts are resolved in a week, 60% says conflicts solved in
one month, 10% says that more than one mont

28
4.7 Dispute settling committee for the resolution of the conflicts:
Options No. of employees Percentage

(a) Yes 50 100%

(b) No 00 00%

Interpretation: In this we can interpret that 100% of the employees says that Yes there is a
conflict solving committee for the conflict resolution.

29
4.8 Conflicts arise due to…
Options No. of Percentage
employees
(a) Wages 32 64%
(b) Misunderstanding between and 14 27%
employees employers
(c) Improper working conditions 04 09%

Interpretation:

In this interpretation it is easily clear that most of the conflicts arise due to wages

30
Findings:

• 40% employees says that conflict arises sometimes.

• 50% employees says that conflict are settled by mutual understanding.

• 30% of the respondents said that conflict arise problems in the functioning of
the organization.

• 56% of the employees says that conflict effects the working relationship
between the employers, employees and management.

• 68% employees respond that conflict management increases the satisfaction

of the workers at the work place.

• 60% of the respondents says that conflict solved in one month.

• All of the employees says that there should be a conflict solving committee for
the conflict resolution.

• 64% of the respondents respond that conflicts are arises due to wages.

31
Conclusion:

Conflict can be healthy if it is managed effectively. Conflict management requires a combination

of analytical and human skills. Every project participant should learn to resolve project conflicts
effectively. Good conflict managers work at the source of conflict. To resolve it permanently,
they must address the cause of the conflict and not just the symptoms of it. They size up possible
clashes before “contact” is actually made and then prepare their action plans to handle potential
trouble. They should concentrate on building an atmosphere designed to reduce destructive
conflict and deal with routine frictions and minor differences before they become unmanageable.

32
SUGGESTION AND RECOMMENDATION

Suggestions:

• The activities or actions which are taken in an organization should reduce the possibility of
conflicts.
• Employer should handle the conflict in a way, that it can increase the satisfaction of workers
and motivate them to work effectively.
• Conflicts arises on lower level should be handle as soon as possible before the small issues
can move on to big problems.

Recommendation:

• Show empathy for other person’s viewpoint.

• Find creative solutions, not fault.

• Be partners , solve the problem while buiding the relationship Turn orders into requests.
• Never compromise your values.

33
Bibliography

Sr. No. Author Year Title City of Publisher

publication
1 V.S.P Rao 2000 Human New Delhi Excel books
resource
2 K. Ashwathapa 1997 Human New Delhi Tata MC
resource Graw Hill
and Publishing
Co. Ltd.
personal
management
3 Company magazines Khanan Bharati Chandigarh Market
Pragati updates,
trading
experts

34
Questionnaire
Q: 1. Do conflicts arise usually in the organization?

a) Very often

b) Sometimes

c) Everyday

d) Never

Q: 2. Conflicts are solved by the employers by the way of?

a) Mutually understanding

b) Settlement by dispute committee

c) Settlement by employers

Q: 3. Do conflicts arise problems in functioning of the organization?

a) Very often

b) Often

c) Never

d) Sometimes

e) Rarely

f) Q: 4 Does conflict management improves the working relationship between the

employers, employees and management?

a) Yes

b) No

35
Q: 5 Do conflict management increasing the satisfaction of the workers at work place?

a) Yes

b) No

Q: 6 Are the conflicts resolved in time period?

a) Resolved in a month

b) Resolved in more than one month

Q: 7 Is there any dispute settling committee for the resolution of the conflicts?

a) Yes

b) No

Q: 8 Most of reasons of the conflicts arises due to?

a) Salary

b) Misunderstanding between the employers and employees

c) Improper working conditions

Q:9 Is conflict valued for your organization?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagrees

Q:10 The conflict provides an opportunity for change ?

a) Agree
b) Disagree
c) Highly agree
36
 d) Highly disagree
e) Neither agrees nor disagrees

Q:11 At what level the conflict occurs in your organization ?

a) Top level
b) Middle level
c) Bottom level
d) All levels

Q:12 Do people know what procedures are available for conflict management ?
a) Yes
b) No

Q:13 Does your organization have the resources(time, money and people) to deal with the
conflicts ?
a) Yes
b) No

Q:14 Disputants have the right to participate in decision making ?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagrees

Q:15 Conflict is always bad ?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagre

37
Q:16 Is confict valued for your organisation?
a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagrees

Q:18 The Confict provide an opportunity for change?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagrees

Q:19 At what level the conflict occurs in your organisation?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagrees

Q:20 The feedback about confict always welcomed?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagree

38
Q:21 Do people know what procedures are available for confict management?

a) yes
b) No

Q:22 Disputants have the right to participate in decision making?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree Neither a
e) Neither agrees nor disagrees

Q:23 Conflict is always bad?

a) Agree
b) Disagree
c) Highly agree
d) Highly disagree
e) Neither agrees nor disagrees

Q:24 How many people know how to use confict resolving procedure?

a) 20-40%
b) 40-60%
c) 60-80%
d) 80-100%

Q:25 Does your organisation have the resources (time, money, and, people,) to deal with
confict?

a) Yes
b) No

39
40