CONFLICT MANAGEMENT STRATAGIES ADOPTED BY

THE EMPLOYEES IN TANCEM, ARIYALUR.

SUMMER PROJECT REPORT

Submitted by
G. NARESH KUMAR
REGISTER NO: 27348325

Under the Guidance of

Mr. AMIT NAGPAL. MBA., Ph.D.,
Faculty, Department Of Management Studies

in partial fulfillment for the award of the degree

of
MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
PONDICHERRY UNIVERSITY
PUDUCHERRY, INDIA

SEPTEMBER- 2007
 SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE
MADAGADIPET, PUDUCHERRY
DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled “CONFLICT MANAGAMENT

STRATAGIES ADOPTED BY THE EMPLOYEES IN TANCEM, ARIYALUR” is a bonafide
work done by G.NARESH KUMAR [ REGISTER NO: 27348325] in partial fulfillment of the
requirement for the award of Master of Business Administration by Pondicherry University
during the academic year 2007 – 2008.

HEAD OF DEPARTMENT GUIDE

Viva-Voce Examination held on

EXTERNAL EXAMINER
 ACKNOWLEDGEMENT

First and foremost we tank god for his blessings showered on us for completing the project
successfully.

I take this opportunity to express my deep senses of gratitude to Mr.N.KESAVAN, chairman

and Mr.M.DHANASEKARAN, Managing director & S.V. SUGUMARAN, vice chairman, Sri
Manakula vinayagar engineering college, Madagadipet.

We gratefully acknowledge the kindness of Dr.V.S.K. Venkatachalapathy principal Sri

Manakula Vinayagar Engineering College, Madagadipet, for giving me an opportunity to do the
project work.

It is also our privilege to express our sincere thanks to Mr.Ulaganathan Administrative

officer for having given us an opportunity to do this project work in their esteemed organization.

We are also bound to give our sincere thanks to our Mr.M. Jayakumar Head of Department,
Department of Management studies. Sri Manakula Vinayagar Engineering College, Madagadipet
for his benevolent and noble assistance in doing the project.

We profoundly express our indelible indebtedness toMr. Amit Nagpal, faculty, Sri Manakula
Vinayagar Engineering College, Madagadipet, who through her immense knowledge greatly helped
& guided us in this endeavour, she who was very generous in suggesting improvements and
supervising this work all through & her constant interest and guidance helped us to complete this
projects.

It is also our privilege to record our deep sense of gratitude to extend our grate fullness to
Mr. Chellappa for his relentless & valuable guidance & suggestions to complete this project.
Finally, we would like to thank our dear parents & family member’s and also wish to thank each &
every one of our faculties and our friends whose efforts and support made this project success.
 The title of the project is “C
TANCEM”.

The main objective of the s

The research is based on th

 TABLE OF CONTENTS
CHAPTER TITLE PAGE NO
ACKNOWLEDGEMENT
ABSTRACT
LIST OF TABLES
LIST OF CHARTS
I INTRODUCTION 1
1.1 Profile of Organization 3

II REVIEW OF LITERATURE 10

III OBJECTIVES 12

IV RESEARCH METHODOLOGY 13

V DATA ANALYSIS AND INTERPRETATION 21

VI FINDINGS OF THE STUDY

35

VII SUGGESTION AND RECOMMENDATIONS 39

VIII CONCLUSIONS 40

IX LIMITATIONS OF THE STUDY 41

X SCOPE FOR THE FUTHER STUDY 42

ANNEXURE
XI 1. Questionnaire 43
2. Bibliography 49

LIST OF TABLES
S.no TABLE NAME Page No
Distribution of respondents by their Qualification
1 21
Distribution of respondents by their Place of birth
2 22
Distribution of respondents by their Type of family
3 23
Distribution of respondents by their Designation
4 24
Distribution of respondents by their Department
5 25
Distribution of respondents by their Name of federation
6 26
Distribution of respondents by their Perception of their conflict
7 management strategies. 27

Karl Pearson’s coefficient of correlation between the

Age of the respondents, No. of children, No. of dependents, Work
8 29
experience and their conflict management strategies.

Inter correlation matrix between the major sub dimensions.

9 30
Association between educational qualification and their conflict
10 Management strategies. 31

Association between Monthly Income and their ccondlict

11 management strategies. 33

Association between place of birth of the respondents and their

12 conflict management strategies. 34
 LIST OF CHARTS

S.no CHART NAME Page No

Education qualification of the Respondents

1 21
Place and birth of the Respondents.
2 22
Type of family
3 23
Designation of the respondents
4 24
Department of the respondents
5 25
Federation of the respondents
6 26
Level of conflict management of respondents
7 28

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 one’s 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 other’s 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 one’s 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. TANCEM’S 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. It’s 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
Discount per Bag
(In Metric tones)
0-20 Rs.2.00
21-50 Rs.2.50
51-100 Rs.2.75
101-200 Rs.3.00
201-300 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

No.of
S.No Category
Employees
1. Officers 148
2. Staff 140
3. Workers 320
Total 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 12.00 P.M to 8.00 A.M

B Shift 8.00 A.M to 4.00 P.M

C Shift 4.00 P.M to 12.00 A.M

Office hours: 9.30 a.m to 5.00 p.m

Source: Primary data collected from personnel department of TANCEM.

LEAVE AND HOLIDAYS

 Number and Nature of holidays
Nature of Holidays No.of Days
S.N
o
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 Casual Leave Medical Leave Earned Leave

Officers 15 days 18 day 1/11
Staff 15 days 18 day 1/11
Workers 15 days 18 day 1/20
CEM

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 party’s 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 socio-
demographic 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 = x 100
Total no. of respondents

Co-Efficient Of Correlation
Karl Pearson’s 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. σ x . σ 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
X = ∑ (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,
non-confrontational 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. There are three
dimensions
  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 Scores Assigned
Always 1
Very often 2
Often 3
Sometimes 4
Seldom 5
Very seldom 6
Never 7

 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
No. of Respondents
Sl. No Qualification Percentage
(N = 120)

1 SSLC 36 30.0

2 ITI 28 23.3

3 Diploma 14 11.7

4 UG 30 25.0

5 PG 12 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

 No. of Respondents
Sl. No Place of Birth Percentage
(N = 120)
1 Village 72 60.0

2 Town 42 35.0

3 City 06 05.0

INFERENCE:
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.

P LAC E AN D B IR TH OF R E S PON D E N TS

80
70
60
50
Percentage

40 No. of Res pondents

30 Perc entage
20
10
0
V illage Town City
P la ce of Birth

Table: 3 Distributions of Respondents by their Type of Family

 Type of Family No. of Respondents
Sl. No Percentage
(N = 120)
INFERENCE:
1 Joint Family 32 26.7

2 Nuclear Family 88 73.3 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

N u cle a r F a m ily
88
26.7

Jo in t F a m ily
32

0 50 100 150 200

N o. of R es pondentsP erc entage

 Table: 4

Distribution of Respondents by their Designation

Designation No. of Respondents

Sl. No Percentage
(N = 120)
1 Workers 60 50.0

2 Staff 30 25.0

3 Executive 30 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

40 N o . o f R e s p o n d e n ts
Percentage

30 P e r c e n ta g e
60
50

20
30

30
25

25

10

0
W ork e rs S ta ff E x e c u t iv e
D e s i g n a ti o n
Table: 5 Distribution of Respondents by their Department

Department No. of Respondents

Sl. No Percentage
(N =120)
1 Mines 10 08.3

2 Technical 56 46.7

3 Auto Carriage 08 06.7

4 Quality Control 11 09.2

5 Marketing 08 06.7

6 Finanace 15 12.5

Personnel and
7 12 10.0
Administration

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.

DEPARTMEN T OF TH E RESPOND EN TS

1 0n
P e r s o n n e l a n d A d m in is tr a tio
12
Fin a n a c e 1 2 .5
15
M a r k e t in g 68.7
P e r c e n ta g e
Departments

Q u a lit y C o n t r o l 91.21
N o . o f R e s p o n d e n ts
A u t o C a r r ia g e 68.7

T e c h n ic a l 4 6 .7
56
M in e s 8 .3
10
P e r c e n ta g e
Table: 6 Distribution of Respondents by their Name of the Federation to which they belong

Name of the No. of Respondents

Sl. No Percentage
Federation (N = 120)
1 Nil 26 21.7

2 INTUC 13 10.8

3 CITU 19 15.8

4 ADMK 23 19.2

5 DMK 24 20.0

TANCEM Officers
6 15 12.5
Association

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

30
25
20
15
10
5
0
INTUC

CITU
Nil

DMK

Association
ADMK

TANCEM
Officers

Name of the Federation

No. of Respondents Percentage

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

Strategies
 Various Dimensions of
No. of Respondents
Sl. No conflict Management Percentage
(N = 120)
Strategies
1
Solution Orientation

Low
32 26.6
Moderate
59 49.2
High
29 24.2

2
Non Confrontational
30 25.0
Low
62 51.7
Moderate
28 23.3
High

3 Control

Low 31 25.8

Moderate 57 47.5

High 32 26.7

4
Conflict Management
Strategies
(Over all Total)

Low 46 38.3

Moderate 44 26.7

High 30 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.

L EV EL O F CO NFL ICT M ANAG EM ENT O F THE RES P O NDENTS

50 46 44
38.3
40
30
30 26.7 25
Percentage

No of Res pondents

20 P erc entage

10
0
Low Moderate High
M a n a g e m e n t L e ve l
Table: 8 Karl Pearson’s coefficient of correlation between the Age of the respondents, No. of
Children, No. of Dependents, Work Experience, and their Conflict Management Strategies

Correlation Coefficients (N = 120)

Sl. No. of
Dimensions No. of Work
No Age Dependen
Children Experience
ts
1. Solution Orientation -0.011 -0.025 -0.026 -0.056

2. Non Confrontational 0.082 -0.072 -0.185* 0.102

3 Control 0.092 0.107 -0.013 0.094

4 Conflict Management 0.015 -0.017 -0.052 -0.024

Strategies
(Over all Total)

*significant at 0.05 level

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 Non Control Conflict Management

Dimensions Orientation Confrontational Strategies
(Over all Total)
Solution
1.000
Orientation

Non
0.210* 1.000
Confrontational

Control -0.002 0.390** 1.000

Conflict
Management
Strategies 0.971** 0.394** 0.204* 1.000
(Over all Total)

*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

Conflict Management Strategies

Sl. Educational
(N =120) X2
No Qualification
Low Moderate High

1. Solution
Orientation
13 15 08
SSLC 11.597
09 15 04 df = 8
ITI P >0.05
Not Significant
Diploma 01 09 04
UG 06 17 07
PG 03 03 06

2.
Non confrontation

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

3
control
09 17 10
SSLC 3.132
06 16 06 df = 8
ITI
P >0.05
Not Significant
Diploma
05 04 05
UG
08 14 08
PG
03 06 03

Conflict
4
Management
 (Total)
16 10 10
SSLC
09 03 06 3.922
ITI df = 8
05 06 03 P >0.05
Diploma Not Significant
13 10 07
UG

PG 03 05 04

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

Conflict Management Strategies

Sl. No Monthly Income (N =120) X2
Low Moderate High
1.
Solution Orientation
5000-10000 24 41 20
7.213
10001-15000
07 13 04 df = 6
15001-20000 P >0.05
20001-25000 01 04 02 Not Significant

01 01 03

2. Non confrontation
20 45 20
5000-10000
10001-15000 07 13 04 2.747
df = 6
15001-20000
02 03 02 P >0.05
20001-25000 Not Significant
01 01 02

3 Control
20 43 22
5000-10000 4.263
10001-15000 08 10 06 df = 6
P >0.05
15001-20000
03 02 02 Not Significant
20001-25000
00 02 02

4
Conflict Management (Total)
5000-10000 31 30 24
5.992
10001-15000
12 09 03 df =6
15001-20000 P >0.05
20001-25000 00 02 02 Not Significant

00 02 02

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

Conflict Management Strategies

Sl.
Place of Birth (N =120) X2
No
Low Moderate High
1.

Solution Orientation
Village 20 36 16
Town 1.367
11 19 12 Df = 4
City P >0.05
01 04 01 Not Significant

2.
Non confrontation
Village 19 38 15
2.683
Town 10 22 10 Df = 4
City P >0.05
01 02 03 Not Significant

3
Control
Village 18 36 18 0.862
Df = 4
Town 12 18 12 P >0.05
City Not Significant
01 03 02

4
Conflict Management
(Total)
Village 31 23 18 20786
Town Df =4
14 18 10 P >0.05
City Not Significant
01 03 02

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 pearson’s 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 overall-

score 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.
• Don’t 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 organization’s
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 : Male / Female

Educational Qualification :

Native background : Village / Town / City

Marital Status : Married / Unmarried

No. of Children :

No. of Dependence :

Type of Family : Joint / Nuclear

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
5- Seldom 6- Very Seldom 7- Never

Encircle the appropriate one :

1. I blend my ideas with my supervisor’s to

create new alter native for resolving a
disagreement. 1 2 3 4 5 6 7
2. I shy away from topics that are sources of
disputes with my supervisors. 1 2 3 4 5 6 7

3. I make my opinion known in a disagreement

with my supervisors. 1 2 3 4 5 6 7

4. I suggest solutions that combine a variety of

view point. 1 2 3 4 5 6 7

5. I steer clear of disagreeable situations. 1 2 3 4 5 6 7

6. I give in a little on my ideas when my

supervisor also gives in. 1 2 3 4 5 6 7

7. I avoid my supervisor when I suspect that

he or she wants to discuss. 1 2 3 4 5 6 7

8. I integrate arguments into a new solution

from the issues raised in dispute with my
supervisor 1 2 3 4 5 6 7

9. I will 50-50 to reach a settlement with my

Supervisor. 1 2 3 4 5 6 7

10. I raise my voice when I am buying to get

my supervisor to accept my position. 1 2 3 4 5 6 7

11. I offer one creative solution in discussion of

 disagreements. 1 2 3 4 5 6 7

12. I keep quiet about my views in order to

avoid the disagreement. 1 2 3 4 5 6 7

1- Always 2-Very often 3-Often 4- Sometimes

5- Seldom 6- Very Seldom 7- Never

13. I give in if my supervisor will meet me

halfway. 1 2 3 4 5 6 7

14. I down play the importance of

disagreement. 1 2 3 4 5 6 7

15. I reduce disagreements by making them

seem insignificant. 1 2 3 4 5 6 7

16. I meet my supervisor at a midpoint in our

differences. 1 2 3 4 5 6 7

17. I dominate arguments until my supervisor

understand my position. 1 2 3 4 5 6 7

18. I suggest we work together to create

solution to disagreements. 1 2 3 4 5 6 7

19. I try to use my supervisor’s ideas to

generate solution to problems. 1 2 3 4 5 6 7

20. I assert my opinion forcefully. 1 2 3 4 5 6 7

21. I offer made – off to reach solution in a

disagreement . 1 2 3 4 5 6 7

22. I argue insistently for my stance. 1 2 3 4 5 6 7

23. I with draw when my supervisor comforts
me about controversial issue. 1 2 3 4 5 6 7

24. I side step disagreements when they

arouse 1 2 3 4 5 6 7

25. I try to smoother over disagreement by

making them appear unimportant. 1 2 3 4 5 6 7

26. I insist my position be accepted during a 1 2 3 4 5 6 7

disagreement with my supervisor.

27. I make our difference seem less serious. 1 2 3 4 5 6 7

1- Always 2-Very often 3-Often 4- Sometimes

5- Seldom 6- Very Seldom 7- Never

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. 1 2 3 4 5 6 7

30. I stand firm expressing my view points

during a disagreement with my supervisor. 1 2 3 4 5 6 7

31. I argue my case with my co-workers to

show the merits of my position. 1 2 3 4 5 6 7

32. In negotiate with my co-workers so that a

compromises can be reached. 1 2 3 4 5 6 7
33. I try to satisfy the expectation of my
co-workers. 1 2 3 4 5 6 7
34. I try investigate an issue with my
co-workers to find a solution acceptable
to us. 1 2 3 4 5 6 7

35. I am firm in pursuing my side of the issue. 1 2 3 4 5 6 7

36. I attempt to avoid being “put on the sport”

and try to keep my conflict with my co
workers to myself. 1 2 3 4 5 6 7

37. I hold on to my solution to a problem. 1 2 3 4 5 6 7

38. I use “given and take” so that compromise

can be made. 1 2 3 4 5 6 7

39. I exchange accurate information with my

co-workers to solve a problem together. 1 2 3 4 5 6 7

40. I avoid open discussion of my difference

with my co-workers. 1 2 3 4 5 6 7

41. I accommodate the wishes of my

Co-workers. 1 2 3 4 5 6 7
1- Always 2-Very often 3-Often 4- Sometimes
5- Seldom 6- Very Seldom 7- Never

42. I try to bring all our concerns out in the

open so that the issues can be solved in
the possible way. 1 2 3 4 5 6 7

43. I propose a middle ground for breaking

dead locks. 1 2 3 4 5 6 7

44. I go along with my suggestions of my

co-workers. 1 2 3 4 5 6 7

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
 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

 Morshima.M and Belsheim.J.A [1997] - International Journal of Conflict Management.

 Tjosvold.D [1982] - Journal of Applied
Psychology.

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