Abstract

Effective conflict management is crucial for the smooth functioning of organizations,

especially in the dynamic and competitive banking sector. This study explores the
application of conflict management strategies in Janata Bank Limited, focusing on its
Rangpur branch. The research delves into the significance of conflict management in
enhancing organizational performance, employee satisfaction, and overall efficiency.

The study adopts a mixed-methods approach, combining both qualitative and

quantitative data collection techniques. Primary data are gathered through structured
interviews with key stakeholders, including bank employees, managers, and customers,
while secondary data are collected from relevant literature and official reports.

Based on the research findings, recommendations are provided to improve conflict

management practices at Janata Bank Limited, Rangpur branch, and possibly other
branches of the bank. These recommendations encompass training programs for
employees and managers on conflict resolution techniques, regular assessments of
conflict management effectiveness, and the establishment of a formal conflict
resolution committee.

In conclusion, this study underscores the significance of conflict management strategies

in achieving organizational harmony and operational success. By examining the
specific case of Janata Bank Limited in Rangpur, valuable insights can be gained, which
may serve as a foundation for enhancing conflict management practices in the broader
banking sector and beyond. Ultimately, embracing effective conflict management can
contribute to sustained growth and competitiveness for financial institutions like Janata
Bank Limited.
Application of Conflict Management Strategy:

A Study on Janata Bank Lalbag Branch in

Rangpur.
Chapter One
Introduction
1.1 Introduction

Conflict is an inevitable aspect of organizational dynamics, and its effective

management is crucial for the smooth functioning and long-term success of any
entity.In the banking sector, where customer satisfaction and positive relationships with
stakeholders are paramount, conflict management strategies play a pivotal role. This
research paper aims to investigate the application of conflict management strategies
within a Janata Bank, examining their effectiveness in resolving conflicts and
maintaining harmonious relationships with customers and stakeholders.

The Janata Bank, as the focal point of this study, operates within a dynamic
environment where conflicts can arise from various sources. These conflicts may
encompass internal issues within the organization, such as clashes between employees,
conflicting goals or interests among different departments, or disputes over resource
allocation. Additionally, conflicts may also emerge externally, involving customers,
stakeholders, or regulatory authorities, demanding careful attention and resolution.

Understanding the types and nature of conflicts that occur within the Janata Bank is
essential to comprehend the challenges it faces in managing and resolving them. By
identifying these conflicts, both internal and external, a comprehensive picture can be
formed to facilitate the development of appropriate conflict management strategies
tailored to the specific needs and circumstances of the bank.

Moreover, this research aims to assess the current conflict management strategies
employed by the Janata Bank and evaluate their effectiveness. By analyzing the
outcomes of these strategies, it will be possible to determine their impact on conflict
resolution and their contribution to maintaining positive relationships with customers
and stakeholders. Factors such as employee morale, productivity, customer retention
rates, and the bank's overall reputation will be considered to gauge the effectiveness of
the conflict management strategies in place.

In addition to examining the existing strategies, this study will delve into the role of
effective communication and negotiation techniques in conflict management within the
Janata Bank. It will explore how open and transparent communication channels, active
listening, and constructive dialogue can contribute to conflict resolution and foster
stronger relationships with customers and stakeholders. The study will also highlight
the importance of negotiation skills in finding mutually beneficial solutions and
reaching compromises in challenging situations.The findings of this research will not
only contribute to the academic understanding of conflict management in the banking
sector but will also offer practical insights and recommendations for improving the
conflict management strategies of the Janata Bank. The proposed recommendations will
be based on the analysis of the study's findings and will aim to enhance customer
satisfaction, maintain positive relationships, and promote overall organizational
effectiveness.

Ultimately, this research endeavors to shed light on the application of conflict

management strategies within the Janata Bank and provide valuable insights into
effective conflict resolution methods. By addressing the challenges and complexities
associated with conflicts in the banking sector, it is hoped that this study will assist the
Janata Bank in improving its conflict management practices, ultimately leading to
enhanced customer satisfaction, strengthened relationships, and sustainable success in
a highly competitive industry.

1.2 Objectives
Objective 1: To identify the various types of conflicts that arise within the Janata Bank.

Objective 2: To examine the current conflict management strategies employed by the

Janata Bank and assess their effectiveness in resolving conflicts and maintaining
positive relationships with employees.

Objective 3: To explore the impact of conflicts on the overall performance of the

Janata Bank, analyzing factors such as employee morale, productivity and reputation.

Objective 4: To investigate the role of effective communication and negotiation

techniques in managing conflicts within the Janata Bank and determine their influence
on conflict resolution and relationship-building.

Objective 5: To propose recommendations for improving the conflict management

strategies of the Janata Bank, based on the findings of the study, maintain positive
relationships, and promote organizational effectiveness.

1.2 Methodology

Research design: This research is quantitative and qualitative research as the

responses are associated with numbers which conveys the importance of each
 factor. Moreover, by doing this research we also found the application of conflict
Management Strategy on Janata bank in Rangpur city.

1.3.1 Sources of Data

Primary Sources: The primary data are derived from the answer respondents give in
the self-administer questionnaire prepare by group A. It is key primary data and only
primary data are used for clearly define purpose of Research Paper. For this, we will
prepare a questionnaire in such a way that will be able to collect all relevant information
regarding the Research paper.

1.3.2 Sampling Technique

Sample size: In this research responses are collected from employees of Janata Bank
Lalbag Branch in Rangpur area. The total sample size for this study was 20.

Data presentation:

In this study, we have used descriptive statistics tool like table, Microsoft word and
Microsoft excel to analyze the data.

1.4 Limitation of the study

There have some limitation for this study. And the limitations are given below:

➢ There are only some employee.

➢ Data availability was another big issue here because administration of the bank
did not want to share all the confidential information due to privacy issues.
 Second Chapter
Conceptual Framework
2.1 Janata Bank Overview

JANATA Bank Limited welcomes you to explore the world of progressive Banking in
Bangladesh. It is a state owned commercial bank and is catering the need of the mass
business people. It was corporatized on 15th November 2007. Janata Bank was born
with a new concept of purposeful banking sub serving the growing and diversified
financial needs of planned economic development of the country.

Our commitment and the people’s belief in us have given us the edge over others to
earn this trust about the safe keeping of their money in the right kind of banking
channel. Janata Bank Limited, one of the state owned commercial banks in Bangladesh,
has an authorized capital of Tk. 20000 million (approx. US$ 283.33 million), paid up
capital of Tk. 5000.00 million, reserve of Tk.10823.01 million and retained surplus Tk.
5167.18 million. The Bank has a total asset of Tk. 345233.92 million as on 31st
December 2010. Immediately after the emergence of Bangladesh in 1971, the erstwhile
United Bank Limited and Union Bank Limited were renamed as Janata Bank. On 15th
November, 2007 the bank has been corporatized and renamed as Janata Bank Limited.
Janata Bank Limited operates through 874 branches including 4 overseas branches at
United Arab Emirates. It is linked with 1202 foreign correspondents all over the world.
The Bank employs more than 15(fifteen) thousand persons.

The mission of the bank is to actively participate in the socio- economic development
of the nation by operating a commercially sound banking organization, providing credit
to viable borrowers, efficiently delivered and competitively priced, simultaneously
protecting depositor’s funds and providing a satisfactory return on equity to the owners.

The Board of Directors is composed of 13 (Thirteen) members headed by a Chairman.

The Directors are representatives from both public and private sectors. The Bank is
headed by the Chief Executive Officer & Managing Director, who is a reputed banker.
2.2 Corporate Information

The corporate head office is located at Dhaka with 10 (ten) Divisions comprising
of 38 (thirty eight) Departments.

Name: Janata Bank Limited

Registered Address: Janata Bhaban 110, Motijheel Commercial.

Area Dhaka – 1000. Bangladesh

Legal Status: Public Limited Company

Date of Incorporation: 21 May, 2007

Authorized Capital: TK. 20,000 Million

Paid up Capital: TK. 5,000 Million

Reserve: TK.10823.01 Million

Retained surplus: Tk. 5167.18 Million

Asset: Tk. 345233.92 Million

Face value of per share: TK. 100 per share

Shareholding Pattern: 100% Share owned by the Government of Bangladesh.

Domestic Network:
Numbers of Branch: 874

Numbers of Divisional Office: 08

Numbers of Area Office: 15

Numbers of Regional Office: 29

Overseas Network:
Numbers of Branch: 04

Location: UAE – Chief Executive’s office

Obeid Sayah Al – Mansuri Building

Zayed the 1st Street (Electra Road)

Post Box No 2630 Abu Dhabi

United Arab Emirates

Subsidiaries:
1. Janata Capital and Investment Ltd.: Dhaka.

2. Janata Exchange Company srl. : Italy

Numbers of Correspondent: 1,215

Departments: 38

Numbers of Employees: More than 15(fifteen) thousand

Banking License (obtained from: 31 May, 2007

Bangladesh Bank)

Telex: 675840 JBDBJ, 671288 JBHOBJ

Phone: PABX- 9560000, 9566020, 9556245-49, 9565041-45, 9560027-30.

Fax: 88-02-9564644, 9560869

E-mail: [email protected]

Website: www.janatabank-bd.com

SWIFT Code: JANB BD DH.

2.3 Vision
To become the effective largest commercial bank in Bangladesh to support
socioeconomic development of the country and to be a leading bank in South Asia.
2.4 Mission

Janata Bank Limited will be an effective commercial bank by maintaining a stable

growth strategy, delivering high quality financial products, providing excellent
customer service through an experienced management team and ensuring good
corporate governance in every step of banking network.

2.5 Corporate Governance

Corporate Governance of Janata Bank Ltd. Is defined as the framework by which the
bank is directed and controlled and the relationships between the management, the
Board of Directors, Shareholders and other stakeholders such as employees, clients and
lenders. The aim of the Corporate Governance framework is to ensure disclosure and
transparency, to define the responsibilities of the board and the management, to define
the rights and role of shareholders and stakeholders, to ensure the equitable and to avoid
conflicts of interests. It is the behalf of the management and the Board that banks lend
money that is in effect borrowed from depositors and the failure of banks could result
in a monetary loss for the depositors. The interest of depositors should be protected and
for this reason amongst others, the importance of corporate governance of banks differs
from that of other companies and needs special attention. The bank adopted the
following strategies and techniques to ensure the application of corporate governance
in attaining its objectives with efficiency and transparency. The following are in place
in order to ensure corporate good governance of Janata Bank

2.6 Awards
Recently The Bank has been recognized internationally and domestically for its good
performance. International Award -& quot; World' Best Bank Award-2009 in
Bangladesh Janata Bank Limited was awarded Best Bank-Bangladesh in the Global
Finance, World' Best Bank Awards, 2009 by New York based Financial Magazine &
quot; Global Finance”. “Global Finance & quot; has identified winning banks based on
number of criteria including growth in Assets, Profitability, Strategic relationships,
Customer Service, Competitive pricing and innovative products. International Award -
" World's Best Bank Award-2008 in Bangladesh Janata Bank Limited was awarded
Best Bank-Bangladesh in the Global Finance, World's Best Bank Awards, 2008 by New
York based Financial Magazine " Global Finance”. “Global Finance & quot; has
identified winning banks based on number of criteria including growth in Assets,
Profitability, Strategic relationships, Customer Service, Competitive pricing and
innovative products. International Award -" World' s Best Bank Award-2007 in
Bangladesh Janata Bank Limited was awarded Best Bank-Bangladesh in the Global
Finance, World' s Best Bank Awards, 2007 by New York based Financial Magazine &
quot; Global Finance”. “Global Finance & quot; has identified winning banks based on
number of criteria including growth in Assets, Profitability, Customer Service, Product
innovation and Advanced Technology. International Award -& quot; World's Best
Bank Award-2006 in Bangladesh Janata Bank Limited was awarded Best Bank-
Bangladesh in the Global Finance, World' Best Bank Awards, 2006 by New York based
Financial Magazine & quot ; Global Finance”. “Global Finance & quot; has identified
winning banks based on number of criteria including growth in Assets, Profitability,
Customer Service, Product innovation and Advanced Technology. Besides the above
mentioned awards, Janata Bank has achieved numerous awards from the beginning of
its establishment.

2.7 Management

The management of the bank is vested on a Board of Directors, subject to overall

supervision and directions on policy matters by the board that is constituted inters of
Bangladesh Bank (Nationalization) Order 1972. Board of Directors, constituted by 13
(Thirteen) members, has authority to organize, operate and manage its affairs on
commercial consideration within the Board Policy of government. There are directors
appointed by the government. Other members of the Board including M.D are also
government appointed out of that at least three have the experience in the field of
Finance, Banking, Trade, Commerce, Industry and Agriculture. The managing director
is the chief Executive of Bank.

Janata Bank is the largest commercial bank of the country. It has 860 branches
throughout the country and abroad to serve the nation. There are 4 overseas branches at
U.A.E. The Head Office of the bank is located at Janata bhaban 110Motijheel C/A,
Dhaka. It has 15 GM, 77 DGM 192 AGM, 576 First AGM, 1037SEO, 3085 EO and
460 AEO. Principal Offices are headed by First AGM and each department is headed
by AGM.
 Head Office

G.M. Office

Area Office

Regional Office

Branch Figure: 2.1 Functional Hierarchies

 Chapter Three
Data Analysis and Finding
3.1 Age of Employees

Response Pattern No of Responses Percentage %

Between 25-30 2 10
Between 30-40 12 60
Between 40-50 4 20
Above 50 2 10
Total 20 100

Interpretation: Table 1 showing the distribution of responses by age group in a

survey. The table has three columns: Age, No of Responses, and Percentage. The
table has five rows: one for the column headers and four for the data. The data rows
show the number and percentage of responses for each age group: between 25-30,
between 30-40, between 40-50, and above 50.

3.2 Gender of Employees

Response Pattern No of Responses Percentage %

Male 16 80
Female 4 20
Other 0 0
Not prefer to say 0 0
Total 20 100

Interpretation: Table-2 showing that the gender of the respondents we have found
that the maximum respondents are male and percentage is 80% and remaining 20%
respondents are female.
 3.3 How long Employees have been associated with the bank? (in
years)

Response Pattern No of Responses Percentage %

Between 1-5 3 15
Between 5-10 5 25
Between 10-15 8 40
Above 15 4 20
Total 20 100

Interpretation: Table-3 showing that out of 20 respondents that most of the

respondents have been associated with the bank is 10 to 15 years and the percentage is
40%. The second highest percentage is 25% who are associated with the organization
between 5 to 10 years. The third highest percentage is 20% who are associated with
the organization above 15 years. The lowest percentage is 15% who are associated
with the organization 1 to 5 years.

3.4 Employees Position

Response Pattern No of Responses Percentage %

Senior Principle officer 1 5
Principle officer 2 10
Senior Officer 6 30
Junior officer 5 25
Cashier 3 15
Other 3 15
Total 20 100

Interpretation: Table-4 showing that out of 20 respondents that most of the

respondents position is senior officer and the percentage is 30%. The second highest
percentage is 25% who are junior officer. The third highest percentage is 15% who are
both cashier and other. The fourth percentage is 10% who are principle officer. And the
lowest percentage is 5% who are senior principle officer.
 3.5 Familiar with conflict management

Response Types No of Responses Percentage %

Yes 17 85
No 3 15
Total 20 100

Interpretation: Table- 5 showing that out of 20 respondents, we found that 17

respondents are familiar with the concept of conflict management and the percentage is
85% and 3 respondents are not familiar with the concept and the percentage is 15%.

3.6 Received Training

Response Pattern No of Responses Percentage %

Yes 16 80
No 4 20
Total 20 100

Interpretation: Table- 6 showing that out of 20 respondents, we found that 16

respondents are received training on conflict management and the percentage is 80%
and 4 respondents are not received training on it and the percentage is 20%.

3.7 Conflict arises (Time)

Response Pattern No of Responses Percentage %

Rarely 12 40
Occasionally 3 15
Sometimes 4 35
Frequently 1 10
Very frequently 0 0
Total 20 100

Interpretation: Table- 7 showing that out of 20 respondents that most of the

respondents answered that conflict arise rarely and the percentage is 40%. The second
highest percentage is 35% who answered conflict arise sometimes. The third highest
percentage is 15% who answered conflict arises occasionally. The fourth percentage is
10% who answered conflict arises frequently. And nobody agree with conflict arises
very frequently in their organization.
[email protected]
3.8 Common Sources

Response Pattern No of Percentage %

Responses
Competition for resources 8 40
Differences in goals and objectives 3 15
Power struggles and hierarchical 7 35
issues
Competition for limited resources 2 10
Total 20 100

Interpretation: Table-8 showing that out of 20 respondents common sources that most
of the respondents is competition for resources and the percentage is 40%. The second
highest percentage is 35% which is power struggles and hierarchical issues. The third
highest percentage is 15% which is differences in goals and objectives. The lowest
percentage is 10% which is competition for limited resources.

3.9 What strategy does the bank follow to reduce the conflict?

Response Pattern No of Responses Percentage %

Avoidance 0 0
Accommodation 0 0
Compromise 8 40
Collaboration 12 60
Competition 0 0
Total 20 100

Interpretation: Table-9 showing that out of 20 respondents 12 respondents answered

that bank follow collaboration strategy to reduce the conflict and the percentage is 60%.
The second highest percentage is 40% and 8 respondents answered that bank follow
compromise strategy. And nobody answered for avoidance, accommodation and
competition.

3.10 Have you ever been involved?

Response Pattern No of Responses Percentage %

Yes 4 20
No 7 35
Prefer not to say 9 45
Total 20 100

Interpretation: Table-10 showing that out of 20 respondents 9 respondents are not

prefer to say that they ever been involved in a conflict situation and the percentage is
45%. The second highest percentage is 35% who never involved and the number of the
respondents is 7.The lowest percentage is 20% who are involved.

3.11 How effective do you think?

Response Pattern No of Percentage %

Responses
Highly dissatisfied 0
Somewhat dissatisfied 2 10
Neutral/Neither satisfied 6 30
nor dissatisfied
Somewhat satisfied 11 55
Highly satisfied 1 5
Total 20 100

Interpretation: Table-11 shows that the majority 55% of the respondents are
somewhat satisfied that say us that conflict management strategies are in resolving
disputes within the bank. 30% are neutral, 10% are somewhat dissatisfied, 5% are
highly satisfied and 0% are highly dissatisfied of the respondents.
 3.12 How satisfied are you with the conflict management
strategies?

Response Pattern No of Responses Percentage

%
Highly agree 0 0
Somewhat agree 0 0
Neutral/Neither agree 6 30
nor disagree
Somewhat disagree 10 50
Highly disagree 4 20
Total 20 100

Interpretation: Table-12 shows that out of 20 respondents 50% are somewhat disagree
that do not satisfied with the way conflicts are handled within the bank. 30% are neutral,
20% are highly disagree and highly agree and somewhat agree are 0% respondents

3.13 Do you feel that conflicts have a negative impact?

Response Pattern No of Percentage %

Responses
Highly agree 3 15
Somewhat agree 11 55
Neutral/Neither agree 4 20
nor disagree
Somewhat disagree 2 10
Highly disagree 0 0
Total 20 100

Interpretation: Table-13 depicts that among 55% respondents normally somewhat

agree that say that conflicts have a negative impacts. 15% highly agree, 20 % neutral,
10% somewhat disagree and number of 0 respondents are highly disagree.
3.14 Findings of the Studies

1. In this study we found that most of the respondents (60%) are of 30-40 ages.

2. In this study most of the respondents are male (80%) and rest of the respondents are

female (20%)[email protected]

3. We found that 40% respondents are associated with this bank since 11-15 years.

25% are associate since 5-10 years, 20% are associate above 15 years.

4. From this study we found that 85% respondents are familiar with the concept of

conflict management at work place.

5. We found that about 80% respondents received training and guidance on conflict

management strategies.

6. We found that rarely (60%) conflict arise within the bank.

7. From the study we see that the common sources of conflict within the bank is

competition for resources (40%).

8. We found that 45% respondents prefer not to say that involved in a conflict

situation within the bank. [email protected]

9. In this study we found that the bank follow collaboration strategy 60% and

compromise strategy 40% to reduce conflict.

10. We found that 55% respondents think this strategy are effective.
11. We also found that 50% of respondents are somewhat satisfied with the way

conflicts are handled within the bank.

12. From the study we found that 55% respondents are somewhat agree with the feel

that conflict have a negative impact on employee morale and productivity within the

bank.
 Chapter Four
Recommendation and
Conclusion
4.1 Recommendation

1. After analysis the data we would suggest that all employees of the organization
should have the knowledge about conflict management.

2. All employees should be given training and guidance on contact management

strategies.

3. All employees should try to resolve their conflicts by following a collaborative

strategy instead of following a compromise strategy.

4. Most employees think that conflict only has negative effects, but they need to break
this misconception by telling them that conflict has many positive aspects.

4.2 Conclusion

The application of conflict management strategies depends on the specific situation and
the effectiveness of the chosen approach. Conflict is a natural part of human
interactions, and managing it appropriately is crucial for maintaining positive
relationships and achieving productive outcomes. In conclusion, the effectiveness of a
conflict management strategy depends on the context, the personalities involved, and
the nature of the conflict. The best approach often involves a combination of strategies,
with an emphasis on communication, empathy, and understanding. Creating an open
and supportive environment where conflicts can be addressed constructively is essential
for maintaining positive relationships and achieving successful outcomes.
Appendices
 Questionnaire

"Application of Conflict Management Strategy: A Study on Janata Bank." These

questions aim to gather data on conflict management strategies implemented by Janata

Bank.

1. What is your age?

a. 25-30

b. 30-40

c. 40-50

d. Above 50

2. What is your gender?

a. Male

b. Female

c. Other

d. Not preferred to say

3. How long have you been associated with the Janata Bank? (in years)

a. 1-5 years

b. 5-10 years

c. 10-15 years

d. Above 15
4. What is your current position? Senior principle officer

a. Principle officer

b. Senior Officer

c. Junior officer

d. Cashier

e. Other

5. Are you familiar with the concept of conflict management in the workplace?

a. Yes

b. No

6. Have you received any training or guidance on conflict management strategies

in your current position?

a. Yes

b. No

7. How often do conflicts arise within the bank? (Please rate on a scale of 1 to 5,

where 1 is rarely and 5 is frequently)

a. Rarely

b. Occasionally

c. Sometimes

d. Frequently

e. Very frequently
 8. What are the common sources of conflicts within the bank?

A. Competition for resources

B. Differences in goals and objectives

C. Power struggles and hierarchical issues

D. Competition for limited resources

[email protected]

9. Have you ever been involved in a conflict situation within the bank?

a. Yes

b. No

c. Prefer not to say

10. What strategy does the bank follow to reduce the conflict?

a. Avoidance

b. Accommodation

c. Compromise

d. Collaboration

e. Competition
11. How effective do you think these conflict management strategies are in

resolving disputes within the bank?

a. Not effective

b. Somewhat effective

c. Moderately effective

d. Effective

e. Highly effective

12. How satisfied are you with the way conflicts are handled within the bank?

a) Highly dissatisfied

b) Somewhat dissatisfied

c) Neutral/Neither satisfied nor dissatisfied

d) Somewhat satisfied

e) Highly satisfied

13. Do you feel that conflicts have a negative impact on employee morale and

productivity within the bank?

a) Highly agree

b) Somewhat agree

c) Neutral/Neither agree nor disagree

d) Somewhat disagree

e) Highly disagree
 Thank you for your participation! Your

responses will contribute significantly to this research.