THE IMPACT OF CONFLICT MANAGEMENT IN EDUCATIONAL SECTOR

CHAPTER ONE

INTRODUCTION

1.1 BACKGROUND OF THE STUDY

Conflict management in the education sector, or the resolution of conflict in the education sector through peaceful, nonviolent approaches, has a long history. In almost every African society, there is a desire for peaceful conflict resolution along the lines that are frowned upon. In the limited cases when it may be permitted, the community, not the individual, must be the sanctioning authority, with the punishment carried out in accordance with due process. The use of peaceful conflict resolution in an organization is becoming more common in all civilized sections of the world. The media's portrayal of conflict is not an accurate representation of the main approach of resolving disagreement in organizations. At many levels and in numerous organizations, towns, groups, and worldwide levels, there is a great deal of conflict.

The realm of conflict transformation now has access to a greater selection of nonviolent conflict resolution methods. Individual, family, group, neighborhood, and worldwide levels can all benefit from these techniques.

Conflict management is the practice of limiting conflict's negative and destructive potential using a variety of techniques and collaboration with the parties involved. This phrase is sometimes interchanged with "conflict resolution." It encompasses the complete spectrum of conflict resolution at all levels, as well as attempts to prevent conflict via practice. Limiting conflict, containing it, and litigating it are all part of it. This might include, in the words of (John Barton), "conflict prevention" (Barton 1990), which he defined as "conflict containment by procedures adopted to establish settings in which collaborative and valued relationships regulate conflict parties' conduct." The word "conflict management" may be an acknowledgement and administration of the fact that conflict is unavoidable, but that not all disputes can be resolved. As a result, practitioners' only option is to control and govern them.

Miller (2003:8) defines conflict resolution as "a variety of ways focused at eliminating conflict from management or transformation via the constructive settlement of issues, as opposed to conflict management." According to Miall et al. (2005;21), resolution is intended to address and resolve the deep seated roots of conflict, and that conduct is no longer violent, nor attitudes hostile, while the conflict structure has been modified. Conflict resolution is defined by Mitchel and Bank (1996) as "an outcome in which the issues in an existing conflict are satisfactorily resolved through a solution that is mutually acceptable to the parties, self-sustaining in the long run, and productive of a new, positive relationship between parties who were previously hostile adversaries," as well as "any process or procedure by which such an outcome is achieved."

John Paul Leaderach of the Eastern Mennonite School of Peacebuilding established the concept of conflict transformation. It is considered that this extends beyond conflict resolution to the development of longer-term relationships and the conditions that led to the dispute, as well as the process of change in the parties' perceptions and attitudes, as well as their relationships and perceptions.

Miall and colleagues (2001). The emergence of new scenarios including conflict concerns, perspectives, relationships, and communication patterns is referred to as conflict transformation (Jeong, 2000).

Conflict transformation, according to John Ledorah (1995), is characterized by change. It might be descriptive in the case of social conflict-induced change, or prescriptive in the case of third-party intervention to effect change. Conflict transformation occurs on a variety of levels and in a variety of ways. It includes emotional, perceptual, and spiritual components of transformation sought for the individual on a personal basis. It also has an impact on relationships including communication between parties, which must modify in order to improve communication. Structures that promote conflict via deprivation, exclusion, and other kinds of injustice must also be changed. It also aims to comprehend cultural norms and values.

1.2 STATEMENT OF THE PROBLEM:

The issue for conflict management theory is to look at real-world situations rather than merely instances. A variety of challenges that confront theoretical and practitioners on all levels of activity are introduced and discussed in light of theoretical methods in the issues in practice section. The majority of these concerns are solutions to problems that transcend the whole field of conflict management, or cross-cutting agendas that must be addressed in order for theoretical methods to fully address the realities of conflicts. It entails assessing conflict management's efficacy as well as its preparation to deal with new challenges and crises, such as terrorism.

Organizational conflict can have a variety of reasons, but the following are the most common:

Resources (money, equipment, facilities, etc.) are in short supply.

Attitudes, values, and perceptions differ.

Disagreements concerning requirements, objectives, priorities, and areas of interest

Ineffective communication.

Organizational structure that is deficient or non-existent.

a lack of collaboration.

1.3 OBJECTIVES OF THE STUDY:

The objective of the study are:

i. To identify the nature and characteristics of organizational conflict.

ii. To examine the current strategies adopted in managing organizational conflict.

iii. To determine the effect of organizational conflict.

iv. To reveal the short falls and prospects of the current strategies adopted.

1.4 RESEARCH QUESTIONS

i. Does management decision, policy and organizational chart cause conflict among workers in an organization?

ii. Does poor motivation and management of personal lead to conflict in an organization?

iii. Does the blatant exhibition of personal differences by management in the bid to distribution themselves from organization lead to conflict?

iv. Does management of conflict lead to conflict transformation?

v. How does conflict resolution lead to increase in productivity?

vi. Is there any relationship between conflict management and conflict transformation?

1.5 SIGNIFICANCE OF THE STUDY:

Conflict happens when people have different interests, beliefs, and procedures and are unable to compromise with one another. Rather of cribbing and fighting, it is always better to accommodate to some extent and try to find a solution to the situation. Conflicts and arguments just breed negativity, and nothing ever comes to a satisfactory finish. It merely adds to the tensions and tarnishes your image. Every person should do everything possible to prevent conflict in the first place rather than trying to resolve it later. To avoid a confrontation, precautions must be done at the appropriate moment.

The purpose of this study is to determine the advantages of dispute resolution to organizations, governments, and academics:

Conflict resolution keeps tensions between organizations, society, and government at bay. Blame games never benefit anyone and just make life more difficult. If people battle amongst themselves, no concept will ever be implemented.

An individual's conflict management abilities allow them to investigate all of the probable causes for concern. Later, this leads to major issues, which are attempted to be resolved as quickly as feasible.

As a result of conflict resolution, stress decreases, individuals feel driven and joyful, and the world becomes a much better place to live.

Conflict management reduces employee stress and tension by preventing conflict to a large extent. No one loves to take their frustrations home with them, and if you have a conflict with your coworkers or other individuals, you are certain to feel uneasy and restless even at home.

1.6 SCOPE OF THE STUDY:

This research is confined to determining the true reasons of conflict in a case study of SIAT limited Rivers state (education sector). Its impact on increased productivity and profitability. Apart from providing alternative ways to manage conflict in an organization, management may also take steps to deal directly with conflict in the company without involving workers, to name a few.

This study does not cover conflict resolution or management outside of the corporate world, such as in the political arena, social clubs, gathering communities, states, or the nation as a whole, which are other areas where the SIAT limited (River State) line would definitely constitute sub-optimality because they are colored by unnecessary bias and prejudice that is not to the benefit of the organization.

1.7 LIMITATION OF THE STUDY:

The researchers in the process of carrying out the research encountered the following constraints.

Lack of finance and time and combing it with school work.

Non disclosure of required information by the respondents.

Error in interpreting and recording answers.

Sampling procedure.

Non response error

Lack of research equipments like computer contributed to slowing down the pace. He pace of the research.

Scanty information base.

Inadequate statistics

Lack of mobility/mobilization of interviewers, inadequate personnel to be interviewed.

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