Increasing Organisational Efficiency Through Conflict Resolution (a Case Study Of Uba Plc Enugu)

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INCREASING ORGANISATIONAL EFFICIENCY THROUGH CONFLICT RESOLUTION

(A CASE STUDY OF UBA PLC ENUGU)

ABSTRACT

 

Conflict is an everyday occurrence in human life this study weak fried to look at an organizational conflict from a broader sense and perspective owing to the fact that organizations are made up of human beings therefore this creates way for conflicts, which is classified according to the followings, intra-individual conflict or internal conflicts within individuals, interpersonal conflicts.  This has been given reasonable and dasonate attention in the subsequent chapters of this research work.

However, there are several causes of organizational conflicts.  They include existence of incompatible goals, problems of status in congruities in perception and incompatible resource allocation some group of researchers believed that these structural causes are summed up and enshrined in hierarchical conflict that tends to exist between various levels of the organization.


TABLE OF CONTENT

 

Title page

Approval page

Dedication

Acknowledgement

Abstract

Table of content

 

CHAPTER ONE:        

INTRODUCTION

1.1            Background of the study

1.2            Statement of the study

1.3            Purpose of the study

1.4            Scope of the study

1.5            Research hypothesis

1.6            Significance of the study

1.7            Limitations of the study

1.8            Definition of terms

Reference

CHAPTER TWO        

2.0     LITERATURE REVIEW

2.1            Profile/background information of UBA Plc

2.2            Forms of conflict

2.3            Methods of conflict resolution

2.4            Need for conflict resolution

2.5            Impact of conflict to organizations

Reference

 

CHAPTER THREE:   

3.0     RESEARCH DESIGN AND METHODOLOGY

3.1     Research design

3.2     Area of the study

3.3     Population of the study

3.4     Sample and sampling technique

3.5            Validation of the instrument

3.6            Reliability of the instrument

3.7            Methods of data collection

3.8            Method of data analysis

Reference

 

CHAPTER FOUR      

4.0     DATA PRESENTAITON AND ANALYSIS

4.1            Presentation and data analysis

4.2            Test of hypothesis

4.3            Summary of results

Reference

 

CHAPTER FIVE        

5.0     DISCUSSIONS, RECOMMENDATIONS AND CONCLUSIONS

5.1            Discussion of results/findings

5.2            Conclusions

5.3            Recommendation

5.4            Suggestions for further research

Bibliography

Appendix

 

CHAPTER ONE

 

INTRODUCTION

1.1     BACKGROUND TO THE STUDY

In the first place, intra individual, interpersonal and inter-group conflict all takes place within organizations.  Individuals within organizations have many conflicting organizational gross pressure operating on them.  Conflict is inherent in organizational process such as;

a.                 The boss want more production/service

b.                 Subordinates want consideration,

c.                  Operators resist change

The rulebook suggests a formular; the staff says it will not work.

 

Conflict have sent many organizations to their untimely doom.  Like social interaction, interactive behaviour can occur at the individual, personal, group or organizational levels.  And it frequently results in conflict at each of these level in banking sector of Nigerian economy, these conflicts have left much to be desired in the activities of these banks.

Therefore with particular reference to the United Bank for African (UBA Plc), this conflict is not absence.  This is because conflict is an energy day occurrence in life.  Through but it is not entirely bad.  This is because an organization can exploit opportunities and increase its efficiency through conflict.

Conflict can lead to innovation and change, it can energies people to activity, develop protection for something else in the organisation and be an important element in systems analysis of the organisation.  Such factors indicate that conflict can be managed to work for rather than against, goal attainment in the modern organisation.

More conceptually, it has been suggested that there are four causes of organizational conflict, viz:

a.                 An incompatible goals situation

b.                 The existence of incompatible means or incompatible resource allocation.

c.                  A problem of status incongruities, and

d.                 A difference in perceptions

 

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