In Jonathan Kozol Essay Example for Free

In Jonathan Kozol Essay In Jonathan Kozol’s novel Amazing Grace, religion plays a dominant role throughout the book. As Kozol describes the people in poverty of Mott Haven and the myriad horrible circumstances that they face everyday, religion provides their one and only salvation and solace. It is much easier to ask what these children don’t face than what they do. They face people dying daily, prolonged sickness, crime, drugs, abuse, alcoholism, asthma, poverty, dirt, dilapidated housing. They see people die horrific deaths whether it is from AIDS or a little girl falling down an elevator shaft that nobody would fix. They are denied medical care or given substandard care, which means people don’t get better. They attend substandard schools where they receive less than adequate education. What they don’t face is a lot of compassion or empathy. At a time in America when neo-liberalists would like to get rid of government control of the economy, which results in cutting social programs that directly benefit the poor, religion is their only means of hope. Incidentally, neo-liberalists do not have any problem with government subsidies or benefits for businesses. With the rising sentiment of â€Å"I didn’t breed them†¦I don’t want to feed them† (128), this nation’s poor are shoved away and hidden more and more. They are blamed for the problems they face, and less is being done to help. As Reverend Overall says of the lack of mention of 97th Street, though 96th Street is featured in tourist guides,, â€Å"The papers ignore realities like the waste burner, but they do it in a way that tends to neutralize the dangers almost instantly† (187). 97th Street is poverty, and America turns its back on these people in the name of neo-liberalism. The American public believes as Kozol states, â€Å"If only enough children, we are told, would act the way heroes do, say no to drugs and sex and gold chains and TV and yes to homework, values, church and abstinence, and if only enough good parents, teachers, volunteers, and civic-minded business leaders would assist them in these efforts, we could turn this around† (240). This again is blaming the victim, not the society who created these conditions at all. As long as the poor are hidden away in places we run from, the inequalities will continue to exist. And when faced with such an extensive list of problems, what can these people do? They can turn to religion. Religion provides them hope. Churches provide them with food and clean needles and community organizers as well. Church becomes the focal point around which their lives revolve. As Father Glenwith Miller says, â€Å"Many here a great deal more devout then people you would meet in wealthy neighborhoods. Those who have everything they want for need have often the least feeling for religion. The rich are very busy storing everything they can accumulate: wealth, power, or prestige†¦Still I think it grieves to hear of God when human beings created in His image treat other human beings like filthy rags† (78). This quote says a great deal about why people of Mott haven are so religious with a comment about the social responsibility of humanity as well. People from Mott Haven come to church in order to escape bullets and crime for a brief respite. They use church to take away the harshness and darkness of their own lives. Church is someplace where they can hope and dream for something better than they have. Kozol wants the reader to truly understand the power religion has to buoy their spirits against the rising tide they must face everyday—the guns, the violence, the drugs, the sickness, the injustice. A nightly prayer for Mrs. Washington’s children is â€Å"God bless Mommy. God bless Nanny. Don’t punish me because I’m black† (69). Others express the sentiment that god provides a better place after death or are just thankful that God has allowed them to live. Kozol asks Shirley Flowers, a friend of Reverend Overall’s, â€Å"Do your children have the same belief in God that you do? † She replies â€Å"Yes†¦They do. This family talks to God† (169). And when a student of Gizelle Luke’s is asked â€Å"Who do you look up to? , he replies I look up to God, my mother, and myself† (33). These quotes are used to show just how important religion is as a force in their lives. Father Glenworth Miles discusses the importance of God in this community. We are not literal fundamentalists here†¦We see God as a liberating force who calls us to deliver people from oppression. The apparent consensus of the powerful is that the ghetto is to be preserved as a perpetual catch-basin for the poor. It is not about annihilating segregation or even about transformation of the ghetto, but setting up ‘programs’ to teach people to ‘adjust’ to it, to show a ‘functional’ adaptation to an evil institution†¦As a religious man, I see it as my obligation to speak out against this, not to bend the poor to be accommodated to injustice but to empower them to fight it and to try to tear it down† (81). He determines it to be

Qualitative Safety Research at MG Resins

Qualitative Safety Research at MG Resins Casey Bird   Abstract In this article, qualitative safety research at MG Resins will be discussed. MG Resins is a polymer production plant that is projected to be the largest producer of plastics in the United States. Currently, this company is under construction and has experienced numerous incidents and delays. To overcome these complications, MG Resins will utilize the importance of qualitative research to enhance the construction project and prevent future incidents. The type of qualitative research that is being implemented is safety knowledge management (KM), and safety climate and behaviour research. These qualitative research tools are required to enhance the organizations safety program.   Qualitative research provides the ability to understand other employees safety needs or perceptions. It allows an organization to become a safety-first climate. In order to achieve a safety-first climate the organization needs to learn areas of needed enhancements. This is why qualitative safety research is paramount at MG Resins. MG will discuss the tools utilized for qualitative research, and how the effectiveness is measured in that research. To measure qualitative effectiveness the key safety indictors that will be utilized at MG is the Experience Modification Rate (EMR), hazard observations with Stop Work Authority (SWA), and employee involvement. This paper will also inform the reader on the importance of safety research, safety methods and safety methodology behind a safety-first climate. Qualitative Research in Safety MG Resins is a polymer production plant that is projected to be the largest producer of plastics in the United States. Currently, this company is under construction and has experienced numerous incidents, work delays, and cost overruns. During the construction process there has been an extensive amount of recordable injuries and incidents. Overall, MG Resins has an Experience Modification Rate (EMR) of greater than 2.0. The EMR is a number that utilizes payroll, and total incident loss experiences to measure insurance cost premiums (Smith, 2009). According to Smith (2009), a good EMR of less than 1.0 is achievable; only if the company adopts excellent incident control and prevention practices.   MG Resins EMR reflects a lack in excellent incident control and prevention practices. At MG, a majority of the incidents are not getting reported to MG management. To overcome this issue, qualitative research is now used to understand and evaluate the current safety program. Qualitative research relies on researching the individuals thoughts, perceptions, and experiences about a safety program (Olsen, Bjerkan, Naevestad, 2009). It is imperative to incorporate qualitative research to ensure a proactive and successful safety program. To be more proactive towards accident prevention, MG set high standards for a safety-first climate. A safety-first climate is defined as one that exhibits employees beliefs in regards to safety. Research indicates that these beliefs are directly related to safety behaviors and incidents (Huang, Jeffries, Tolbert, Dainoff, 2017). In support of these beliefs, there is an expectation for employers to research and implement safety programs. According to Neal and Griffin (2002), only just recently have organizations focused on implementing proactive safety behaviors.   This is mainly due to the extensive amount o f direct and indirect cost associated with workplace incidents.   Thus, MG Resins adopted safety knowledge management (KM) as primary qualitative research to counteract the incident rate. Effective KM is seen when organizations continuously improve production, quality, safety, and corporate image. The only way to ensure this is achieved is to acquire employee feedback and involvement. MG utilizes feedback surveys after every training session to ensure the correct goals and/or messages have been received. These surveys also provide other data to the presenter and management with an outsiders view as to enhance the programs. Safety Climate and Behaviour research model is utilized as secondary qualitative research to support MGs primary KM research. To measure the overall effectiveness of the KM research, MG Resins utilizes the Safety Climate and Behaviour research model. This research model is developed by Andrew Neal Mark Griffin (2002). These authors developed a model based on a five year study to convey the importance of a safety-first climate (Neal Griffin, 2002). The components utilized to link the relationship of a safety-first climate in the workplace are leadership support, safety knowledge, and safety motivation to measure the overall safety performance. This model utilizes two data points to research an organizations safety performance. The first data point utilizes upper management and leadership as antecedents. Antecedents are individuals that indirectly affect the behavior of the entire organization in regards to knowledge, skill, or motivation (Neal Griffin, 2002). Antecedents are normal ly considered as upper management. These antecedent individuals are normally the organizations Company Executive Officers (CEOs), or Directors. According to Neal and Griffin (2002), the second data point utilizes determinants as a performance measure of factors that directly affect worker behavior through their actions. These determinant individuals are normally the organizations middle management. This is usually the front-line employees immediate Supervisor, or Manager. The determinants directly affect the workers performance in regards to knowledge, skills, and motivation (Neal Griffin, 2002). In other words, people are dependent upon management to be role models through their daily actions. For this reason, MG developed a Fundamentals of Management (FOM) training program that is currently being implemented. This FOM training ensures management takes proper actions at all times. The FOM presentation identifies various research methods that visualize incident trends by using the safety triangle. According to the American Society of Safety Engineers (ASSE), the safety triangle was created 86 years ago by H. W. Heinrich (ASSE, 2014).   The safety triangle provides an incident ratio that reassures the root causes of all incidents are identified. It is imperative that even minor incidents are prevented, which in turn will prevent the major incidents (ASSE, 2014). With the safety triangle, MG inputs their incident ratio into the safety triangle to identify problem areas and trends. The FOM presentation also utilizes research based on the total number of SWAs employees utilized and resolved. Employees are trained, supported, and motivated to utilize SWA for any hazard observations. A hazard could be any unsafe act or condition in the work environment. This continuous employee involvement is critical to ensure the safety program is psychologically working.   As cited in Neal and Griffin (2002), psychological climate is when individual perceptions of the work environment are established. It is when these perceptions of the work environment are shared, that it becomes an organizational climate (as cited in Neal Griffin, 2002). It is important for management to receive feedback from employees on needed enhancement areas. During the FOM presentation, leaders are encouraged to support, train, and motivate employees to be safe on any job (as cited in Neal Griffin, 2002). To overcome any miscommunication, it is critical for a safety program to test employees on knowledge learned. As a follow-up, MG Resins constantly researches employees feedback by issuing questionnaires on safety-related objectives. This research provides another means to ensure employees have received the correct message, as well as enhance future safety objectives. This helps to ensure the principles of learning have been achieved. Safety compliance and participation can only be achieved once employees have the proper knowledge, skills, and motivation (Neal Griffin, 2002). Safety compliance and participation is measured by MG Resins to ensure proper relationship behaviors are occurring. When safety compliance and participation are both lacking in the workplace, the root cause can be traced back to the determinants of performance. If individuals do not have knowledge, skill, or motivation they will not comply or participate (Neal Griffin, 2002). As a result, MGs management is encouraged to follow the proper relationship among antecedents, determinants, and components for sufficient safety performance. Research is utilized on a daily basis within MG Resins to determine the overall success and failures. Research is paramount in the safety field to prevent future incidents. Qualitative Research Results Since implementation of the qualitative research, MG safety program has improved significantly. Currently, MG has an EMR of 1.5, and more employees are becoming involved to enhance the safety program. More incidents are now being reported, as well as SWAs. Last month alone there was a total of 30 SWAs that was reported to management. Management has also resolved hazard observations immediately to show employees the importance of their help. MG has also formed a safety committee comprised of ten employees that freely volunteered to be on the committee. A safety committee is the sole driving force behind the success of a safety program. It provides a direct voice for employees out in the field to upper management on needed enhancements. Conclusion In my opinion, as a safety professional, qualitative research is a required necessity to improve any organization. Without qualitative research an organization would become stagnant in day-to-day operations and programs. Qualitative research allows constructive feedback from employees to the organization which ensures proactive actions. Proactive actions are vital in a safety program and an organization as well. As a result, a future qualitative tool at MG Resins will consist of a technology implementation called Eagle Eye. This is a software program, as well as a phone application. Eagle will allow employees to input hazard observations, needed enhancements, and other organization comments. This new technology will allow a quicker and effective means to track data. It will allow real time safety needs directly to management and supervisors. This ability will provide an effective means to reduce and prevent incidents. In hindsight, when an organization is able to be proactive in reducing or eliminating incidents, it can then focus on other areas of the organization. These areas are production, quality, safety, and corporate image. Qualitative research will propel, achieve, and advance desired goals in these departments. As a result, the organization is able to understand the employees needs and wants. This in turn creates sustainability and enhancement of in an organization. Any organization would be wise to incorporate and utilize qualitative research to achieve a spot on the global stage. References American Society Of Safety Engineers. (2014). ASSEs professional safety journal: A new view of the great safety pyramid. Retrieved from http://www.asse.org/asses-professional-safety-journal-a-new-view-of-the-great-safety-pyramid/ Huang, Y.H, Jeffries, S., Tolbert, G. D., Dainoff, M. J. (2017). Safety climate. Retrieved from http://web.b.ebscohost.com.libraryresources.columbiasouthern.edu/ehost/pdfviewer/pdfviewer?sid=7b076142-a850-4215-a181-379f20d93365%40sessionmgr104vid=4hid=116 Neal, A., Griffin, M. A. (2002). Safety climate and safety behaviour. Retrieved from http://web.b.ebscohost.com.libraryresources.columbiasouthern.edu/ehost/detail/detail?vid=6sid=f4fdbfe9-acc4-46f7-bd19-fcdd784af3c4%40sessionmgr120hid=123bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#AN=9373705db=bth Smith, S. (2009). Area workers comp agency asks employers: How low can you go? Retrieved from http://ehstoday.com/health/workers-compensation/workers_comp_modification_score_6765 Olsen, E., Bjerkan, A.M., Naevestad, T.O. (2009). Modelling the effects of a large-scale safety culture programme: a combined qualitative and quantitative approach. Retrieved from http://web.b.ebscohost.com.libraryresources.columbiasouthern.edu/ehost/pdfviewer/pdfviewer?sid=c551831e-3525-4ce7-8759-f0382ae7f697%40sessionmgr120vid=5hid=116

Discovering Communities on the Internet :: Computers Technology Papers

"Discovering Communities on the Internet" Section I Online Communities Online communities seem to be very popular these days. I feel there is two different types of online communities. One type is where people converse during real time, meaning an individual could typically ask a question and will receive an immediate response from someone else. The immediate responses result in a dialogue between two or more people. Bulletin Boards are also popular because they are similar to an online community. The bulletin boards allow people to share ideas. To my understanding, the main difference between the two is that someone posts an idea on the board, and another person responds to the inquiry or statement by posting his response. Both of these places allow people to have discussions of all kinds and for a variety of reasons. Some people may think that an online community is where they met their significant others. Other people think an online community allows them to find the house or car of his dream. Also, people will ask for advice or ideas about something that is going on in life. There are advantages and disadvantages in chatting with communities. Some of the advantages are as follows: people are connected with the world and the diversity of people; people are able to find out other people's interests and ideas; people can learn about a different person's perspective. Some disadvantages in chatting with communities are as follows: people can learn how scary and different people really are; people can lie to you with out you even knowing the truth. I have had personal experience with chat communities and I have found great success. I have used chat communities for educational purposes. When I have chatted with communities I felt at ease. For example instead of having a class discussion I chatted with my classmates online. This way of discussing ideas was neat, because at first I did not know who I was talking to, then eventually I did figure out who I was chatting with. Another reason why I have enjoyed chat room discussions versus in class discussions is because people had the opportunity to speak their minds over the computer and they were not hesitant or shy. People did not have to face humiliation from the teacher or other classmates by their vocal answer. Chat rooms allow everyone to be able to participate and get involved in the class.

Relationship of Washington Square to Henry Jamess Other Novels :: Washington Square Henry James

Relationship of Washington Square to Henry James's Other Novels According to Bette Howland in "Washington Square, the Family Plot," the idea that Henry James should leave Washington Square out of his New York Edition, is "a fitting irony" in that "like Dr. Sloper in the novel, James disinherited his heroine; [and] cut her out of his will" (1). Although James might have wished us to treat Washington Square as an orphan, an outcast, a black sheep as compared with its "better" relatives, Howland's essay quite clearly establishes a familial link between this and James's other, more famous works. As Howland says, "Not only is Washington Square, though disowned, a member of the family--it is the original, the mother lode" (1). Howland begins her analysis by looking at how James took an anecdote given to him one night at a dinner party and made the "tale purely American." To Howland, the very location of Washington Square stands for James' perception of "the stifling provincial life of America" in that it is "the object of Morris' aspirations; the prison of Catherine's confinement; the seat of the Doctor's power (sic)" (16). By confining the characters to the small world of Washington Square, says Howland, James created a "closed system" in which he could work his irony most effectively (5). She also notes how James changed the simple anecdote into an ironic contest of wills. He made the father the "heavy" rather than the fortune-hunter, and he made the father a scientist, a "scholarly doctor" so that he fit in with the American values of earning an income (or seeming to), and appreciating science (Howland 3). Howland also does an apt comparison of Washington Square in relationship to James's other novels by pointing out how he frequently talked about love in terms of the financial. As Howland says, "[With James], there's never enough [love] to go around; one person's gain is always another's loss" (7), and money is quite commonly involved in the equation. In addition, James has another system of economy that is always at work in his novels. As Howland says, "at the beginning, the good heroines are all in the dark," but "by the end, they are the only ones who see" (15).

The Vital Event and Its Part on the Life of Greeks

Community service projects, local charity fundraising and leadership, these are just a few of the positive ways sororities and fraternities (greeks) contribute to local society. How is it that only the negative stereotypes are more widely known throughout most college campuses? Although the preconceived notions about greeks are that hey all lie, cheat, drink, party all night, get into trouble, don†t offer anything positive to society and most of all pay money to buy their friends. Yes, some greeks may fit some of these descriptions, but not all. In a questionnaire given to Ho Le of the Central Florida Chapter of the Delta Upsilon International Fraternity explains how organizations can portray themselves positively to local society. Our Community service must be presented better to the public, so that everyone is aware of our projects, and that we do help the community in our own ways. Greek organizations must also stop completely the actions that the public associates with us, and sometimes holds true, including (and not limited to) hazing, binge drinking and the use of drugs at parties. A philanthropic event also known as community service is a vital part of greek life. For example Alpha Xi Delta Sorority†s national philanthropy is â€Å"Choose Children,† which is a way for various chapters to raise money for local children organizations in their community. They also hold an annual Xi-Man competition for the fraternities on campus in order to raise money for local children†s charities. As well as being involved with one†s fraternity or sorority, greek life helps one become involved on their campus. Leadership opportunities are made more available to the greek system. Through social interaction with your greek organization you are educated with vast opportunities of leadership on campus and even within your local chapter. Running for office within student government is not your only option for leadership. Within each greek organization there are many positions that offer great leadership advancements. Not just in college life, but with experience in greek life it can help you progress in the â€Å"real world.† For example, when one goes to an interview, it is much like going through the rush and pledging periods. When one is rushed and pledged it can be evenly compared with the interview and hiring stages of getting a job. Therefore, experiencing it earlier in life will better prepare you for future occupations. While alcohol abuse, other drug use, and underage drinking among college students are by no means limited to greek organizations, it is important to target fraternity and sorority members with prevention efforts. A 1993 survey of over 17,000 students at 140 four-year colleges in 40 states found that 86 percent of students who lived in fraternities were binge drinkers-that is, had consumed at lest five drinks at one sitting during the previous two weeks-compared with 50 percent of male students overall. Although greeks may represent a small percentage of the total student population at most schools, fraternity and sorority members generally have considerable influence on the social scene and the social norms on campus. Greeks Advocating Mature Management of Alcohol, or GAMMA, the greek arm of this network, was started in 1987 as a way to involve fraternity and sorority members in alcohol education on campus. This organization (GAMMA) works in conjunction with the greek organizations to help control alcohol consumption at socials and registered parties. Being in a greek organization does not go without dues. Yes, most people may think that being in a sorority or fraternity means that you have bought your friendships. Everything that one can gain by experiencing greek life is much more valuable than the amount of money spent for dues. Almost every club on campus requires some type of dues to be paid, so greeks are not the only ones paying. The life experience one gains through the sorority or fraternity can greatly help one become an active citizen in society. Trying to search for a job that suits the needs of one†s life and to provide what the employer wants, is much like going through the rush process. Rush is a way for the current fraternity or sorority members to meet and interview potential new members (pledges). The male or female going through rush is trying to show what they can offer the greek organization and the organization is trying to find out who can contribute to them. The main problem is that greeks are perceived of being an elite, selective group of people. How can an organization that has been branded with stereotypes turn that away from society. Informing those that are willing to listen is a very effective way greeks can come out from the stereotypes.

Food Irradiation Essay

Food irradiation has the longest history, more than 40 years, of scientific research and testing of any food technology before approval. Research has been comprehensive, and has included wholesomeness, toxicological, and microbiological evaluation. Worldwide, 38 countries permit irradiation of food, and more than 28 billion lb of food is irradiated annually in Europe. It is important to note that food irradiation has a pretty remarkable list of national and international endorsements: ADA, American Council on Science and Health, American Medical Association, Council for Agricultural Science and Technology, International Atomic Energy Agency, Institute of Food Technologists, Scientific Committee of the European Union, United Nations Food and Agricultural Organization (FAO), and the World Health Organization (WHO). Although the US food supply has achieved a high level of safety, microbiological hazards exist. Because foods may contain pathogens, mishandling, including improper cooking, can result in food-born illness. Irradiation has been identified as one solution that enhances food safety through the reduction of potential pathogens and has been recommended as part of a comprehensive program to enhance food safety. However, food irradiation does not replace proper food handling. So the handling of foods processed by irradiation should be governed by the same food safety precautions as all other foods. Food irradiation cannot enhance the quality of a food that is not fresh, or prevent contamination that occurs after irradiation during storage or preparation. But, treating foods with the irradiation of gamma rays offers benefits to consumers, retailers, and food manufacturers such as improved microbiological quality, replacement of chemical treatments, and extended shelf life. The spices and fumigant sprays used on fruits can be limited and eliminated through the use of irradiation. This improves the quality of the fruit. Pathogens in raw poultry or meat can be reduced by a dose of radiation. Also, smaller doses can disinfest grain and produce and can slow down the natural aging of fruit and vegetables. This all results in the reduced use or elimination of chemical treatments and proves that irradiated foods closely resemble foods in their fresh state. Irradiation has been compared with pasteurization because it destroys pathogenic bacteria. Because irradiation does not greatly raise the temperature of the food being processed, nutrient losses are small and are often much less than nutrient losses associated with other methods of preservation, such as canning, drying, and heat pasteurization and sterilization. Proteins, fats and carbohydrates are not notably affected by irradiation. But certain vitamins are sensitive to food irradiation. Yet, nutrient losses can be minimized by irradiating food in an oxygen-free environment or in a frozen state. According to the Ames, Iowa Council for Agriculture Science and Technology Task Force Report No. 115, consumers consistently rate irradiated fruit as equal or better than non-irradiated fruits in appearance, freshness, and taste. With all of the facts listed above, it is obvious that irradiated foods are the best option instead of harmful chemical products. These chemicals’ usage and harm are a result of not using food irradiation to benefit consumers. And in an era of increasing concern about food safety, consumers must understand that irradiation is one method of enhancing an already safe food supply.

Effects of conflict on productivity Essay

List of Figures and Tables Page Study population – Table 3.1 8 Response rate -Table 4.1 9 Causes of Conflict – Table 4.2 9 Causes of Conflict – Pie Chart 4.1 10 Effects of Conflict – Table 4.3 10 Effects of Conflict – Pie Chart – 4.2 11 (vi) Chapter One INTRODUCTION 1.1 Introduction Lucgeor Enterprises was registered in 1998 as a general merchant business but specialized in supplyof printed and general stationery amongst others. Since its registration , Lucgeor has never looked back and have dominated the supply of stationery to most of the businesses in Mombasa and surrounding towns. The company has 43 members of staff who have the necessary skills and commitment to the ideals of the organization in all respect. The management of Lucgeor Enterprises are people of long standing experience in the Printing and stationery business. They have instilled good team work and participatory management of the organization which has seen the organization take a lead in the stationery supply business. The company aims to gain a huge market share through various approaches including cost leadership , service differentiation and focused attention aimed at persuading their customers and potential clents i of their quality service provision and pocket friendly prices. The company makes good use of ICT to reach its clients thus saving on time and costs. Lucgeor Enterprises which is based at Bondeni area along Abdel Nasser Street, has for the last twoand half years been going through some conflicts between and amongst its staff. The conflicts have in away slowed or derailed the smooth operations of the company and more importantly affected its service delivery to key clients who have had to wait for hours or days for goods to be delivered. This tr end is unlike in the past when service provision took precedence over all else. 1.2 PROBLEM STATEMENT The company has had strained relations amongst its workforce lately which hampers its service deliv ery activities. The complaints registered with management regarding poor service delivery to customer s  are becoming the norm rather than the exception. If the trend is not arrested in good time, the impact of the conflicts within the organization may end up destroying the company and with it the livelihood of a good number of employees and even the owners. 1.3 OBJECTIVES OF THE STUDY (i) To establish the causes of conflict at Lucgeor Enterprises (ii) Effects of conflicts at Lucgeor Enterprises and (iii) To seek for appropriate solutions to the conflicts. 1.4 Research Questions (I) What are the causes of conflict at Lucgeor Enterprises? (ii) What are the effects of conflict at Lucgeor Enterprises and? (iii) Which are the most appropriate solutions to the conflicts? 1.5 JUSTIFICATION OF THE STUDY (i) To the Researcher The study would give the researcher a first hand experience on what causes conflicts, conflict situ ations, effects of conflicts on organizational productivity, teams and team work and hopefully enable the researcher to find best conflict management approaches which could help organizations in conflict t o overcome such conflict situations in their organizations in the best way possible . 1 recommendations given as anecdotes to the conflict situations in the organization thus unlocking the potentials of the business to serve its customers effectively by managing the conflicts sensitively . (iii) To other Researchers The study would give future researchers ready information for reference  purposes and to enable them fill the gaps that may be noted and hopefully improve the conflict prevention , containment , avoid ance and management activities in organizations thus enhancing positive industrial relations in organizations, besides increasing the body of knowledge available for consultation and experimentation. (iv) To Mount Kenya University Future researchers would utilize the findings of this study for reference purposes and the foundation upon which they may further their research on conflicts, based on available findings , conclusions and recommendations thus filling the gaps that may be noted and hopefully improve the conflict prevent , containment , avoidance and management activities in organizations thus enhancing positive indus relations in organizations. 1.6 SCOPE OF THE STUDY Effects of Conflict on Organizational productivity study, was an attempt to understand the effects of conflict amongst employees of an organization on their productivity and the overall productivity of the organization in achieving its objectives.. The study was conducted amongst the employees of Lucgeor Enterprises at their place of work at Bondeni area and it took approximately 6 months. 1.7 LIMITATIONS OF THE STUDY (a) Lack of Time The researcher due to time constraints was faced with serious juggling between the research work ti me  and the daily work related responsibilities, all of which required a piece of his time. Fortunatelythe researcher was able to work through and ensured that none was given a raw deal and the project completed in time. (b) Limited Information The researcher due to the nature of organizational policies and communication strategy, received l mited i information on the basis that the providers i.e the staff, never fully trusted the intentions of the researcher. But to authenticate the information provided, the researcher went the extra mile to independently v erify the same with the top management who were more than willing to clarify provided information and eve tied the loose ends thus affording the researcher a clear picture of the inf rmation required for the o research work. (c) Reluctance by employees to respond The researcher faced the prospects of failure by the staff to respond to interviews, answer questio nnaires. The employees reluctance to respond, our investigations found were due to fear of victimization by management for divulging company information to outsiders whose intentions were not clear to them. To circumvent this, the researcher consulted the management who gave unequivocal assurance to the staff that they will not be victimized since the researcher was a student whose details they had authenticated and was simply doing research as part of their course work. the assurance saved theday and enabled them to respond positively given the requirements of the project. 2 Chapter Two LITERATURE REVIEW 2.1 INTRODUCTION Conflict is a common denominator to all social life. It is an inevitable part of our lives becauseit is related to situations of scarce resources, division of functions, power relations and role differeniation. t Because of its pervasive and ambagious nature, conflicts have led scholars and administrators to qu estion whether they understand its meaning and relevance and how best to cope with conflict should one arise. The normative conception of conflict, strongly influenced by a preoccupation with stability and equilibrium in organizational design, links conflict to violence, destruction, inefficiency and irrationality This form of intellectual myopia was especially invidious in suggesting that administrators have th e responsibility of avoiding, controlling or eliminating conflicts. Descriptive approaches challenge the whole basis and rationale of these assumptions. They permit usto depart from an outmoded paradigm by suggesting that any social interaction in which the parties (however they may be structured or defined) compete for scarce resources or values have the potenti l for a conflict. Using the term in broad sense , we suggest that conflict refers to all kinds of antagonis tic  interactions. More specifically, it can be defined as a situation in which two or more partie have s  incompatible objectives and in which their perceptions and behaviour are commensurate with the incompatibility. This definition is purposely broad. It suggests that conflict is a social phenomenon that is found in personal, group or organizational interactions. Conflict therefore has several dimensions. Fink 5 distinguishes between (I) Antagonistic- psychological relations and (ii) Antagonistic behaviour Likewise Pondy 6 observes that conflict is made up of (I)Antecedent conditions (ii) Affective conditions (iii) Cognitive conditions and (iv) Behavioural conditions We therefore advance a conception which emphasizes its three, interrelated dimensions, namely (1)Conflict situation (the basic incompatibility) (2) Conflict attitudes (Range of psychological factors) and (3) Conflict behaviour (set of related behaviour) Conflict refers to more than just overt behaviour. Concentrating only upon its behavioural manifestation is an extremely limiting exercise. The three dimensional conceptions of conflict emphasizes the ne d to e consider the situation in which parties (Individuals, groups or organizations ) come to possess incompatible goals, their structure of interaction and the nature of their goals. We have to consid er  emotional (e.g distrust) and Cognitive ( e.g Stereotyping) orientations that accompany a conflict situation as well as a range of action undertaken by any party in a situation of conflict. 2.2 Theoritical Review / Conceptual Framework Stephen Robbins makes a strong case for the need for a more realistic approach to conflict with his â€Å"Interactionist Approach†. He states that there are three basic managerial attitudes toward conflicwhich t  he identifies as traditional behavioural and interactionist. The traditionalist, following our so cial  teaching believes that all conflicts are destructive and management’s role is to get them out of th e  organization. The traditionalist, therefore, believes conflict should be eliminated. Thebehaviouralist seeks to rationalize the existence of conflict and accurately perceives conflict as inevitable inomplex c  organizations or relationships. Thus the behaviouralist â€Å"accepts† it . The Interactionist views conlict as f  absolutely necessary, encourages opposition, defines management of conflict to include stimulationas well as resolution and considers the management of conflict as a major responsibility of all administrators. 3 The interactionist view is accepted and encourages conflict. Avoiding a disagreement doesn’t make t go i away. We need to be aware of conflict and make decisions about what we are going to do about it. Conflicts only become negative when it is not approached and resolved. Lack of communication amongst group members can lead to avoidance of conflict. When that happens, the group can lose its effectiveness. group members and leaders need to to be able to resolve conflict successfully. Likeany other leadership skills, conflict management can be learnt. Conflict Management Conflict is inevitable in any interpersonal relationship or among members of any group. Whereas we meet various types of conflicts in our lives, we are at a lose as to what to do when one arises. Ma ny  people tend to leave conflict situations e.g if one breaks out in a group. Why do we shy away from dealing with conflict? . It is because we were raised to believe t hat conflict is something to beavoided, an experience of failure. However conflict does not have to lead to failure, or even to the termin ation of  relationship. we all come to see and experience the world in a different way, and we all have different ideas about what is best for â€Å"my group† or â€Å"our group†. Recognizing this fact can help free us from the negative conclusion that conflict is a signal of failure. Styles of Conflict Management (a) Competing – An individual pursues his or her own concerns at the expense of the other person. This is a power oriented mode. Competing may even mean standing up for your rights, defending a positio n which you believe correct, or simply trying to win. (b) Accommodating – The opposite of competing When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person. there is an element of self sacrifice this in mode. Accommodating might take the form of selfless generosity or charity, obeying another person’s order when one would prefer not to, or yielding to another person’s point of view. (c) Avoiding- The individual does not immediately pursue his or her own concerns or those of the other person. He or she does not address the conflict Avoiding may take form of diplomatic sidestepping of the issue, postponing an issue until a better time or simply withdrawing from a threatening situation. (d) Compromising – The objective is to find some expedient, mutually acceptable solution which partially  satisfies b parties. . Falls in the middle of Competing and accommodating. oth (e) Collaborating- The opposite of avoiding . Collaborating involves attempt to work with the other person to find some solution which fully satisfies the concerns of both persons. Initiation The most effective way to confront conflict situation is to state the tangible effect a conflict ha on you. s (f) Active Listening – Negotiators must be capable of hearing the other person’spoint of view . . while listening, do not think about how to reply in order to persuade . . argument – provoking replies should be avoided. . Active listening involves paraphrasing or restating what the other says. Idea or . Content should be considered as well as feelings. (g) Problem solving . Clarify the problem – After the above steps, each party should have a clear idea about what is the tangible issue. . Talk about what is needed or wanted ( be clear on facts and information). . Generate a list of possible solutions. CONFLICT CAUSES Nations, organizations and groups are made up of individual human beings. Each person has through experience developed a set of values and evolved a set of behavioural rules. These values and rulesare sufficiently alike in a given society to allow justice, morals and ethics to exist and create gener l a agreement about what is right and what is wrong. But the value-rule set for each individual is a unique set not fully shared by other humans..These differences in value-rule sets are most likely the basi c causes of conflict. 4 Another major cause of conflict is the motivation of the separate individuals. Each person is motiv ated  by a unique degree of satisfaction in a set of needs. It is quite likely that in a given situation the individual concerned will be aiming their personal efforts at slightly different objectives. Such objectives may be similar enough to permit cooperative effort but sufficiently different to createsome conflict. A common example is the â€Å"hot line â€Å" employed by many commanders as a means of staying in touch with the troops. This opportunity to short circuit supervisory channels often antagonizes intermediate managers, who may learn of a problem only when the commander confronts them with it.. Then, too, it may be possible for all to be motivated to behave toward the same goal accomplishment but to feel that the goal, when attained, will not be great enough for all to share adequately in the reward. Conflict may then occur as each person strives to attain their place in the sun. EFFECTS OF CONFLICTS Conflicts have both positive and negative effects. It can be positive when it encourages creativity, new looks at old conditions, the clarification of points of view, and the development of human capabilities to handle interpersonal differences. All of us have experienced a surge of creativity when we perm the it ideas of others to trigger our imagination, as for example in a brainstorming session. Conflicts can be negative when it creates resistance to change, establishes turmoil in organization or  interpersonal relations fosters distrust, builds a feeling of defeat or widens the chasm of misunderstanding. . Unfortunately the term â€Å"conflict† has only the connotation of â€Å"bad† for many people, so much that they think principally in terms of suppression, giving little or no attention to its more positive side. THE PERSON AND THE ORGANIZATION Conflicts occur when the needs and goals of the individual are not in harmony with the objectives a nd goals of the organization. Chris Argyris, in his discussion of man versus the organization, indic ates the high likelihood of the traditional goals and structures of organizations may be in conflict with the needs and goals of the personalities in the organization. This may be reflected in the efficient and omni potent bureaucracy that places emphasis on hierarchy, specialization of work, established norms of conduct ,  and explicit rules, often forgetting or overlooking the individual and his unique qualities. Traditionally, personal values tend to be hostile toward organizations, big government, big business, bureaucracy, and the military. Again, conflict can arise when interdependency exists. Employees become dependent on the organization to give their lives direction and meaning. Such dependency allows them to escape the burdens of personal responsibility. whereas we praise individualism in workers, the organization often require that s the individual be treated impersonally. Efficiency requirements in organizations also acts as a sou of rce conflict because they regularly demand that the goals and needs of the organization be given higher priority than the rights of individual. We therefore yield to the proposition that conflict between organizations and personal values is normal and a fact of life. Managing the inherent conflict between individual needs and organizational need demands a high degree of self awareness on the part of the manager. What am I willing to do in balancing of these needs? How much can I accommodate of the needs of other human beings in the organization and still serve the greater good of the company? One major influence on the manager’s actions or decisions will be his basic concept or philosophy about the nature of man. Douglas McGregor presents a famous dissertation on this subject in the considera tion  of Theory â€Å"X† and â€Å"Y†. Argyris offers a number of managerial consideration as well us Abraham Maslow propositions of various assumptions for managers to adopt for an enlightened approach to the individual-organization conflict situation. Research has led to conclusions that potential indivi dualorganization conflicts are heightened as management acts to reduce or  constrain the individual opportunity to decide. Organizations tend to make final decisions without input of the employees wi th the expectation that no mistakes would be made, no errors. This fosters conflict as the expectation may s be overwhelming. Unless the organization is supportive to the individual’s problem -solving efforts, such conflict continues and worsens 5 his ideas. Another source of individual versus organizational conflict is generated by the â€Å"new man† versus the â€Å"old man†. The innovator is always in a less supportive environment than the entrenched old hand. 1. Chris Argyris, Personality and Organization (New York: Harper Torchbooks,1957), Chapters III andVII. 2. Douglas McGregor, The Human Side of Enterprise (New York: McGraw- Hill, 1960) 3. Argyris, pp.232-37 4. Abraham Maslow, Eupsychian Management (Homewood, Illinois: Richard D. Irwin, 1965), pp. 17-33 5. Harry Levinson, The Exceptional Executive: A psychological Conception (Cambridge, Massachussets: Harvard University Press, 1968), pp. 204-7. 6Argyris, p. 234 7. Fredrick W. Hertzberg, â€Å"The Wise Old Turk† Harvard Business Review, September- October 1974, pp. 70-80. Sources of conflict For managers to effectively manage conflicts, they need to understand their source. Basic sourcesof conflict are, semantic , role , values. Semantic sources are those stemming from some failure in communication. Traditionally, semantic has to do with the meaning of words, but here that is just one phase of its role. We use semantics to point out major source of conflict as the failure of two individuals to share fully the meaning of a communicative attempt. The cause of the failure may be technical problems in the communication process (static, filters, barriers etc)., or they may be ac tual  differences in perception and understanding. The result being an absence of agreement thus conflict . Role sources are those that rise out of the varying perceptions of people about the expected behaviours of themselves and others. Many of these come from the status and position levels in organizations. Others come from the structures and processes devised by management to organize work, channel effort ,and coordinate activity. Value sources have their foundations in the individuals value sets of people. These value sets readily contribute to differences between people because they are different. Theycause each of us at times to respond or behave in an unexpected manner because we are behaving as dictated by a value set not fully shared by our associates, hence a sense on their part of a difference between us. What is effective in one value conflict situation may not be in the next. The separation as statedabove is for the knowledgeable researcher and other resource persons. But our daily conflict is a combinatio of n elements from more than one source. We can not therefore say that the three sources are distinct. E ach affects the others to some degree. Individual reaction to conflict Since conflict may be positive or negative, there may be a range of reactions to conflict. Such rea ctions may range from high expectations and pleasure to absolute rejection. Broadly, an individual in conflict situation has only two options i.e sign up or ship out. Massie and Douglas identify certain situation of dilemma in the conflict situation which they call â€Å"Zone of indifference† 8. Joseph L. Massie and John Douglas, Managing: A Contemporary Introduction (Englewood Cliffs, New Jersey: Prentice- Hall, 1973), p.219. MEANS TO RESOLVE OR REDUCE CONFLICT Basic to other considerations in resolving conflicts is that the parties to the conflict need to tr st each u  other and must be capable and willing to locate the source of the conflict. Conflict situations pre sent  different options to the concerned parties. We can decide to do nothing about the conflict. But what will be the result of non action?. If one remains in conflict situation then sooner rather than later the tension will increase and one of the parties will strive to win over the other o to drive him or her out. Or even r worse, the losing party may become more aggressive or hostile and counter attack the element frustr ting a The result of non action may be dysfunctional as the decision to do nothing may not be the best in certain situations while it may be good in some. One method often applied in conflict situations is the use of super ordinate goals. For example, the entire work force, taken as a whole, is something of a super ordinate goal uniting conflicting groups bene ath that umbrella. |The manager gets the group to see how conflict affects productivity, thus reducing, the smaller groups stake in the overall organizations success. The approach is similar to the common enemy approach, wherein the groups in competition find unity viewing an outside group as a common enemy. . This unity can hide or lessen conflict in groups. A unique method to resolve conflict is to increase interaction between conflicting groups by physically exchanging persons between conflicting groups. For example, if the gizmo unit is having difficulty dealing with the gadget unit, a temporary shifting of people between these groups could help the conflicting elements learn the other’s problems and frame of reference. the result could be better communications, greater understanding and less future conflict. The quickest resolution is a confrontation meeting. The manager should however, be warned that confrontation requires complete preparedness on his part. He must have the facts of the conflict siuation t  and confidence in his self-control and his ability to use diplomacy, tact and problem solving. But then, he must appreciate the fact that confrontation may worsen not better the situation. Basic to this efforts to resolve or reduce the conflict is the idea of avoiding win-lose situations. Sports and other recreational activities often acquire their flavor by win-lose  situations, but the same may not be good for an organizational conflict situation. There are situations where the manager may seek to repress confl ict. This is true where the differences between the two conflicting elements are not relevant to the organizational task. Such conflict is bad to the organization. These differences are petty and self serving, thereby causing activity in which the participants try to win to preserve the sanctity of the original stand. A significant aid to the manager in such conflicts is an understanding of the human process of perception, process of handling stimuli in accordance with our values, rules, wishes, an d fears. With this understanding , the manager may explain to the conflicting parties how they are misreading the situational data. thus may find ways to suppress the conflict. 9. Dubin Robert. Human Relations in Administration Fourth Edition. Englewood Cliffs, New Jersey: Prentice- Hall, 1974. 10. Hersey, Paul, and Kenneth H. Blanchard, Management of Organizational behaviour, Second Edition. Englewood Cliffs, New Jersey: Prentice- Hall, 1974. 2.3 Critique of Existing Literature relevant to the study Based on past studies and review of major issues, it has been established that conflict has a grea t  impact on organizational effectiveness. Many studies have captured the basic foundations of the co nflict  and therefore have provided the organizations with the data and information on best approaches to apply in conflict situations. However, the many alternative approaches may not fit every organization and thus some may require unique combinations that may be difficult and hence require high levels of understanding by the management to handle and probably prescribe best solutions to. 7 Chapter Three METHODOLOGY 3.1 Research Design The research design in the case of Lucgeor Enterprises was the collection of data through intervie ws, questionnaires , observations and surveys. Then the relevant data was sieved and refined to conform with the requirements of the study. 3.2 Population Lucgeor Enterprises has an employee population of 43 persons both permanent and casual. Because the population was small , the researcher took the whole population for the purpose of data collection. Table 3.1 Study population Department No of Respondents Administration 5 Finance 4 Marketing 6 Procurement & Stores 11 Production 17 Total 43 3.3 Sampling Frame Due to the small no of employees , the whole population was considered and thus given equal treatme nt. 3.4 Sample and Sampling Technique No. samples were taken as the whole population was taken for consideration. No technique was thus utilized as the whole population was considered. 3.5 Instruments The instruments that the researcher applied in the process were, questionnaires and interviews to corroborate some of the information provided. Use of questionnaires were relevant and convenient because the respondents were all literate and thus were able to fill the forms independently. 3.6 Data Collection Procedure The researcher prepared 43 pieces of questionnaires which he diligently distributed to all employee of s Lucgeor Enterprises. the respondents were requested to fill the questionnaires within two weeks an d return the same to the researcher. 3.7 Data Processing and Analysis Data gathered from the respondents through the questionnaires were cleaned, then selected into vari us o categories by coding . They were then analysed by use of quantitative and qualitative techniques . the information generated from the analysis were thus presented in the form of tables, pie charts, andbar graphs. 8 Chapter Four RESEARCH FINDINGS AND DISCUSSIONS 4.1 Introduction Data was presented in the form of tables, pie charts and graphs, which made the interpretation 4.2 Presentation The researcher presented the data in various forms which captured all the areas of interest to the study as follows. 4.3 Response rate. The researcher administered 43 questionnaires of which the return rate was 41 thus constituting an average of 95%. The response was such that the researcher was able to gather fully the necessary daa t for the study. Table 4.1 Response rate. No of questionnaires adminstered No. of questionnaires returned 43 41 Percentage 95% 4.4 Causes of Conflict at Lucgeor Enterprises The researcher administered 43 questionnaires of which the return rate was 41 thus constituting an average of 95%. The response was such that the researcher was able to gather fully the necessary daa t for the study. Table 4.2 Causes of Conflict Causes of conflict No. of respondents Percentage Poor Management 12 29% Poor Remuneration 16 39% 5 12% 8 20% Lack of training and skills Incompetence amongst staff 9 Pie Chart 4.1 Causes of Conflict No. of Respondents Poor Management Poor Remuneration Lack of Training Incompetency among employees Analysis From table 4.2 and chart 4.1 , the causes of conflicts at Lucgeor Enterprises were as follows. Poor Management Poor Remuneration 29% 39% 12% 20% Lack of training and skills Incompetence amongst staff The above information shows that the one issue which the employees feel as the main cause of conflict with management is poor remuneration. The second item that they prioritize as a major conflict are is a the management of the organization. While the other conflict prone issue is lack of training and skills. The employees feel that the people put in charge of departments are not properly trained and thus lack the requisite skills to manage the departments. This thus results in incompetency of the employees to perform their tasks effectively. Effects of Conflict Table 4.3 Effects of Conflict Effects of conflict No. of respondents Percentage Poor Performance 23 56% Lack of Motivation 11 27% 3 7% 4 10% Negative Stereotyping Distorted Perceptions 10 Pie Chart 4.2 Effects of Conflict No. of Respondents Poor Performance Lack of Motivation Negative Stereotyping Distorted Perceptions Analysis From the above information, the main effect of conflict in organizations  according to the responses are, Poor performance, Lack of motivation, Distorted perceptions and Negative stereotyping in that order. Discussion From the above responses, there is a clear pattern regarding the cause and effect relationships amogst n the various factors at play. It is worth noting that the cardinal goal of any organization is the achievement of efficient operational performance and productivity within the standard working hours. When an organization can not achieve the projected production levels within the set time lines, it is a cause to worry. An analysis of the causes and effects gave us results as stated below. The main causes of conflict as stated above is the research were Poor remuneration, Poor management, Lack of training and skills and Incompetence amongst staff in that order. While the effects of conflicts in organizations are, Poor performance, Lack of motivation, Distorted perceptions and Negative stereotyping. 11 Chapter Five Summary, Conclusions and Recommendations 5.1 Introduction Workplace conflict is a major concern for most companies. It is inevitable in any situation where human beings operate. People have different values , beliefs and ways of life which they probably hold dear or believe to be the best as opposed to what other people have or believe in. Away has to be found to balance the various interests and align the same with the organizational goals. Proper systems of managing conflicts enables organizations to achieve the best out of such conflicts as well as meet the objectives and goals of the organization. 5.2 Summary If managed poorly or avoided altogether, conflict can be extremely costly to an organization. If managed well, conflict presents an opportunity to uncover value and promote a healthy workplace. Many organizations are  finding that their conflict management systems have been good financial investments, producing a healthy return. In addition, they are recognizing the value of many less tangible benefits (e.g. improved morale, lower turnover, increased efficiencies, and improved public relations). A rigorous four-phased process of (i) Assessment (ii) Design (iii) Implementation and, (iv) Operation and evaluation helps organization design effective conflict management systems to reap the maximum benefits of conflict management. The above four phased approach to conflict management, encourages the Conflict Management System (CMS) team to genuinely seek to understand and incorporate the needs and interests of all affected constituencies and create an environment in which benefits of the CMS system can be effectively communicated, implemented and adminstered. 5.3 Conclusions Productivity losses add up quickly when workplace conflict is not pro-actively and successfully managed. Over a number of days, months and years, multiplied by the number of employees affected, the real money value lost can be staggering. It is evident that there are tremendous advantages to pre-emptively deal with conflict in the workplace before it escalates beyond an organization’s ability to resolve, or , worse , even contain it. A well designed CMS can have a significant positive impact on the quality of life if its employees, as well as its bottom line. Specifically, addressing the cost of conflict in the workplace can have a transformative impact on the overall health and well-being of an organization. 5.4 Recommendations The management of an organization needs to focus on the best methods of handling conflicts and their resolution. This may involve (I)Management Training The training may have several components which may include (a) The introductory part The training should highlight the various causes , effects and outcomes of conflict situations. This will help to lower the frequency of destructive conflicts and reduce the impacts on the organizational operations. Such training would afford the trainees the necessary greater sense of self-awareness in dealing effectively with all types of conflict situations. Implementing a well -thought out training program to address the harmful effects of conflict is like performing preventive medicine. 12 the other components of the training would include (b) Conflict Awareness training  © Communication Training (d) Negotiation Training (e) Manager Awareness (f) Neutral third -party Interventions B) Increasing Staff Salaries In order to motivate employees, the management should consider raising the salaries of employees as away of motivating them to perform effectively. C) Improving the Management of the Company A deliberate effort and resources should be employed towards management development . The Management development should be tailored towards enhancing the managerial skills and interpersonal skills of management staff thus ensuring proper management of the organization. Again the management should be encouraged to adhere to the rules and regulations, procedures and laws governing industri al relations thus having good working relations with staff. D) Staff Participation and Team working To avoid negative stereotyping and disjointed communication, the management needs to focus on improving the participation of staff in decision making in the company besides ensuring that proper communication between employees themselves and between employees and management is cordial thus eliminating negative feeling and other forms of unwanted practices amongst staff, which may strain their working relationships. 13 Reference Dubin Robert. Human Relations in Administration Fourth Edition. Englewood Cliffs, New Jersey: Prentice- Hall, 1974. Hersey, Paul, and Kenneth H. Blanchard, Management of Organizational behaviour, Second Edition. Englewood Cliffs, New Jersey: Prentice- Hall, 1974. Douglas McGregor, The Human Side of Enterprise (New York: McGraw- Hill, 1960) Abraham Maslow, Eupsychian Management (Homewood, Illinois: Richard D. Irwin, 1965), pp. 17-33 Harry Levinson, The Exceptional Executive: A psychological Conception (Cambridge, Massachussets: Harvard University Press, 1968), pp. 204-7. Chris Argyris, Personality and Organization (New York: Harper Torchbooks,1957), Chapters III andVII. Argyris, pp.232-37 Argyris, p. 234 Fredrick W. Hertzberg, â€Å"The Wise Old Turk† Harvard Business Review, September- October 1974, pp. 70-80. Joseph L. Massie and John Douglas, Managing: A Contemporary Introduction (Englewood Cliffs, New Jersey: Prentice- Hall, 1973), p.219. 14 Appendices Questionnaire Foreward I am a student of Mount Kenya University, taking an undergraduate degree programme in the field of Human Resources Management. As part of the requirement for the fulfilment of the course work, I am required to carry out a research study on the effects of Conflict in the workplace. I have chosen y our organization, as the most potential one because of its size, convenience and reputation for the purpose of the study. I have prepared comprehensive questions regarding the subject matter to enable me gather information and  gain the much needed insight. The information given will be treated with utmost confidentiality and purely for the academic purpose. Kindly give the most appropriate responses by ticking one of the options provided Name Department Position / Rank 1. What are the main causes of conflict within the organization? Poor Management Poor Remuneration Lack of training and skills Incompetence amongst staff 2 . What effect does conflict have on employees’ productivity? Poor Performance Lack of Motivation Distorted Perceptions Negative Stereotyping 3 . What is the most effective Conflict Management method? Avoidance Collaboration Open confrontation Hiding feelings 15 4 . What kind of conflict management strategies does your organization use in resolving conflict in the organization? Avoidance Collaboration Open confrontation Hiding feelings 5. What are some of the costs associated with conflict in your organization? Lost Man-hours due to conflict Absentieesm Lost business due to delays in executing jobs Labour inefficiency 6 . Does the organization have conflict awareness training programme for its management? Yes. No. If the answer to the above question is yes, please give the dates and how many times in the recent past 7 . What kind of conflict awareness training does the organization offer to its management? Communication Negotiation Neutral Third party Coaching 16