CHAPTER ONE

1. INTRODUCTION
1.1 Background of the study
All of us have experienced conflict of various types, yet we probably fail to
recognize the variety of consists that occur in the organization. Conflict is
defined at any situation in which incompatible goals, attitudes and emotions
leads to disagreement between two or more parties or organizational
members. (Source: www.ehow.com/list-techniques conflict
management.html).
Today’s organization may face greater for conflict than ever before history.
The market place with its increasing competition and globalization magnifies
difference among people in terms of personalities, values, attitudes,
perceptions, languages, cultures, norms and national background with the
increasing. Diversity of work force furthermore, comes potential
incompatibility and conflict. Conflict may also classify as functional and
dysfunctional. Functional conflicts are conflict which are constructive and
support the goal of an organization. It is also healthy and constructive
disagreement between two or more people whereas dysfunctional conflicts
are destructive one. It is also unhealthy and destructive disagreement
between two or more people. The manager may establish some level of
desired conflict that he/she believe in optimal for the effective and efficient
operation of their unit. The actual level of conflict assessed and compared
against the desired standard after comparing, if actual and desired levels are
equal then conflict is optimal and no action needs to be taken. If the actual is
too great the managed need to take corrective action to reduce it. This
requires resolution techniques, the conflict is too low, and it needs to be
stimulated. (Source: administrative and business communication (MGT 202/)
(a teaching material for distance education). Then as a general the
researcher deals with assessing conflict management and negotiation in
Tigray education bureau.
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 1.2 Statement of the problem
Negotiation is one of the most important methods of organizations. It also
compromise or agreement while avoiding argument, so it also used in many
situations (disagreement) will arise as the differing needs wants aims and
beliefs as people are brought together.
Source (http://www.organizational.Html).The researcher deals with conflict
management and negotiation that rises between different employees on
performance in the bureaus. However, specific problems of the organizations
are scarcity of resources, lack of punctuality of the workers, in adequate
regulation and supervision, computation of power and status among
employees and lack technical manpower. So, there are always unlimited
human needs and wants. The struggle of satisfaction those needs and wants
leads to conflict in organization. In addition to this the potential for conflict
depends on how in compatible the goals are, the extent to which require
resource are rear and shared the degree of interdependent of task activities,
in order to reduce those different types and forms of conflict and
mechanisms that help to solve the problem. The researchers see that
negative and positive effects of conflict on over all activities an organization.
Conflict management and negotiation process to solve conflict in an
organization. The study was design to identify various sources of conflict and
the ways that plays a vital role to reduce. Conflict within the organization as
much as possible and aimed to address in the following statement of
problems related to conflict management and negation in Tigray education
bureau.
 The impact of conflict on over all activities of an organization.
 The impact conflict an employee’s performance
 The negative and positive affect of conflict.
 The impact of conflict on employee’s cooperation and collaboration.
1.3 Research question

2
In general the following are the area the specific research questions the
researcher need to address:-
 What are the negative and positive effects of conflict on productivity of
an organization?
 What are the contribution of conflict management and negotiation in
employee’s performance?
 What are the clearly identify source conflict?
 What looks like the employee’s attitude towards conflict management
and negotiation?
1.4. Objective of study
1.4.1 General objective
The study was focused on the to assess the conflict management and
negotiation in Tigray Education Bureau. It also mechanism that help to
manage and negotiate the conflict and assessing and different factors that
related to conflict management and negotiation in Tigray Education Bureau.
1.4.2 Specific objective
The specific objectives are to:
 To identify the types and sources of conflict in the organization.
 To identify the negative and positive effects of confliction over all
activities of an organization.
 To identify type’s conflict that frequentl occurs with the organization.
 To identify the attitudes of employees towards conflict management
and organization.
 To identify the situational influence on organization.
 To find out the possible mechanism that help to conflict management
and negotiation.
1.5 Significance of the study
The outcome of the study have contribution to Tigray Education Bureau and
serve as secondary data to different research who would be conduct
research on similar topic and it also motivate the researcher to conduct

3
further research on different issues by developing its knowledge on research
methodologies.

1.6 Scope and limitation of the study

1.6.1 Scope of the study
Since conflict arises within each and every organization the study was
particularly limited to only asses the source of conflict possible, mechanisms
to minimize conflict, how to manage and negative, and the conflict assessed
other variables that related to conflict management and negotiation the
negative and positive effects of conflict on organizations corporate goals
specifically Tigray Education Bureau.
1.6.2 Limitation of the study
Undertaking the research side by side with attending different classes has its
own influence on effective accomplishment of research i.e. shortage of time.
Shortage of the financial accesses also another limitation. However, in order
to make the paper the sound and affective the researcher worked day night
and tried to manage resource on hand wisely.
1.7 Organization of the study
The paper contains five (5) chapters:-
The first chapter introduction the second chapter review related literature,
the third chapter contain methodology of the study, the fourth chapter data
analysis and presentation and the chapter five contains conclusion and
recommendations.

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 CHAPTER TWO
REVIEW OF RELATED LITERATURE
2.1 INTRODUCTION TO CONFLICT MANAGEMENT AND NEGOTIATION
2.1.1 DEFINITION AND MEANING OF CONFLICT
Conflict is a process which party perceives that its interest basing opposed or
negatively affected by another party consist is apperception so exists when
ever some one believes or feels that another person or group night obstruct
its efforts. This may be mild disagreement between parties due to difference
in interest goals or values of parties.
The conflict process actually begins with the condition that creates conflict.
There are various source of conflict in the organization setting, such as goals
incompatibility. Personality clash (differentiations), scarce resources
Jurisdictional ambiguities, power and status differences, and communication
break dawns and so on. At some points these conditions lead one or more
parties to perceive in opposition or in differently.
Conflict management then is the employment of strategies to carry out or to
correct these perceived difference in positive manner. Even if all above
conflict exists in all organization, it is possible to resolve it through
negotiation. Negotiation is a process of a process of combining the conflict
position in to a joint decision through communication. It takes up the major
part as all international relations and foreign affairs. In other words, people
negotiate when they think that discussion can produce more satisfactory
arrangements at least or themselves in their exchange of goods and
services.
As you can see, negotiation is not absolute practice researched for labor and
management bosses during collective bargaining. Every one negotiates
every day most of the time. You do not even realize that you are in

5
negotiation. Negotiation is particularly evident in a work place because
employees work in interpedently with other coworkers. They negotiate with
their supervisors, over work assignment with customers and clients over sale
and delivery schedules of their products and services.
2.1.2 Source of conflict in the organization
Several factors may create organizational conflict these are as follows:
A. Scarce resource
Research may include money, people, supplies, information and etc often
organizational unit are in competition for score resource this creates the
situation where conflict is unavailable in an organizational setting.
B. Personal clash (Differentiation)
Constricts are caused by differentiation among members
C. Jurisdictional ambiguities
Conflict is may also exist when a job boundaries and task responsibilities are
unclear.
D. Power and status difference
It may occur when individual has questionable influences over another.
E. Goal in compatibility
As the name implies goal incompatibility occur when people of work units
have goals that interfere with each other.
F. Task interdependence
Task interdependence is the extents to which activities are depend on each
other.
2.1.3 Types of conflict
2.1.3.1 Functional and dysfunctional conflict
2.1.3.1.1 Functional conflict
Functional conflicts are constructive and support goals of the organization. It
is an effective conflict response climate that leads to improve have status of
organizational health. Functional conflict have positive response, collaborate
culture and improving organizational health.

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2.1.3.1.2 Dysfunctional conflict
This type of conflict hinders an organization in achieving its goals, it is so
destructive. In effective response climate lead to a lower state of
organizational health. It has negative response, threading and declined
organization health.

2.1.4. Conflict management methodologies (stales)

2.1.4.1 Process of conflict management
Boris off and victory identify five steps in conflict management process; that
they call the five A`s of conflict management.
They are as follows:-
1. Assessment
In this step, the pairs involved collect appropriate information regarding the
problem and choose which of the conflict handling made is the most
appropriate for the situation.
2. Acknowledgement
Acknowledgement is one which party attempts to heat out the other it allows
both parties build the empathy needed for the multination of synergistic
solutions to problem.
3. Attitude
This step tries to remove the foundation for pseudo conflict steps typically
assumption about different culturally based behaviors and uncovered. In this
steps one analysis potential problematic variations in parties.
4. Action
This step begins to actively implementing the chosen conflict handling mode.
5. Analysis

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 In this step parties pants decide on what they will do and then summarize
and review what they have agreed up on and part of analysis step has
ascertained whether a very participants has been addressed.
2.1.4.2 Inter personal conflict resolution styles
Management theories have developed and suggested orange of options for
handling organizational conflict. Fig below out lines various components of
the conflict resolution grid, which is the result of widely accepted research
presented by Thomas and Kidman. They identified conflict handling gird
complied five conflict management style based on two dimensions. These
are assertiveness and cooperativeness. Assertiveness is the motivation
individual to achieve his/her goals, objectives and outcome while
cooperativeness is the willingness to allow of help of her party to achieve its
situation and the personalities of the individuals involved.
- Assertiveness (motivation to satisfy one’s own interest)

Competing collaborating

Compromising

Avoiding
Law accommodating
cooperative (mutilation to satisfy other part’s interest), avoiding conflict
low cooperativeness (motivation to satisfy other parties interest).
I. Avoiding conflict resolution style (withdrawing)
The avoiding style low in both assertiveness and cooperativeness, in other
words, the manager is not very cooperative in helping other individuals to
achieve their goals, but neither he/she aggressively pursuing his/her own
preserved outcomes in the situation, the original problem is conflict or the
situation is called directly addressed or resolved. However, the avoiding
behavior might be appropriate or issue is perceived by a manager to be
trivial and an approach opportunities disruption would be very curtly.
II. Competing conflict resolution style (forcing or binge uncooperative) the
competing style of convict resolution approval is also known as win – loss
approach. A manager using this approach, characterized by a high

8
 assertiveness and law cooperativeness, seek to reach his/her own preferred
out comes to the expenses of that individuals. This approach appropriate
when quick and decisive action is needed, such as a time of emergencies. It
can be used to conflict un popular actions such as urgent cost cutting.
III. Accommodating conflict resolution styles (smoothing). This style
reflects a higher degree of cooperativeness. It also has been label as
obliging. A managed using this style subjugates his/her own goals, objects
and desired outcomes to allow her individual to achieve their own goals and
outcomes.
IV. Compromising conflict resolution style: this style characterized by
modern levels of both assertiveness and cooperativeness, compromise can
be also referring to as bargaining or trading. It generally produces sub
optimal results. This behavior can be used when the goals of both sides are
equally important; when both parties have equal power or when it necessary
to find temporary timely solutions.
V. Collaborating is high on both assertiveness and cooperativeness, is
often described as the win-win scenario, both side creatively work towards
achieve the goal derived outcome of all parties involved. It is appropriate
when concerns are complex and a creative or novel synthesis of ideas are
required but it is time taking.
2.1.4.3 Structural approach to conflict management
 Emphasis super ordinate goals
One way to minimize the conflict is by focusing everyone on super ordinate
goals. Super ordinate goals are common objective held by conflicting parties,
that are more important to the department or individual goals in which the
conflict is based on focusing attention on super ordinate goals is particularly
useful where conflict is caused by goal in compatibility and differentiations,
by increasing commitment to corporate wide goals. Super ordinate goals also
offset problem of differentiation because they establish common farm of
reference.
 Reducing differentiation

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Super ordinate goals effect differentiation by establishing a common form of
reference but they do not actually remove any of underlying diversity that
people bring to the relationship. Remove differentiation we must after
remove condition that creates these differences. To fundamentally, reduce
differentiation some firms encourage and reinforce generalist rather than
specialist career orientation, training and learning program that emphasis on
behaviors etc.
 Improving communication and understanding
Communication is critical affective conflict management by improving the
opportunity, ability and motivation to share information the parties develop
less extreme reception of direct communication private a better
understanding of the other parties work environmental and resource
limitation.
 Reducing task interdependence
Another way to minimize dysfunction conflict is reduce the level of
interdependence between the parties.
 Increasing resource
An obvious way to reduce conflict due to resource scarcity is to increase the
amount of resource available, corporate decision makes might quickly
dismissed this solution because of the cost involved. However, they need
carful compare these cost with the cost of dysfunctional conflict arising out
of resources scarcity.
 Clarifying rules and procedures
Some conflict a raise due to ambiguous rules regarding the location of scare
resources. Consequently those conflicts can be minimized by establishing
clear and definite rules and procedures. So also many time to reduce a lot of
conflict the manager to used different techniques in the organization, such
as avoidance smoothing arbitration, negotiation and etc

2.1.5. Negotiation

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Negotiation is a method which people settle difference. It occurs whenever,
two or more conflicting parties attempt to resolve their divergent goals by
redefining the terms of their interdependence. It is a process by which
compromise or agreement is reached while avoiding argument in other
wards people negation when they think the discussion can produce more
satisfying arrangement at least parties in their exchange of goods and
services.

2.1.5.1. Negotiation behaviors

Negotiation behavior plays important role in resolving conflict. Four (4) of the
most important behavior are setting goals, gathering information,
communicating effectively and making concessions.
(A) Planning and goal setting
Research consistence report set goals in particular negotiation outcome
when they plan set goals particularly negotiation should carefully think
through their initial offer, forget and resistance pains.
(B) Gathering the information
“Sack to understand before seeks you table understands: this popular
philosophy farm management steepens convert apples to effective
negotiation. It means that we should spend more time listing than talking
during negotiation, in particularly gathering information by listening closely
to the other party and asking those details of other opposition.
(C) Communication effectively
Earlier in this, we noted that poor communication tend to initial a conflict
resolution cycle that lead to socio-emotional conflict that certainly applies to
meaning studies report that effective negotiators communication in ways
that maintain effective relationship between the parties. Effective
negotiators also irritating statement such as “I think will agree that this
generals offer” third party does not involve misleading the other party.
(D) Making concessions

11
Concessions are more important because of:-
It enables the parties to move towards the area of potential agreement.
Symbolize each party’s motivation to bargain in good faith tail the
concessions should you make.
These various with other part expectation and the level of trust between you.
For instance, many chainless negotiators are varying from who change their
position during negotiation. Generally, the best strategy is moderately
though and gives just the right number of concessions to communicate
sincerity and motivations to resolve conflict. Being too though can
undermine relations between parties going too many concessions imply
weakness and encourages the other party to use power and resistance.

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 CHPATER THREE
3. METHODOLOGY OF THE STUDY
3.1 DESCRIPTION OF THE STUDY AREA
The researcher would be study assessment of conflict management and
negotiation in Tigray education Bureau. Tigray education bureau is the
earliest bureau, especially which strongest on during the drogue regime.
Tigray education Bureau is located within the regions capital city of Mekelle
specifically found in northern to Mekelle municipality, in east of arid campus,
in west of Hawelt high school and south cathedral. Which is founds with 46
woredas in the regains. Tigray Education Bureau administers total schools of
2145, among them 1-8th 1920 schools and 9-12th 225 schools. Among the
listed 1-8th 1845 are governmental schools and 75 are non-governmental
(NGO) schools, and 9-12th 132 are governmental schools and 93 are non-
governmental (NGO) schools.
Tigray educational Bureau has the following structure

1 2 3 4 5 6 7 8 9

Key
A. Head manager
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B. Process council
1. Teacher and education administration care process
2. Educational standard preparation and action key work process.
3. Education standard and quality assurance key work process.
4. Purpose and financial warehouse administrative key work process
5. Developmental work plan key work process.
6. Public relation key work process
7. Audit and inspection key work process.
8. Gender unit key work process.
9. Law staff key work process.
(Source: Tigray Education Bureau (2013) statistical data)
3.2 Study design
The main objective of the study would to assess conflict management and
negotiation in Tigray Education Bureau, in order to that descriptive survey
research method would be employee.
3.3 Sampling design and techniques
The general populations of the study in the Tigray Education Bureau, the
total number of the employee’s 110, among these 75 employees are male
and 35 are female. The sample is taken for Tigray education Bureau in order
to gather information for interview and questioner. The employee has
selected using simple random sampling techniques from Bureau would be 40
use probability proportions to determine the sample size, among these 25
are males and 15 are females.
3.4 Source of data
The necessarily and relevant data gathering or collecting from both primary
and secondary data source:
3.4.1 Primary data
The researcher collected primary data from Tigray Education Bureau by
using questionnaire and interview schedule. Questionnaire; this is an
instrument with series of question which used to collect reliable information.
The researcher distributes both open ended questionnaire and close ended.

14
Interview: this is also another tool which used for data gathering and
analysis. This is a kind oral communication or direct interaction between the
researcher and interview. The researcher used this method of data collection
would to get enough knowledge from the concerned bodies that have
information about them issue.

3.4.2 Secondary data

The researcher also used secondary data source obtained from the written
materials such as books, internals and other materials related with conflict
management and negotiation.
3.5 Methods of data collection
The primary data would be collected from personal observation, using
interview and the data would be collected from the questionnaire
respondents by 40 (Fourthly) clients of Tigray educational Bureau.
3.6 Methods of data analysis and presentation
The methods of data collection can be descriptive statistical tools like mean.
The collected data can be interpreted using by tables form.

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 CHAPTER FOUR
4. DATA PRESENTATION ANALYSIS AND INTERPRETATION
4.1 INTRODUCTION
This chapter analysis the researcher finding and attempted to examine the
questionnaires in the research question and objectives of the study in the
chapter one. To conduct the research 40-employees on the total population
of Tigray educational Bureau are participated. Among them 15 (37.5%) of
the respondents are females and 25 (62.5%) of the respondents are males
accordingly.
4.2. General characteristics of the respondents
The following tabular indicates the general characteristics of the respondents
that analysis and summarized briefly.
Table 4.1. Characteristics of respondents
No Characteristics of respondents Respondents number Percentage
1. Sex
male 25 62.5
female 15 37.5
Total 40 100
2. age
18-24 4 10
25-31 8 20
32-38 7 17.5
39-45 13 32.5
46-52 8 20

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 Total 40 100
3. materials status
married 30 75
unmarried 10 25
Total 40 100
4. Educational background
10/12 complete 4 10
diploma 8 20
certificate 4 10
degree and above 24 60
Total 40 100
5. Work experience in year.
1-5 16 40
6-10 13 32.5
11-16 13 7.5
17-22 12 5
23-28 6 15
Total 40 100
Source: primary data collected through questionnaire: 2013
As we can seen from table 4.1 item number1, 25(62.5%) are male and the
remaining 15(37.5%) are female, from this we can understand females have
got little opportunities to learn to be improved and involved in conflict and
negotiation process within the organization.
According to general characteristics of respondents 4(10%) of employees fail
the group 18-24 years, 8(20%) under age group 25-31 years, 7(17.5%) under
age group of 32-38 years, 13(32.5%) under age group of 39-45 years and
8(20%) fail under age group of 46-52 years. The result show that majorities
(32.5%) of the employees are youth and employees have high working
experience and face a problem to manage negative conflict that a rise
frequently within the organization.

17
Table 4.1 item number3, indicate that 30(75%) of the employees are married
and the remaining 10(25%) are unmarried. Thus, it leads to different conflict
because they devote much of making time for social aspects and their family
care. Based on table 4.1 number 4, 4(10%) of the employees are 10/12
complete, 8(20%) of employees are diploma holders, 4(10%) are certificate
and 24(60%) of employees are first degree and above holders. As we can see
from the given information 20% of employees are diploma holders, 60% of
employees are first degree and above holders, based on information we can
say employees have enough theoretical bases on conflict management and
negotiation.
Table 4.1 number5, reveals that the work experience of employers are
16(40%) that means 14 male and 2 females employees have served for 1-5
years 13(32.5%) that means 9 male and 4 female are 6-10years, 3(7.5%) for
11-16 years, 2(5%) for 17-22 years and 6(15%) of male employees are
worked for 23-28 years. This indicates that 40% of them have served the
organization for less than 5 years so, most employees have no adequate
knowledge and awareness about conflict frequently a rises within
organization.
NO Item Respondents Percentage

6. Do you think that conflict improve

employees performance?
yes 17 42.5%
no 14 35%
some what 9 22.5%
Total 40 100%
7. Which types of conflict have in the
organization?
functional 21 52.5%

18
 dysfunctional 19 47.5%
Total 40 100%
8. What looks like your attitudes towards
conflict management and organization?
very good 15 37.5%
good 25 62.5%
Total 40 100%
9. What techniques for conflict
management are applicable in your
organization? 10 25%
avoidance 7 17.5%
smoothing 8 20%
competing 15 37.5%
compromising
Total 40 100%
10 Is there any situation inflation that
. affects negotiation?
yes 28 70%
no 12 30%
Total 40 100%
11 If your answer yes, what are they?
. culture 8 32%
working environment 7 28%
corruption 3 12%
sex 2 8%
physical 5 20%
Total 25 100%
Source: primary collected through questionnaire: 2013
Table 4.2 item number 6, show that 17(42.5%) of the respondents replied
that conflict has a significant role in promoting the performance of
employees where as 14(35%) of the respondents replied that there were no

19
conflict improve employees performance and 9 (22.5%) think that conflict
does not completely contribute to promote the performance of employees
but some extent it can promote.
According to table 4.2 item number7, informs that 21(52.5%) of the
respondents said that functional conflict have in our organization and
19(47.5%) of the respondents said that dysfunctional conflict have in our
organization.
Table 4.2 number8, show that 15(37.5%) of the respondents said that their
attitude towards conflict management and negotiation are very good.
However, 25(62.5%) forwards that their attitude on conflict management and
negotiation is good at some extent
Table 4.2 item number9, indicate that 10(25%) of the respondents said that
avoidance is applicable to solve conflict in our organization, then 7(17.5%) of
the respondents said that smoothing where as 8(20%) of the respondents
said that competing and 15(37.5%) of the respondents said that
compromising applicable to reduce the conflict in the organization. Table 4.2
item number 10, 28(70%) of the respondents replied that there are a
situational influences that affect negotiation process and 12(30%) of the
respondents say that no have any situational that affect negotiation process
at all.
Table 4.2 item number11, moreover 32% of the employees agreed that
culture that affect the negotiation process. And item number12, respondents
say that have some other factors such as social and economic factors also
affect the negotiation process.

20
Table 4.3 items that are related with conflict
No Items Respondents
Number Percentag
e
13. Do you believe that you are working
conflict from environment?
yes 2 5%
no 26 65%
Some what 12 30%
Total 40 100%
14. Are you willing and committed to
reduce conflict?
yes 26 65%
no - -
Some what 14 35%
Total 40 100%
15. Are there clearly identified source of
conflict in your organization?
yes 12 30%
no 20 70%

Total 40 100%
16. If your answer for No 15 is yes what are
source of conflict?

21
 task interdependence 3 20%
goal incompatibility 2 13.33%
Power and status difference 2 13.33
scarce of resource 6 40%
personal clothes 2 13.33%
Total 15 100%
17. There is any problem that usually
happens in your organization

yes 25 62.5%
no 15 37.5%

Total 40 100%

If your answer is yes mansion your

suggestion to improve the employees
works performance?

Table 4.3 number 13, reveals that 2(5%) of the respondents said that they
are working conflict free environment where as 26(65%) are respondents
that as they are not working conflict free environment and the remaining
12(30%) are respondents that as they are working conflict free environment
partially. As we can see from responses, 65% of the respondents are respond
they are not working conflict free environment, so as they agreed that may
be degree of conflict various but there is always conflict. In the some table
number 14, indicates that 26(65%) of the respondents respond that as they
are willing and committed to reduce conflict, however, 14(35%) as they are
not willing and committed to reduce conflict as much as possible. Based on
the table 4.3 number 15, 12(30%) of the respondents said that there are
clearly identified source of conflict in the organization. Even if 70% of the
respondents responded that there are no clearly identified sources of conflict
in the organization, 30% identified some source of conflict in the

22
organization. Based on above table item number16, indicates there are a lot
of source of conflict they may affects organization success if they are not
managed effectively. These are task interdependence 20%, goal
incompatibility 13.33%, power and status difference 13.33, scars of resource
40% and personal clashes 13.33%. We can generalize that the organizations
have task interdependence and scarcity of resources.

In the item number17, 25(65%) of the respondents reveals that there is any
problems that usually happen in our organization and 15(37.5%) of the
respondents said there is no any problem that usually happen in our
organization. Based on 62.5% of employee’s mansion some problems such
as, lack of service, shortage of employees, lack of participation at all time
and others…

23
 CHAPTER FIVE
5. CONCLUSION AND RECOMMENDATION
The main objectives of this study indicates chapter one under topics general
objectives and statement of the problem. To assess and to identify the
impact of the conflict on over all activities of the organization as well as on
employee’s performance and to identify types and sources of conflict then to
recommend possible prevention or reduction mechanisms of conflict in the
organization. Under this particular chapter of study sources, types, negative
and positive effects of the conflict effectively concluded.
5.1. Conclusion
In order to get the result of the survey close ended questionnaire was
designed for employees of Tigray Education Bureau. The questionnaires were
distributed to all (40) employees of Bureau. All of employees had a chance to
fill questionnaire effectively. The data has tabulated and analyzed according
to the response of the employee’s.
The conclusion of the major finding is presented in the following manner.
 The result of the study reveals that the organization does not have as
such formally set out mechanisms of conflict management and negotiation.
 Majority of the respondent agreed that there are no clearly identify
sources of conflict in the organization, but some of them agreed that the

24
source of conflict mainly depend on scarcity of resource and task
interdependence.
 Majority of the employees believed that conflict affect overall activities
of organization as well as their performance.
 Almost all of the respondents agreed that their attitude towards conflict
management and negotiation not very good but good.
 Almost all employees agreed that their commitment to reduce conflict
as such not very not satisfactory.
 Majority of respondents repaired that there are situations that
influences negotiation process that mainly caused by culture influence.

5.2. Recommendation
Based on the collected and analyzed in chapter four the researcher forwards
the following recommendation to minimize the existing problem related with
impact of conflict on over all activities of the organization as well as the
employees’ performance.
 It is better the organization try to identify the source of conflict that
frequently occurs within the organization.
 It is also advisable that the organization setout mechanisms that help
to minimize destructive conflict and optimize constructive one.
 It is important that the organization runs it activities effectively and
problems performance by managing and negotiating conflict properly.
 It is also vital to a hence the attitudes of the employees and create
awareness on conflict management and negotiation through facilitating
training programs.

25
 References

Mary Ann von GlionW StevenL. Mcshane (2000) organizational behavior

th
(8 edition) in us A.

th
Robert kreitner, Angelo Kinchi (1997) organizational behavior (4 edition)
Mcgrawn Hill companies
Petrick M. wight, Raymond A. Noe (1995) management of organizations in Mc
Graw Hill
Raymond A. Noe, JohnR. Hollen Back (1996) Human Resource management

nd
(2 edition) in McGraw -Hill

Stephen P.Robbins, Timothy A. Judge (2003) organizational behavior () 12 th

edition) in USA.

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Appendix
The main purpose of these questioners is to gather the relevant information from employees
on conflict management and negotiation particularly in Tigray education bureau, to find out
sources of conflict and suggest mechanisms that help to reduce conflict in the bureau. In
addition to this, it is also intended for the particular fulfillment of Bachelor degree (BA) of art in
cooperative business management (BM)

Instruction

 Do not write your name and feel free to check on what answer you think is important
for the study.
 Tick the box to show your agreement and give brief answer in the blank provided.

Personal information

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1. Sex male female

2. How old are you ___________________________?

3. Marital status married unmarried divorced

windowed
4. Are you read and write yes no
5. If your answer for number 4 is yes, how many years of schooling _____________?
6. How many years of service in these organization____________________________?
Basic information

6. Do you think that conflict improve employee’s performance?

Yes no
7. Which type of conflict has in the organization?
Functional dysfunctional both
8. What looks like your attitudes toward conflict management and negotiation?
Very good good not good
9. What technique for conflict management is applicable in your organization?
Avoidance smoothing arbitration negotiation
all
10. Are there any situational influences that affect negotiation?
Yes no
11. Is your answer for number 12 is yes, what are those influences?
Culture working environment corruption sex
Physical factor all

12. Please state if any other factors

________________________________________________________________________
________________________________________________________________________

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 ________________________________________________________________________
________________________________________________________________________
________________________

The items that relate to conflict

13. Do you believe that you are working conflict free environment

Yes no some what

14. Are you willing and committed to reduce conflict?

Yes no somewhat

15. Are there clearly identified sources of conflict in your organization?

Yes no

16. If your answer for number 16 is yes, what are those sources?

Take inter dependence goal incompatibility

Power and status difference

Scarce of resources personal clashes all

17. There is any problem that usually happens in your organization?

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 Yes no

If your answer is “yes” mention your suggestions to improve the employee work performance

________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
______________________________________________________________________

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