Organizational Conflicts: Causes, Effects and Remedie

Collective Action 

This paper examines the causes, effects and remedies of organizational conflict. What are the things that lead to conflicts in organizations? The study found out that like other terms, conflict generates considerable ambivalence and leaves many scholars and administrators quite uncertain about (1) its meaning and relevance; and (2) how best to cope with it. Conflicts are inevitable in human life. It is also inevitable in organizations or even between nations. Conflict is an inseparable aspect of people’s as well as organizations’ life. The study also discovered that conflicts occur in organizations as a result of competition for supremacy, leadership style, scarcity of common resources, etc. If a conflict is not well and timely managed, it can lead to low productivity or service delivery. The study also discovered that conflict can sometimes produce positive result, if well managed. Thus, not all conflict situations are bad. Efforts should always be made to ensure that the causes of conflicts are addressed as soon as they are noticed. The paper concludes that early recognition and paying attention to the conflicting parties and negotiation between parties involved in the conflict should be adopted in resolving conflicts while force or intimidation should never be used to resolve conflicting parties. Force and intimidation can only be counter productive.

Reference: Bernard Oladosu Omisore and Ashimi Rashidat Abiodun. (2014). Organizational Conflicts: Causes, Effects and Remedies. International Journal of Academic Research in Economics and Management Sciences. Nov 2014, Vol. 3, No. 6 ISSN: 2226-3624

Do Trade Unions Have a Future? The Case of Denmark

 TRADE UNION 

 (ABSTRACT)

This article analyses union membership among members of the Danish Trade Union Congress (LO). In contrast to most studies about union futures, it takes a subjective membership perspective by drawing empirically on an original database established by the authors. First, we show that there exists a widespread commitment to the union parallel with a very strong connection to the firm. The values of members are highly individualized, favouring non-material needs and interests and strongly supporting the public welfare system.

Secondly, solidarity has changed; it has certainly not disappeared, but, in line with the trends of decentralization of the negotiation system, it has become more oriented towards the narrow relations in the workplace and at the local society level. The thesis of everyday solidarity seems to be confirmed.

The relatively strong membership commitment is offset by abundant criticism of the union leaders who, in the eyes of the members, are primarily running an apparatus more than they are providing activities in which the members can involve themselves and take part democratically.

The final judgement is that the unions in Denmark have a future if they articulate and negotiate the interests of their members. This future seems highly conditional upon sensitive listening on the part of the leaders. In creating a fundament for formulating policies, they must hear what members think and want and they must use democratic decision-making procedures congruent with the integrity of their members. Contingent on these measures, unions probably have a good opportunity to survive and develop in a post-industrial society dominated by rules and norms of 'service capitalism'.

Employee Institutions- Trade Union

 Read about this in book and journal during period 1990s. Found this explanations:

"Informal employee workgroups can operate without complex institutional arrangements and supports. However, if local employee groups link up across workplace and organise on a wider scale, then more formal organization or institutions are needed.

all industrialized societies develop formal institutions for the representations of employee at work, but the form that these take varies greatly. Most call themselves trade union but, as we shall see below, there is often no clear distinction between employee institutions labelled unions and those labelled staff or professional associations."

(Gospel & Palmer, 1983, British Industrial Relations. London: Routledge)- second edition 1993)