Conflict management as a tactic of modern management in an organization
Table of contents: The Kazakh-American Free University Academic Journal №9 - 2017
Author: Parks Esther, Kazakh-American Free University, Kazakhstan
Due to existing attitudes towards conflict as a negative phenomenon,
most people believe that they cannot manage them and try to avoid them whenever
possible. But the conflict badly lends itself to correction, when it has
already acquired destructive power, and it enriches life if it is properly
managed. Conflict allows you to determine what is needed to develop and improve
all areas of the enterprise. He also puts employees in front of the need to
constantly communicate with each other and to know each other a little more. People
appreciate the need to understand the norms of existence and desires of others
and the inability to be free from society by living in it.
creating disputes, checks the entire team and every employee separately, and
does not in itself strengthen or weaken the organization [1, p. 247].
Conflict needs to be managed, making it as useful as possible. If we
avoid discussing our difficulties and fears, it is impossible to understand
either the real state or the ways of development, nor to learn any lessons. And
if you master the conflict skillfully, it strengthens the collective and the
organization as a whole.
"Shygysenergotrade" has a tendency to a constant increase,
which positively characterizes the activity of this enterprise.
The average number of employees increases by 1.34% in 2016 compared
to 2015 and by 2.42% in 2015 compared to 2014. The number of workers also increases
year by year: by 0.92% in 2015 and by 0, 91% in 2016.
During all three years the number of main workers increases by 2.59%
and by 5.04% in 2015 and 2016, respectively, while the number of auxiliary
workers tends to decrease. In 2015, their number increases by 2.50%, and
already in 2016, it decreases by 9.76% [2, p. 18].
This is due, above all, to the combination of one worker two
functions. The number of other workers during the analyzed period does not
change, because In 2015, reduced by 0.59%, and in 2016 increases by the same
number of percent.
"Shygysenergotrade" works profitable. The collective cope
with the tasks set.
Working conditions at the enterprise meet all requirements of the
legislation of the Republic of Kazakhstan. Hospital sheets are paid and annual
paid leave is provided. Special clothes and special food are allocated
according to established norms. Safety and fire safety regulations are
The main technical and economic indicators of the company's activities
are presented in Table 1.
The table shows that the increase in sales proceeds is more than two
times lower than the increase in production costs. In this regard, net profit
in 2016 is lower than in the previous two years. In 2016, the profitability was
Table 1. Basic technical and economic indicators of the enterprise
In 2015, profitability takes the most favorable indicators in the
period under study - 0.501. It can be seen that in the article of expenses, an
increase in wages to employees has a slight effect on the overall increase in
The economic efficiency of the use of production fixed assets is
characterized by indicators of capital productivity, capital ratio and
A general indicator of the effectiveness of the use of fixed assets
is the return on assets [3, p. 126]. Capital productivity is the ratio of the
value of gross output to the average annual cost of production fixed assets.
When calculating the indicator, own and leased fixed assets are taken
into account, the OS that are on conservation and leased out is not taken into
The rate of return on assets is analyzed in dynamics over a number
of years, so the volume of production is adjusted for changes in prices and
structural changes, and the cost of fixed assets - by the coefficient of
The decrease in the return on assets indicates a decrease in the
efficiency of the use of fixed assets. The increase in capital productivity can
be achieved both due to the relatively low proportion of fixed assets, and at
the expense of their technical level. Decrease in the return on assets indicates
an increase in the costs of the reporting period.
Another important indicator characterizing the efficiency of the use
of fixed assets is the capital ratio of fixed assets. The cost of production is
the average annual cost of production fixed assets per 1 tenge of gross output.
Stock-equipping grows from year to year. With a slight change in the
number of employees, this indicates the renewal of fixed assets in the
enterprise, the modernization of machinery, etc.
Analysis of the efficiency of the use of fixed assets showed that
the company is updating its fixed assets. For this reason, the indicators of
capital productivity and capital ratio decrease.
Using the balance of the company for three years, a condensed
balance was drawn up (Appendix A). The condensed balance makes it possible to
make a preliminary assessment of the financial condition of the enterprise.
First, there are articles that speak of unsatisfactory work - these are losses.
Secondly, the articles testifying to certain shortcomings are a large accounts
payable. Accounts payable in the enterprise under investigation is low.
Revealing the causes of conflicts between employees is one of the
main reasons for developing a socio-psychological typology of conflicts.
This typology is proposed on the basis of studies conducted at the
enterprise "Shygysenergotrade" in the department of energy
inspection. This typology is based on the interrelationships of people within
their relationships in the primary production team. First, these are
interrelationships of a functional nature, determined by joint labor activity.
These relationships are both direct and indirect. Thirdly, these are
psychological relationships that are caused by the needs of people in
Conflict between employees and the boss is often based on the
failure of additional work, which is not related to their professional
activities. When one of the inspector engineers is temporarily absent (due to
illness, administrative leave), the chief shifts his duties to a dispatch engineer,
and the dispatcher, in turn, refuses to do anybody else's work without payment
[3, p. 158]. The chief motivates it by the fact that the job description says
that the employee is required to perform one-off instructions from the head,
although these instructions are given regularly. The head suppresses the
interests of workers, and the workers no longer defend their opinion and carry
out this work, as the refusal is fraught with the loss of the premium and the
reduction of the KTU (labor participation ratio). In this case, they stick to
the adaptation style.
Conclusion: In the analysis of conflict situations it was revealed
that in the department for work with clients two styles predominate, the style
of adaptation and compromise. The test showed that the style of competition and
With more detailed consideration of conflicts, it became clear that
the difficulties may be due to the fact that people do not know how to behave
rationally in a conflict situation. The test used for the behavior in the
conflict [4, p. 68] helped to determine how inherent the rational and
non-rational behavior of employees in confrontation with other people.
On the ways of resolving conflicts, one can speak only when emotions
have died down and the parties are ready for the rational conduct of
If the employee understands that as a result his situation will
improve, he will be more optimistic about the process of finding the best ways
out of the conflict.
To improve relations and end conflicts, I recommend using a partner
type of conflict resolution.
«The head of the department of energy inspection must learn to
perceive the arguments of the opposite side, strive to combine personal and
organizational factors. Readiness for compromise, mutual search for solutions,
perception as a normal factor of activity are those conditions that favor the
preservation of business and personal contacts without conflicts. He recommends
training for personal growth» [5, p. 83].
In order to improve the psychological culture of employees, it is
advisable to conduct trainings on the development of behavioral skills in a
conflict situation, to improve the psychological skills of confident behavior,
It is necessary to strengthen moral and material incentives for
work, create an atmosphere of support and mutual understanding between
employees, as well as a favorable climate in the team. To do this, you should
often praise workers for their good work, declare their gratitude, raise
premiums, and increase KTU.
Thus, in a conflict situation or in dealing with a difficult person,
one should use this approach, which is more in line with the concrete
circumstances, and in which one can feel most comfortable. The best advisers in
choosing the best approach to conflict resolution are life experience and the
desire not to complicate the situation and not to bring a person to stress.
It is necessary to achieve a compromise, adapting to the needs of
another person; Persistently pursue the implementation of their true interests
in another aspect; Avoid discussion of the conflict issue, if it is not very
important for you; Use the style of cooperation to meet the most important
interests of both parties. Therefore, the best way to resolve a conflict
situation is to consciously choose the optimal behavior strategy.
Experts have developed many recommendations concerning various
aspects of people's behavior in conflict situations, the choice of appropriate
strategies for behavior and means of conflict resolution, as well as its
It is believed that a constructive resolution of the conflict
depends on the following factors:
- the adequacy of the perception of the conflict, that is,
sufficiently accurate, not distorted by personal predilections, assessments of
actions, intentions, both of the enemy and of one's own;
- openness and effectiveness of communication, readiness for a comprehensive
discussion of problems, when participants honestly express their understanding
of what is happening and ways out of the conflict situation;
- creating an atmosphere of mutual trust and cooperation.
"Depending on how effective the conflict management is, its
consequences will become functional or dysfunctional, which in turn will affect
the possibility of future conflicts: eliminate the causes of conflicts or
create them" [6, p. 95].
After the developed recommendations have withstood the legal and environmental
inspections, an organizational and economic audit is conducted.
The economic substantiation of design decisions, and also
organizational: the social, social-psychological, ergonomic, psychological,
etc. is carried out.
The expected (as a rule, annual) economic effect and economic
efficiency of the proposed solutions are calculated.
Based on the recommendations on resolving conflict situations at the
enterprise "Shygysenergotrade", considered in section 3, we will give
an economic evaluation to this project.
In order to improve the psychological culture of employees, it is
advisable to conduct trainings.
The main reasons for conflict situations in an organization are the
limited resources that need to be divided, the interdependence of tasks, the
differences in goals, the differences in the values presented, the differences
in the manner of behavior, the level of education, and poor communication, the
imbalance of jobs, lack of motivation to work . Poor communication is both a
cause and a consequence of conflict. The structure of the organization is a
defining moment for the typology of emerging conflict situations. In vertically-oriented
organizations, conflicts are mainly vertical "boss-subordinate", in
horizontally-oriented organizations, horizontal conflicts
"worker-worker" are added to these conflicts.
Changing attitudes to conflict almost means changing the outlook on
life. If you try to look at conflicts in a new light, you can confidently and
even creatively find a way out of them.
The consequences of conflict situations are also not always
unambiguous. The conflict can lead both to the improvement of the functioning
of the organization as a whole (its departments in particular), and to the
disintegration of the organizational structure, the cessation of the
organization's activities (in accordance with its goals and objectives).
Consider the functional and dysfunctional consequences of the conflict only
from the point of view of their balance. It is impossible to achieve an
unambiguously positive or unequivocally negative way out of the conflict.
Always as a result, there will be both constructive and destructive moments of
the conflict for the organization, units, people.
Thus, even at the initial stage, various organizations are divorced
in different fields of activity, their functions are delimited and points of
acute contact and conflict-related tension are removed.
It is necessary to regulate the employees of the enterprise with the
rights and duties:
- the right to demand worthy educational and social services from
- the right to realize their creative ideas within the projects of
- the obligation to be responsible for the results of their
activities or inaction.
In difficult situations, it is not always necessary to seek an
impeccable solution. Such a search can not only put us in a desperate
situation, but in itself it may not be appropriate. We need to look for a
working solution that will change the situation, behavior and thinking.
Now, more than ever, it is important to remember that improving
discipline cannot be achieved only by administrative measures. In the period of
democracy, the demands on people are increasing, but the ways of influencing
them, the methods of upbringing, are changing. [7, p.338].Now the success in
the work is led not so much by instructions, orders, orders to employees, how
much logic, beliefs, example. And this puts high demands on the intellect, the
erudition of the leader, and his psychological and pedagogical training. There
is an internal conflict, the need, regardless of the objective difficulties, to
work tirelessly on you, to improve your professional skills and ability to work
with people. But not all managers understand this right away. There are clashes
between masters and workers, department heads and employees, often escalating
Conflict is not a tragedy; it has a right to exist. Within any
cooperation of people competition and rivalry between its members inevitably
arise. [8, p. 159]. It is naive to think that in the team there can be peace
and quiet, under which no one enters into a dispute with anyone, there are no
contradictions. Conflicting life is an illusion. In any educational
institution, in the enterprise or in the organization, a new, advanced one
defends the right to exist in the struggle against the old, in overcoming
stagnation and conservatism, negative habits, dogmatic opinions. Different
types of struggle create conflict situations, exacerbating contradictions,
which increase emotional excitability and mental tension of people.
Summarizing the above, it is worth emphasizing once again that the
ability to manage conflicts is the most important professional quality of a
manager, without which it is inconceivable to effectively perform his
The basis for conflict management is the understanding of social
conflict as a type of social interaction that is characterized by a
confrontation between social actors (individuals, groups, communities, parties,
countries, etc.) due to the contradiction in their needs, interests, goals, and
social statuses , Roles and functions, and focused on achieving remuneration by
imposing one's will, obedience, weakening, elimination, and in some cases also
the destruction of an opponent seeking to achieve About the same remuneration.
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Table of contents: The Kazakh-American Free University Academic Journal №9 - 2017