CHAPTER ONE

1.0 INTRODUCTION
1.1 BACK GROUND OF THE STUDY
An organization is a social system. It combines science and people
(i.e. technology and humanity). Human beings in organization are rather
unpredictable because conflict situation appear with frequency in daily,
public and private life. his conflict may be on small or large scale, they
may occur within and among group communities or nations, and they may
be triggered by ethnic, racial, in values, beliefs and attitudes regarding
issues.
!resent day organization is characterized comple" relation and
degree of inter#dependence of tas$ that can cause friction.
he management of organization are always faced with problem of
how to co#ordinate and utilize with human resources, basically agrarian
society to a dynamic industrial society with a high loud education and
standard of living than was ever though possible.
his progress has not been without problems. At a time when
organization should be re%oicing in golden age of plenty, they find
themselves engaged in conflict. It is hard to thin$ of any organization in any
society today being devoid of conflict. &othing challenges a healthy self
concept more than conflict.
oday we are surrounded by organization. he employ us sell to us,
and provide our needs. Hence it is a $won fact that organization incapable
of being progressive conflict has the potential to bring positive or negative
1
effect hat clarification of individual views, better idea produced, while
negative outcomes include some people feeling defeated the promotion of
mistrust and suspicion.
!ipelines and product mar$eting company 'ombe Area (!!()) has
implemented a number of strategies to identify and mange conflicts in
pipeline and product mar$eting company 'ombe Area hence this research
will focus on assessing these strategies for managing conflict in the
organization.
1.2 STATEMENT OF PROBLEMS
here are many strategies for conflict resolution, and despite the
application of these strategies by many organizations conflict management
still remains a problem within organizations. *ome prevailing conflict
situation in organization are observed to be as a result of the following
!oor communication when there is no proper flows of information
within an organization the employee always miss#Interprets the
management intension these lead to conflict within the
organization. !eople interpreted reality differently. he perceive
difference in the severity cause an consequences of problems.
(isperception + perception may come from self perception and
other perception.
)ompletion over scarce resource + competition lead to conflict in
organization when there is a high concern lead to serious conflict
arises when people hold in compatible when putting personal
interest before the &igeria set goals.
,ifference in value and believes in principles- we considered to be
very important many people have different believe and most wor$
2
together in organization. *erious conflict arises when people hold
incompatible values or when values are not clear. )onflict also
arises when one party refuses to accept the fact that pat hold
something is a value rather than reference, which will be more
concentration at the inter + organization conflict lead. It is based on
those that the researcher wants to find bout if the problem with
conflict management in !!() 'ombe lies with strategies
employed.
1.3 RESEARCH QUESTIONS
1. .hat Are *trategies for (anaging )onflict in the organization/
2. Are the strategies adequate in the resolving conflict in the 0rganization/
3. o what e"tend have to these strategies contribute to the organization/
4. In what ways does the conflict benefited employees in the organization/
1.4 PURPOSE OF THE STUDY
he aim of the of this research wor$ is to identify-
I. he different strategies used in the managing conflict in !!()
'ombe
II. How effective have negotiation, avoidance style of conflict
management help the wor$ers and management of the organization.
III. Access strategies for managing conflict in the organization
I1. (a$e recommendation as regard to the strategies
1.5 SIGNIFICANCE OF THE STUDY
he importance of this research cannot be over emphasized. It will
assist organization to reduce the rate at which conflict occurs by the use of
3
negotiations, agreement, and avoidance style of conflict. hey approach
style but to mention a few, in the reduction of conflict. he research will
help researcher to find in + debt $nowledge on the strategies available for
the management of the conflict in the organization and any other social
group available.
2inally the research wor$ will serve as reference to students and
researchers who are interested in carrying out more research on conflict
management since it will serve as source of literature.
1.6 SCOPE OF THE STUDY
he scope of the study studies covers pipelines and products
mar$eting company (!!()) 'ombe Area. It will cover conflict
management perspectives, types, source, symptoms, courses, effect, of
conflict and management strategies, the study will cover three (3) years,
that is 4565 to 4563.
1.7 HISTORICAL BACKGROUND OF THE ORGANIATION PIPELINES
AND PRTODUCTS MARKETING COMPANY LIMITED
!ipelines and product mar$eting company limited (!!()) was set up
as subsidiary and strategies business unit (*78) of the &igeria national
petroleum cooperation (&&!)) in &ovember b699:. !!() commenced
operation in ;anuary 69:9 and run in conformity with management culture
of total quality in pursuant of the parent cooperation. !!() was set up to
provide e"cellent customer services by transporting crude oil to the
refineries and moving refined petroleum products to e"isting mar$ets. And
moving refined petroleum products to e"isting mar$ets.
THE MISSION OF PPMC
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!rofitably and efficiently mar$et refined petroleum and petrochemical
products in the domestic mar$et as well as the <)0.A* sub + region and
provide marine service
<nsure security of supply of petroleum products to domestic mar$et
at low operating cost.
(ar$eting special products such as H!20, =!20 and bitumen
combatively in the domestic and international mar$ets. !rovide e"cellent
customer service by efficiently and effectively transporting crude oil to the
refineries and moving petro9leum products to the mar$et.
o supply crude oil to refineries for refining and evacuating petroleum
products from refineries for distribution in the domestic mar$et to ensure
that daily natural demand for petroleum products are made by augmenting
local supplies from refineries with import.
STRUCTURE OF PPMC
!!() )overs the entire spectrum of the nation with pipelines lin$ing one
point to the other. 2or case of operation, it is structured into five (>)
operation areas cash covering geo + political zones of the country. 7elow is
the table representation.
A?<A 022I)< I&)HA?)H< 02 H<A, @8A?<?
!0?HA?)08?
A?<A
!ortharcourt depot
Aba depot
<nugu depot
(a$urdi depot
.arri depot
!0HHA?)08?
0AI?IAA ;<B
.A??I A?<A .arri depot .arri .arri
5
.arri %etty
7enin depot
Abudu pump station
<*)?A10* terminal
!!()
(0*I(I A?<A (osimi depot
Atlas core ;etty and
depot
*atellite (e%igbo =agos)
depot
Ibadan depot
0re depot
Ilorin depot
(osimi
AA,8&A Aaduna depot
Aba%i pump station
645m pump station
Aano depot
'usau depot
(inna depot
*ule%a depot
*ar$in pawa pump
station
Caria
Aaduna
'0(7< A?<A 'ombe depot
;os depot
Bola depot
7iu pump station
'ombe
SOURCE! PPMC BULLETING 2013
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BRIEF HISTORY ON GOMBE AREA OFFICE PPMC
'ombe area office was carved out from Aaduna area office in 699D
specifically to serve the north eastern region. It has five (>) locations under
its control 164- 'ombe depot, (aiduguri depot, Bola depot, ;os depot, and
7iu pump station,
'ombe area is headed by and manager who report to the
e"ecutive director operations resident in the headquarters, while at all the
depots are being by a depot manager who reports to the area manager.

CHAPTER T"O
LITERATURE RE#IE"
1.0 INTRODUCTION
)onflict occurs when one party has frustrated or is about to frustrated
hisEher own effort to achieve a desired outcome. )onflict is not limited to
7
interacting group since it can also occur with in group and individual and wit
in group and individual and wit in and between organizations. )onflict
occurs when two groups have mutually e"clusive goals and their
interactions are designed to defeat, suppress or conflict damage on others.
2or e"ample, conflict usually occurs when labour management negotiations
reach a statement and the union decides to go on stri$es. 7oth side
attempts to suppress and wea$en their opponents by creating and
economic hardship for them.
Interpersonal, inter#group and inter#organization conflict refers to the
conflict between individuals groups and organizations respectively intra#
group and intra#organizational conflict refers to the conflict in usually
described in other terms, such as person role conflict or personally
disorders.
homas (699F) define conflict as Ga process which begins when one
party perceive that the others has frustrated, or is about to frustrate, some
concern of hisH his broad definition encompasses conflicts between will be
used in any given situation can be some what predicted and e"plain by the
social structure or social geometry of the class.
4.6.6 TRADITIONAL $UNITARY% PERSPECTI#ES
he traditional view development from the Hawthorme studies in the
6935s. the view stated that the instability which leads to conflict brea$ing
out was held to be a result of lac$ of trust, openness and adequate
communication managers were held responsible. 2or failing to adequately
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meet the needs and aspirations of employees. 2rom this perspective the
managers %ob has identify the cause of conflict, eliminate then and re#
establish industrial peace.
*alaman (69::) argued that in the managerial literature,
organizations tended to be presented from this unitary perspective are
i. Harmonious co#operative structure
ii. .here no systematic conflict of interest should e"ist
iii. .here no conflict which do arise are seen as e"ceptional and
iv. .here conflict are seen to originate from misunderstanding and
personality factors from e"tra#organizational factors over which,
the company has no control and from the e"pectations or suborn
and infle"ible employees.
,ruc$er (69I:) states that any business must build a true team,
individual efforts into common efforts each member of the enterprise
contributes something different, but they must all contribute towards a
common goals. heir effort must all pull in the same direction without
unnecessary duplication in effort.
2.1.2 BEHA#IOURAL $PLURALIST% PERSPECTI#E
he behavioral view sees conflict as a natural phenomenon that is found
in all organizations and groups. *ince it is inevitable and cannot be
eliminated, it should be accepted. In certain circumstances, it may even
enhance individual and group performance and act as an agent for change.
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!ondy, (69:F) .riters that conflict is not necessary good or bad, but
must be evaluated in terms of its individual and organization functions and
dysfunction. In general, conflict generates pressure to reduce conflict, but
chronic conflicts persist and is ensured under certain conditions, and
consciously created and managed by the politically astute administration.
=oser (69:I) is of the view that conflict, rather than being dissociating,
may indeed be means of balancing and hence maintaining as concern. A
fle"ible society benefit from conflict because such behavior, be helping to
create and modify norms as its contribution under changed conditions.
4.6.3 INTERACTION
?obbin (69:3) writers that, the interactions perspective goes beyond %ust
tolerating and managing the conflict of the behavioral pluralist school. It
actually encourages conflict stimulation as well as conflict resolution. his
perspective argues that a group or department that is peaceful, harmonies
and cooperative can even become apathetic and unresponsive to changing
needs. It may lead to the group thin$ phenomenon described by ;anis
(69:4) which said the, the interaction view encourages group leader to
maintain an ongoing minimum level of conflict which is %ust sufficient to
$eep the group viable. *elf#critical and creative.
Argyris (69F5) saw conflict as aiding the decision ma$ing process and
claimed that one of the requirements of an effective organization was that
conflict should be identified and managed in such a way that destructive
win#lose out loo$ with it accompanying polarization of view was minimized.
*ince the 69I5s, the managerial literature has ac$nowledge the
e"istence of conflict and has viewed it from an interaction perspective old
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view as conflict is avoidable conflict is caused by Gtrouble ma$ers and
conflict is detrimental to as$ achievement while now views as conflict is in
evitable and is lin$ed to change, conflict is determined by structural factors
e.g. system design or career structure and a small level of conflict is useful
particularly where each is used constructively.
he interaction perspective hold that defective managers should not
see$ to eliminate conflict but rather to creates the right level of it so as
gains its benefits.
1an de 1illert (69:>) identified occasions when management might
usefully increase the level of conflict
6. o bring about change
4. o increase group cohesiveness
3. o improve group organization effectiveness.
2.2 FORMS AND LE#ELS OF CONFLICT
here are si" level of conflicts. hese include the following.
i. Intra#personal conflict
ii. Inter#personal conflict
iii. Intra#group conflict
iv. Inter#group conflict
v. Inter#organizational conflict
vi. Inter#organizational conflict.
6. Intra#personal )onflict- # )onflict that an individual e"perience within
himself or herself in choosing between incompatible goals. <"ample
of this $ind of conflict is where someone wants to decide whether to
act in his on interest or in the organizational interest.
4. Inter#personal conflict- # his occurs when two individuals disagree
about issues, or goals and where %oint outcome becomes important.
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Inter personal conflicts e"ist because of differences in two individual
perception orientation or status
3. Intra#group conflict- # his is a conflict that exist between members of
the same group, it may be either substantive or effective. *ubstantive
conflict e"ist when various members of the same committee draw
different conclusion from the same data. 0n the other hand, affective
conflict is based on emotional response to a situation.
D. Inter#'roup )onflict- # his is the conflict that occurs between two or
more group within an organization. ,ifferent organization units initiate
conflict over such issues as tas$ assignment of responsibility,
competition for resource and so all
>. Intra#0rganizational )onflicts- # his is the types of conflict that e"ist
within an organization it encompasses the following
i. 1ertical )onflict- It is the conflict between a supervisor and his
subordinates
ii. Horizontal )onflict- ,epartments at the same level
iii. =ine *taff conflict- # It often occursEor resources or the involvement
of stall line decision.
I. Inter#organizational )onflict- # his is the conflict that e"ist between
two or more organization this can occur because they are inter#
defendant with suppliers, customers, competition government
agencies and so on.
4.3 TYPES OF CONFLICT
)onflict can generally be classified in to two-
6. 0rganized conflict- his conflict usually involves a group of employees
an is usually e"pressed through a trade union or some other forms of
employee organization.
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0rganized conflict is show in actions such as output restriction, go#
slows, overtime bans, wor$s#to#rules, and stri$e. 0ne of the distinguishing
features of organized conflict is that it involves large numbers of people
who have a rational plant to achieve a given ob%ective. And there is
possibility of group cohesion#among those participating, in terms of what
the ob%ect of the action was and how best it could be achieved.
4. 8norganized )onflict- 8norganized conflict is that perceived and
e"pressed by an individual employee unorganized conflict, the wor$ers
responses to the undesirable situation is the only way open to him as
individual, it can be e"pressed in the form of absentee son, labour turnover,
unnecessary pilfering and accidents, sub stage and industrial pilfering of
theft.
It should be noted that organizational conflict is not homogenous but
rather heterogeneous. his is because it ta$es various forms and occurs in
different conditions.
SOURCES OF CONFLICT
he focus is upon structurally derived conflict that is, emerge out of
formal interaction or %ob, requirements. he main sources of conflict can be
categorized under the following headings.
6. <mployment ?elationship- # *ociologist such as ?ead (4554) have
identified the employment relationship as the sources of at least two
types of conflict. he e"change relationship in which the rate at which
wages are e"changed for labour is sub%ect to opposing interest and
priorities. In addition the employment relationship necessarily
requires the subordinate of the employment to the employer.
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4. )ompetition over scares resume# According to !aul Heresy and Aen
7lanchard (455D). his is the $ind of conflict that is most difficult to
avoid in an organization. his is because at any point in some or all
the productive resource are not li$ely to around all the groups as
desired, even, if it is insufficient qualities. (oney, .or$er, (achines,
2urniture, and vehicles are often limited in supply and many
departments and groups can always use more resource than as
made available to them. his gives rise to competitions, may be over
the allocation of the total financial resources in corporate budgets to
the different departments.
3. Ambiguity 0ver ?esponsibility over Authority# Individual may be
uncertain as to who is responsible for performing certain tas$ or
duties, or who has the authority to direct when, each party may claim
or regret responsibility and the result may be conflict.
D. Inter + ,ependence. =awrence and ;ohn )lar$ (4556) say when
individuals, groups or department depend on others in orders to
satisfactorily perform their own %obs, and then conflict can result when
these other fail to ma$e their required contributions in terms of
quantity or time. he other party involved may feel that its own ma%or
goals are being bloc$ed.
>. ,ifferentiation- # According to Hersey and Aen 7lanchard (69:4)
refers to degree to which the tas$ and wor$ of individuals or groups is
divided. Individuals become socialized in to their group with its norms,
values and practices. In consequence, their perception or other
organizational members may be alter. hese others may be viewed
as less competent or of less value. hey will tend to over value. hey
will tend to over value their own group unit as department. Increasing
differentiation in a company encourages the development of an G8*
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A&, H<(H attitude which contributes to the development of conflict
situation.
4.>. SYMPTOMS OF CONFLICT
here are so many symptoms but those that are easily recognize are
as follows-
i. Interpersonal or inter#group %ealousies, rivalry or disputes
ii. !oor communications, formal and informal, as well as
horizontal.
iii. ?esistance to change.
4.> METHODS EMPLOYED IN CONFLICT
(ethod is a way of doing things and in most times requires planning
and different strategies. his is also evident to conflict situation in
organization as some of the method employed includes-
i. 2inding flows in the wor$ of another individuals or department and
then reporting this is to corporate management
ii. =ine manages refusing to accept the advice of staff managers
particular, where the letter are trying to e"tend their influence over
the former
iii. Imposing rule or restriction to increase influence and importance.
iv. .ithholding information, thereby wea$ing the decision ma$ing
capacity of others while increasing your own influence at the same
time.
v. ?epresenting information, particularly specialized or technical
information, in a distorted or unhelpful way to further your own
personal ob%ectives.
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&evertheless, we can that in general terms, the consequences are law
moral, lac$ of motivation, a general feeling of frustration and not being able
to get things done, ineffectiveness, inefficiency, etc. All these utility ma$ing
the organization perform badly.
2.7 CAUSES OF CONFLICT
i. 'luec$ (69:D) argued that, the difference in the values system, ob%ectives
and policies of different individuals and groups it should be remembered
that every organization needs people to achieve its corporate goals. !eople
have a way to strive to achieve their personal goals which may not be in
the line with corporate goal.
ii. ?obbins (69F3) (aintained that, the second cause concerns authority,
particularly the boundaries and relationships between potentially
overlapping spheres or influence authority frequently means money, status
and power (not necessarily in that order) and it is common for staff
managers to e"act their influence over the managers territory and for a
department or some individual to start empire building by trying to ta$e over
the wor$ of others.
iii. )ompetition over scarce resource- # According to homas (699I)
because resource are finite, conflict can cause with respect to how
personal money, space or equipment are shared out. 2rom a win + and
lose perspective, one partyJs gain is held to be anotherJs
iv. Ambiguity over responsibility- According to !ondy (699F) say sometimes
individuals or group may be uncertain to who is responsible each party may
claim or re%ect responsibility and result may be conflict
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v. )ommunication !roblem- # ,onnelly, 'ibson, Ivanceulah (69:F) say
conflict may result because of communication problems groups become
involved with their own areas of responsibility each tends to develop its one
vocabulary, paying attention to an area of responsibility it a worth endeavor.
How ever, it can be considered when a group communicates an idea,
proposed or decision. his often is not the case and there are misinformed
receivers who become irritated and hostile.
1i. *tatus- # 7eing conscious of status since points out as of the causes of
conflict in organizations. Herbert (69:5) observed that it is because
numerous status scales area in action at any particular time, most people
are quic$ in defining and answering their position relative to another for
many people, status is highly important, they want to level where they
stand in relation to others. Higher status people find it difficult to ta$e orders
from those they perceptive to be of lower status.
vii. ?eciprocity- # 'roup members feel that they should receive a %ust
reward for their service. If the relationship between groups are such that
one group see us to be always doing something for the other group without
receiving benefits in return, it gives rise to a feeling of being cheated and
the affected group will choose to cause choose as a way of Kconflicts.
EFFECT OF CONFLICTS
)onflict can result to positive or negative effects, depending the way
it is handled.
a. P&'()(*+ E,,+-)'
i. Increase pay per change of employee as can be seen in- increase in pay
per charged of medical personnel during the 7abangidaJs administration
17
increase in pay charges of A*88 and A*8! during 0basan%oJs
administration.
ii. 'luec$ (69:D), also observed that conflict can be of value to the
organization by providing opportunity for new leaders to arise and for the
organization to respond to changing circumstances.
iii. (oberg and 7rown (699I) also view the positive ways conflict motivates
in that nothing motivates individuals quite li$e computation and conflict.
herefore they can stimulate a competitive environment in which all the
partials demonstrate a $illing#ness to put first a high degree of effort.
hey also have the view that conflict always result in change some
organization changes originated as a result of conflict and conflict proud the
initial atmosphere that stimulates as search for the alternatives
)onflicts also clear the air by letting some disagreement that have
remained frustrating in latent. 8ne"pressed state to be e"pressed when
they are cleaned, reduces tension and result in an improved relationship.
$.% N+/0)(*+ E,,+-)'!
i. ,estruction of properties of organization e.g. ;ulius 7erger &igeria !lc.
Headquarters in 6999 was destroyed as a result of conflict.
# )losing down of school which led to loss of academic session and
$nowledge as can be seen in many institution of learning in &igeria
especially from 69:4 to date.
# *hortage of fuel and that of business activities when tan$er drivers
went on stri$e.
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ii. 0$we (69::) states that as a result of organization conflict, parta$ers to
lose their %obs, others several in%uries and may be persecuted for conduct
li$e to cause a breach of peace.
iii. ,alton (69F:) observed that conflict is a problem some phenomena and
can have disruptive and counter productive effects.
He stated that conflicts are harmful and therefore should be avoided.
He emphasized that the structure of organization creates conflicts and any
change bring with it born conflicts. He however observed that if we have to
adopt the short sighted view that Gconflict is wholly negative and should be
avoided, then no change would ever be implementedH therefore, a more
realistic way of viewing conflict is that it is inevitable.
4.9 CONFLICT MANAGEMENT STRATEGIES
In the effective management of conflict, several strategies have been
proposed. As suggested, if conflict is seen as inevitable and solution is not
possible, a situation of helplessness may lead to resignation to ta$e as
power struggle. he basic idea ;echint (6995) has been is suggesting
different methods of conflict management. In his study conflict can be
managed in the following ways.
i. Avoidance (leaser wall alone)
0ne party may recognize that a conflict e"ist but chooses to withdraw
from it or to suppress it. his style therefore involves ignoring conflict in the
hope that they will go away, putting problems on hold, involving slow
procedures to stifle the conflict, using secrecy to avoid confrontation, and
appeal to bureaucratic rules to resolve the conflict. he desire to evade the
over demonstration of a disagreement is not possible or desirable, the
19
individual may suppress, i.e. withhold their differences. In situation where
people have to interact because of their wor$ requirement or because they
are living together, suppressor will be more li$ely that withdrawal.
ii. N+/&)(0)(&1 )&2034' -&1,5(-) 3+'&56)(&1.
&egotiation style of conflict management is a mature style negotiation
is possible when parties are perceived as both interested in peace or
resolution of a problem and area reasonable or open to reason.
&egotiation involves continues interaction and dialogue with parties in
order to find a solution which minimizes advantage to both the groups it
envisages mutually of a relationship %oint e"ploration and search for the
most satisfying solution. his style is described as problem solving
approach by 7la$e *harp and (outon (69:9) and various other writers.
iii. Approach styles is conflict management-
his style of conflict management ta$es more aggressive and
understanding forms. It confronts the conflict, ta$es positive steps to
understand the problem and find solution and there are three approaches.
)onfrontation- # .hen the other party perceived the other party both as
opposed to its four may be adopted this mode is often adopted by the
management or the trade union in their conflicts.
# Arbitration it the party is perceived as being as being ball great and
interested in place and yet not unreasonable, arbitration by ob%ectively and
give awards acceptable to both groups.
# )ompromise (*lit the difference) when each of the parties give up some
aspect of their concern then sharing occurs and one loses. Instead, partiesJ
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trade off one advantage for an other in union management relation
compromised conflict handling orientation involves negotiation loo$ing for
deals and trade off and finding satisfaction or acceptable solution.
iv. !reventive management involvement and participation-
!revention of a conflict involves anticipation of the potential cause in
to positive force leading to better understanding and cooperation. wo main
strategies are out lined here for preventive management of conflict.
Involvement of the various people concerned in a common tas$ may help in
reducing considerably the breading groups may be involved in finding
alterative solution, this is what is vally called participation people from
various levels and group can be presented on such groups, may help in
prevention of unhealthy conflicts. !articipation of employees also involves
collaboration with others with team building helps in changing the potential
cause of conflict in to positive forces of co#operation.
0ther commonest methods of managing conflict in organization are.
#. <stablishment of rules and produces of conflict
# *eparating employees who clash
# Holding meeting or arranging confrontation where the cause of conflict
can be thoroughly aired and the conflict resolved.
# )hoose management of the area of conflict
#.!roviding an arbitration facility or establishing a grievance procedures to
settle disputes.
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CHAPTER THREE
RESEARCH METHODLOGY
3.0 INTRODUCTION
his chapter includes the research technique(s) used in gathering data
about the sub%ect matter.
he chapter also contains the type of the study and sample size of
study sample.
0ther contents of this chapter are research instrument(s) and method of
data analysis.
3.1 TYPES OF RESEARCH
his type of research adopted is what is referred to as survey study
approach in which the research is reporting field efforts.
7y using the case approach events could be reported in its natural
form there were possibilities of observing sub%ective communications.
3.2 POPULATION OF THE STUDY
he population of these research )omprises of staff (4>I) that is the
total number of staff of pipelines and products mar$eting company in.
'ombe Area.
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3.3 SAMPLE OF THE STUDY
*ince it is not possible because to sample all staff of pipelines and product
mar$eting company limited 'ombe Area. A sample size of 654 employees
representing D5L of the total population was chooses through systematic
sampling technique in which the element (name) is drawn.
*ample size is 654 people.
D5E655 M 4>I N 654 !eople
3.4 RESEARCH INSTRUMENT FOR DATA COLLECTION
he nature of the research called for the adaptation of two principal
instruments for data collection. hese are questionnaire and oral interview.
hese two instruments become necessary in order to arrive at both specific
and general facts about strategies used in management of conflict in
pipelines and products mar$eting company limited 'ombe area and to
ascertain how effective these strategies have been.
?eason for using interview is that for the researcher can collect
information on time from the respondents. he in ability of many !eople to
respond properly with interview method, the interview can get detailed
answer on any question was unclear to the respondent through clarification
and probing.
?eason for using questionnaires is that the respondent is free to
e"press his view because of the possibility of not being identified.
@uestionnaires are usually less costly to administer this because the
researcher can handle the questionnaire to large number of respondents.
3.5 ADMINISTRATION OF RESEARCH INSTRUMENT
he researcher approached some staffs of pipelines and products
mar$eting company limited 'ombe area that were selected through a
systematic sampling techques and served them with copy each of the
questionnaire for completion and returned to the researcher.
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3.6 METHOD OF DATA ANALYSIS
he use of table and percentage method representations was
employed. he researcher also made use of bar chats, pie charts, in
analyzing the data. he information in each table is further e"plained
through the description technique of data analysis.
CHAPTER FOUR
PRESENTATION AND ANALYSIS OF DATA
4.1 INTRODUCTION
This chapter deals with the data presentation and analysis using the data
collected by means of questionnaire.
TOTAL PERCENTAGE % RESPONSE
Number of questionnaire distributed 102 100
Number completed and return 64 62.74
Number uncompleted and return 17 16.70
Number not returned 1 12.74
Number incorrectly filled ! 7.!4
Total 102 100
Source: Filed or! "ur#e$ %&14.
Table 4.1 "bo#e shows that a total of 102 questionnaires were distributed to
staff of the pipelines product mar$eting company %ombe "rea& 102 questionnaires
representing 62.74' are properly filled and returned& 1 questionnaires
representing 12.!4' were incorrectly filled.
The properly filled questionnaires were used for the analysis of this study.
This is to ensure reliability and accuracy of the data collected.
24
'ue"(io) o)e.
(ow long ha#e you been with the organi)ation*
T*+le 4:% Ye*r o, E-.erie)ce
OPTION RESPONSE PERCENTAGE %
0+, -ears 4! 47
4+. -ears 2. 2!
10 abo#e 2, 2,
Source: Field or! "ur#e$/ %&14
Table 4.2 "bo#e shows that 4! respondent /47'0 stated that they ha#e been
wor$ing for ,+. years& while 2, respondent /2,'0 stated that they ha#e been
wor$ing for 10 years abo#e.
'ue"(io) (o
'ue"(io) (o
1o you e2perience conflict in your rgani)ation*
25
3ption 4ig 4.1 52istence of 6onflict.
Source: Field 0or! Sur#e$ %&14
4rom the response& ma7ority of the respondents /,7'0 said that they
e2perience conflict in the pipelines products mar$eting %ombe "rea& /7'0
respondents said they do not.
8uestion three. 9hat were the cause of the conflict*
:esponse
;oor 6ommunication < 1 = 60 < 7
0

64
1ifference in 3b7ecti#e < 14 = 60 < 7.
0
64
1ifference in >alue < 7 = 60 < .
0
26
64
6ompetition o#er scarce resources < 4 = 60 < 2
0
64
"ll of the abo#e < 26 = 60 < 146
0
?
64
TOTAL 1 23&
&

4ig 2. 6ause of 6onflict
Source: Field or! Sur#e$ %&14
27
4rom 4ig. 2 abo#e 1 out of the 64 representing 20' /7
0
0 in the pie chart
said that conflict is cause by poor communication pipelines products mar$eting
company %ombe area& 14 out of 64 respondents representing 22' /7.
0
0 said
conflict is cause by difference in #alue system& 7 out of 64 representing 11' and
.
0
in the ;ie chart said conflict is cause by difference in ob7ecti#e& while 4 out of
64 respondent representing 6'& /2
0
0 said conflict is caused by competition o#er
scarce resources. The ma7ority of the respondents& 26 out of 64 representing 41'
/1!
0
0 said that conflict is cause by all of the options pounded abo#e.
'ue"(io) ,our.
9hat are the le#els of the conflict that e2ist in the organi)ation*
TA4LES 4.2 LE5EL OF CONFLICT
OPTION RESPONSE PERCENTAGE
@nter+personal conflict 6 6
@nter+personal conflict 4 3%
I)(r*67rou. co),lic( % %.8%
I)(er67rou. co),lic( %9 42.%%
I)(r*6or7*)i:*(io) 21 48%
I)(er6Or7*)i:*(io) 6 6
To(*l 34 1&&
Source Field or! Sur#e$ %&14.
4rom table 4. abo#e none of the respondents said that intra+personal
conflict e2ist in pipeline product& mar$eting company %ombe "rea& 4 out of 64
respondents representing 6' said inter+personal conflict e2ist in pipeline product
mar$eting company %ombe area& 2 out of 64 representing 2!' said inter+group
conflict e2ist in pipeline product mar$eting company %ombe area& while ma7ority
of the respondent 1 out of 64 representing 4!' said that intra+organi)ational
conflict e2ist in the organi)ation and none the respondent said inter+organi)ational
conflict e2ist in the abo#e mentioned organi)ation.
28
8uestion fi#e. (ow do you react when there is conflict in your organi)ation*
TA4LE 4.4 REACTIONS TO CONFLICT
OPTION RESPONSE PERCENTAGE %
:estriction of output 2 ,0
"bsenteeism 26 40.!
Aabotage 6 ..2
T3T"B 64 100
Source: Field or! "ur#e$ %&14
4rom table 4.4 ma7ority of the respondents& 2& out of 64 representing ,0' said
they read to conflict by restriction of output& 26 of 64 respondent representing 40'
said they react when there is conflict in pipeline products mar$eting company
%ombe "rea& by absenteeism& while 6 out of 64 representing ..2' said they react
to conflict by sabotage.
8uestion 6. @s conflict beneficial to your organi)ation*
Re".o)"e
29
Source: 4ield 9or$ sur#ey 2014
4ig 4. Cenefits of conflict to the organi)ation. 4rom figure 4. Da7ority of the
respondents ! out of 64 said that conflict is beneficial to pipelines product
mar$eting company %ombe "rea&
8uestionnaire se#en& @f yes to question 6 abo#e& in what ways has conflict
benefited the organi)ation*
TA4LE4.; 0AYS CONFLICT 4ENEFIT THE ORGANI<ATION.
OPTION RESPONSE PERCENTAGE %
Atimulate a comparati#e en#ironment 7 1!'
Cring about organi)ational changes 2 61'
"ll of the abo#e ! 21
Total ! 100
Source: Field or! "ur#e$ %&14
4rom table 4., abo#e the ma7ority of the respondents 2 out of ! said that conflict
is beneficial to pipelines product mar$eting company %ombe area& by bringing
about organi)ational changes 7 out of ! respondents said conflict has benefited
the organi)ation by stimulating a competiti#e en#ironment& while ! out of !
respondents said that conflict has benefited pipeline product mar$eting company
%ombe "rea& through all of the options pro#ided in table 4+, abo#e
8uestion !. @s conflict beneficial to the organi)ation*
30
3pinion
Source ,ield or! "ur#e$ %&14
4rom 4igure . abo#e& ma7ority of the respondents 4! out of 64 confirmed that
conflict is beneficial to the employees in pipeline product mar$eting company
%ombe area& while 16 out of 64 respondents said conflict is not beneficial to the
employees in the abo#e mentioned organi)ation.
8uestion .. @f yes to question ! abo#e in what ways has conflict benefited the
employee in the organi)ation*
T"CB5 4.6
OPTION RESPONSE PERCENTAGE
@mpro#ed wor$ing condition 7
@ncrease wages and salaries 7 16
Cetter relationship with management 7
"ll of the abo#e 70
TOTAL + +
Source: ,ield or! "ur#e$ %&14
31
4rom table 4.6 abo#e 0 out of 4 re#ealed that conflict is beneficial to the
employees through impro#ed wor$ing condition 7 out of 4 respondents said
conflict is of beneficial to the employees through increase in wages and salaries& 1
out of 4 respondents are of the #iew that conflict has benefited to employees
through better relationship with management& how e#er the ma7ority of the
respondents 0 out of 4 said conflict has benefited the employees in pipeline
product& mar$eting company %ombe "rea& through all of the option product in 4.6
8uestion 10. 9hat are the strategies employed by your organi)ation in conflict
managementEresolution*
32
4ig 4., Atrategies for employed for conflict.
Source: 4ield 9or$ Aur#ey 2014
4rom figure 4., abo#e ma7ority of the respondent 17 out of 64 said that the
strategy employed for conflict management strategy& 17 out of 64 respondents said
it is pre#enti#e management strategy& 6 out of 64 confirmed the a#oidance style
strategy& while 17 out of 64 respondents said the strategies employed for conflict
management in pipeline production mar$eting company %ombe area& are the
negotiation pre#enti#e management strategy.
33
'ue"(io) ele#e).
1o you thin$ the strategies for management of conflict in your organi)ation
adequate*
Re".o)"e
3ption
4ig 4.6 "dequacy of strategies
Source: 4ield wor$ sur#ey 2014
4rom figure& 4.6 abo#e 26 respondents out of 64 representing minority
said strategies for conflict management in pipeline product mar$eting company
%ombe "rea are adequate& while ma7ority ! out of 64 respondents said they are
not adequate.
34
'ue"(io) (el#e.
(a#e the strategies contributed to the progress of the organi)ation*
TA4LE 4.9 CONTRI4UTION OF CONFLICT =ANAGE=ENT
STRATEGIES.
OPTION RESPONSE PERCENTAGE %
-es 26 41'
No ! ,.'
TOTAL 34 1&&
Source: Field or! "ur#e$ %&14.
4rom Table 12 abo#e 26 respondents out of 64 representing minority said
that the strategies employed by pipeline product mar$eting company %ombe area&
ha#e not contributed to the progress of the organi)ation while ! response out of
64 representing the ma7ority said that the strategies not contributed to the progress
of the organi)ation.
'ue"(io) (>ir(ee)
@f yes to question 12& how*
The following are the responses gi#en by the #arious respondents are
summari)ed belowF these strategies ha#e helped fairly in
+ :eduction in the le#el of conflict in the organi)ation
+ @mpro#ed organi)ational effecti#eness towards its set goals and ob7ecti#es.
4.% ANS0ER TO RESEARCH 'UESTIONS
35
:esearch question 1G 9hat are the strategies for management of conflict in
organi)ation*
To answer this question reference is made to question 10 figure 4., where
17 out of 64 respondent said that the strategy for conflict management employed
by pipeline products mar$eting company %ombe "rea& is negotiation strategy& 17
out of 64 respondent said it is the pre#enti#e strategy& 6 out of 64 said a#oidance
style& 7 out of 64 respondents said approach style& while another 17 out of 64 said
the strategies employed for conflict management are negotiation and pre#enti#e
management are negotiation and pre#enti#e management strategies employed by
pipeline products mar$eting company %ombe area& for management resolution of
conflicts are the negotiation and pre#enti#e management strategies.
Re"e*rc> ?ue"(io) (o.
"re those strategies /Negotiation and pre#enti#e management0 adequate in
resol#ing conflict in the organi)ation*
To answer this question& reference is made to question 12& table 4.7 in
response to question ! out of 64 respondents said they are not adequate from
these findings it can be concluded that strategies for conflict management in
pipeline product mar$eting company %ombe area& is adequate.

Re"e*rc> ?ue"(io) (>ree
To what e2tend ha#e these strategies /negotiation and pre#enti#e management0
contributed to the progress of your organi)ation*
To answer this question& reference is made to question 12 and 1 in response
to question 12 table 4G7 minority of the respondent& 26 out of 64 representing 41'
are of the #iew that the strategies ha#e contributed fairly to the progress of the
organi)ation.
36
@n response on question 1 which based on interwea#ing respondents said
that the strategies ha#e helped fairly in the reduction of the le#el of conflict in
pipeline product mar$eting company %ombe "rea& and has helped fair impro#ing
the organi)ational effecti#eness that the strategies for conflict management adopted
by pipeline products mar$eting company %ombe area& ha#e contributed fairly in
the progress of the organi)ation.
Re"e*rc> ?ue"(io) ,our
(as conflict benefited the employee in the organi)ation*
To answer this question& reference is made to question ! figure 4.4 and
question . table 4.6 in response to question ! figure 4.4 ma7ority of the respondent
4! out of 64 confirmed the fact that conflict is beneficial to the employees in
pipeline product mar$eting company %ombe area& while 16 out of 64 respondent
said conflict is not of any benefit to the employees in the organi)ation. @n response
to question . table 4.6& out of 4 respondents re#ealed that conflict is beneficial
to the employees in pipeline product mar$eting company %ombe area& through
impro#ed conditions& 7 out of 4 respondents said that conflict is beneficial to the
employees in wages and salaries& out of 4 respondents are the #iew that conflict
has benefited the employees through better relationship with management& while
ma7ority of the respondents 0 out of 4 said has benefited the employees in
pipeline products mar$eting company %ombe area& through all of the option
pro#ided in table 4.6 based on these findings it is confirmed that conflict is
beneficial to the employees in pipeline products mar$eting company %ombe "rea.


CHAPTER FI5E
;.& SU==ARY/ CONCLUSION AND RECO==ENDATION.
37
;.1 SU==ARY OF FINDINGS.
4rom the analysis of data collected& the findings are here by listed as
followsG
+ The 5mployees of the pipeline product mar$eting company %ombe area&
agreed that they e2perience conflict which is often caused by poor
communication& difference in #alue system& difference in ob7ecti#e and
competition o#er scarce resource.
+ @ n order to manage or resol#e conflict in pipeline product mar$eting
company %ombe area& the management of the organi)ation employs the
negotiation and pre#enti#e management strategies& which according to the
finding are adequate in the resolution of conflict in the organi)ation.
+ The negotiation and the pre#enti#e management strategies employed by
pipeline product mar$eting company %ombe "rea& for conflict management
ha#e contributed fairly to progress of the organi)ation& through fair reduction
in the le#el of conflict in the organi)ation and impro#ed organi)ational
effecti#eness toward its set goals and ob7ecti#e.
+ @t was also find out that conflict has benefited the employees in the pipeline
product mar$eting company %ombe area& through impro#ed wor$ing
condition increase in wages and salaries& better relationship with
management conflict e2ist at the intra+organi)ational& inter group intern+
personal and intra+group le#els in the pipeline product mar$eting& company
%ombe area& but more concentrated at the intra+organi)ational and inter+
group le#els.
The summary of the finding includesG
i. The summary of the statement of the problems
ii. The summary of the purpose of the study.
iii. The research instrument use in primary data collection.
38
i#. The finding of the study.
;.% CONCLUSION
This research wor$ so far has been able to assess the strategies for
management of conflict in pipeline products& mar$eting company %ombe area.
Cased on the immense contribution draw from the research findings& it was
obser#ed that the strategies /pre#enti#e and negotiation0 employed by pipeline
product mar$eting company %ombe area& for the resolution of conflict are in
adequate.
;.2 RECO==ENDATIONS
3n the basis of the research findings the researcher& ma$e the following
recommendations.
i. There should be effecti#e communication at all le#els of the organi)ation
ii. Aince it was been obser#ed that difference e2ist between indi#idual and
that of the organi)ation& the management of pipeline product mar$eting
%ombe "rea& should endea#or to ensure compatibility between
indi#iduals and group ob7ecti#es with that of their organi)ation by
organi)ing special inter#iew for their staff so as to find out what is it that
satisfies them in the 7ob or what actually they are aspiring for
management can now use this to form the basis of moti#ational pac$ages
so that indi#iduals and group can wor$ towards the achie#ement of the
organi)ational ob7ecti#es.
iii. 6onflict being beneficial to the employees and the organi)ation. /The
pipeline product mar$eting company %ombe "rea0 in so many ways&
such as better relationship with management& and organi)ational changes
respecti#ely& the research recommend that conflict should be emerged to
ta$e ad#antage of this benefit.
39
i#. The organi)ation the pipeline products& mar$eting company %ombe "rea&
apart from employing the negotiation and pre#enti#e management
strategies which has pro#ed inadequate& they should also employ the
strategy of employing the ser#ice of ;sychologist for the main purpose of
employees counseling organi)e for their employees and psychologist to
rub minds on inter+personal relationship.
;.4 SUGGESTION FOR FURTHER STUDY
@t is recommended for other researches whom may want to study appraisal
of the strategies of conflict management in an organi)ation. To choose such asG
1. ;ersonal relationship in an organi)ation&
2. Trade dispute in an organi)ation&
. The role of labour& trade unions in organi)ation.

4I4LIOGRAPHY
1.
"rgyris 6. /1.700 I)(er#e)(io) T>eor$ A)d =e(>od
2.
" beha#iour science #iew. Dacmillan ;ublishing company :i#erside&
(ew Hersey.
.
Crown I Doberg /1.!00 Or7*)i:*(io) T>eor$ *)d =*)*7e@e)(
Hohn 9iley and son New -or$ Toronto.
4.
1rac$er ;.4 /1..,0 T>e .r*c(ice o, @*)*7e@e)t
Bondon ;an Coo$
40
,.
%luec$ 9.4 /1.!40 =*)*7e@e)( %
)d
5.d. the 3ryden press (inshle llonios
6.
Hechnic 6. /1..00 I) .l*ce o, co),lic( co)ce.(" *)d @odel
"dministrati#e quarterly >ol. 4
7.
Bewis ;. /1..70 Or7*)i:*(io)*l co),lic( co)ce.(" *)d
@odel.
!.
Cargaining a paper presented at the annual management forum held at
uni#ersity of Toronto.
..
Bo)er 9." /1.,60 I)du"(ri*l co),lic( *)d i(" @edi*(io) G
10.
"merican prentice hall international united $ingdom
11.
3$we H. /1..!0 Co),lic( i) 4u"i)e"" or7*)i:*(io)
12.
6ourse organi)ational beha#iour uni#ersity of 9inscousin J.A." >ol. 4
1.
:obbins A.; /1.!0 3rgani)ational TheoryG the structure and design of
organi)ation. ;rentice (all New Hersay.
14.
Aalaman %. /1.!!0 =*)*7e@e)( De.*r(@e)( A)d Or7*)i:*(io)*l
T>eor$: Hournal of 5uropean industrial training.
1,.
Thomas K.9 /1..60 Co),lic( =*)*7e@e)(: 5ol. 1%
APPENDIX I
Post graduate diploma in
management, College of
Education !are
"ni#ersit$ %f
&aiduguri,
P'&'( 127 !are (auc)i *tate,
+ear ,espondent,
41
RESEARCH QUESTIONS
- am a .nal $ear student from t)e post graduate diploma in
management College of Education !are' s part of re/uirement
for t)e a0ard of certi.cate in post graduate diploma in
management, - am em1ar2ing on a researc) title, ppraisal of
con3ict management in PP&C 4om1e rea o5ce' - 0ill 1e grateful
if $ou could assist me to ans0er t)e /uestion attac)ed to t)is
letter' ll information pro#ided 0ill 1e treated due care 2ept
con.dential'
6)an2 $ou'
7ours fait)full$,
ELIZABETH
APPENDICE II
16.
RESEARCH 'UESTIONNAIRE
17.
INSTRUCTION
1!.
;lease tic$ /+0 against your choice from the option pro#ided or fill the spaces
pro#ided per brief answer necessary.
1..
1. (ow long ha#e been with the organi)ation* /a0 0+4 years /0 /b0 ,+10
years /0 /c0 10 years and abo#e
20.
2. 1o you e2perience conflict @n your organi)ation* /a0 / 0 -es /No0 / 0
21.
. @f yes how oftenLLLLLLLLLLLLLLLLLLLLLLLLLLLL
42
22.
4. 9hat are causes of the conflict*
2.
a. ;oor communication / 0
b. 1ifference in #al#e system / 0
24.
c. 1ifference in ob7ecti#es / 0
2,.
d. competition o#er scarce / 0
26.
e. other /;lease
specify0LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
27.
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
LLLLL
2!.
,. 9hat are the le#el of conflict that e2ist in your organi)ation*
2..
a. @ntra+personal conflict / 0
0.
b. @nter+;ersonal conflict / 0
1.
c. @ntra+group conflict / 0
d. @nter+group 6onflict / 0
2.
e. @ntra+organi)ation / 0
.
f. Apecify combination of option if
anyLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
4.
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
LLLLL
,.
6. (ow do you react when their conflict in your organi)ation*
6.
a. :estriction of out put/ 0
7.
b. "bsenteeism / 0
!.
c. Ahortage / 0
..
d. others please
ApecifyLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
40.
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
LLLLL
41.
7. @s conflict beneficial to your organi)ation*
42.
/a0 -es / 0 /b0 No / 0
4.
!. @f yes to question 7. "bo#e in what ways has conflict benefited the
organi)ation*
44.
a. Atimulates completi#e en#ironment / 0
4,.
b. Cring about organi)ation changes / 0
46.
c. all of the abo#e / 0
47.
.. @s conflict beneficial to the employee*
4!.
a. -es / 0 /b0 No / 0
4..
10. @f yes to question abo#e& in what ways ha#e conflict benefited the
employee in the organi)ation*
,0.
/a0 @mpro#ed wor$ing conditions / 0
43
,1.
/b0 @ncrease in salaries and wages / 0
,2.
/c0 Cetter relationship with the management / 0
,.
/d0 "ll of the abo#e
,4.
11. 9hat are the strategies employed by your organi)ation in conflict
management resolution*
,,.
/a0 Negotiation / 0
,6.
/b0 ;re#enti#e management / 0
,7.
/c0 "#oidance Atyle / 0
,!.
/d0 "pproach style / 0
,..
/e0 6ombination of abo#e / 0
60.
/120 1o you thin$ the strategies per management of conflict in your
organi)ation adequate*
61.
/a0 -es / 0 /b0 No / 0
62.
/10 (a#e the strategies contributed to progress of the organi)ation* ?
6.
/a0 -es / 0 /b0 No / 0
64.
/140 @f yes
howLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
6,.
LLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLLL
44