A thesis submitted to mba program of azerbaijan state oil and industry university by adila bahmani

CHAPTER II. THE MODERN PROBLEMS OF MANAGEMENT İN NON-GOVERNMENTAL ORGANİZATİONS

2.1. Contents, sources and types of conflicts

Five major conflict levels have been recorded in project management (Etzioni, A.; 1961):

1. Personal conflict;

2. Inter-personal conflict;

3. intra-party conflict;

4. Group Conflict;

5. Inter-agency conflict.

Private conflict. Sometimes it happens that managers have some disagreements on certain issues. For example, in the reduction of organizations, the manager, who fulfils the organization's requirements for more efficient operation, is in conflict with the people on the other hand. Another example is that some of the workers are working normally, while others are resting at home. The world of conflict that covers the project manager is as follows:

Interpersonal conflict. These types of conflicts usually occur between two persons who have the same authority and who have the same level of authority in the division of powers. Different approaches and disagreements in project implementation also lead to conflict.

The intrinsic conflict is a difficult settled conflict, the same conflict of interests, needs, and interests of a person in different directions. The intrinsic conflict is accompanied by strong emotional tension. Conflicts of this type arise due to the inadequacy of the motives for the purposes of the worker. Identity conflicts can occur when a new employee is adapted or radical structural changes are made in the organization. This conflict can take different forms and the most common form of conflict is the role of conflict that does not coincide with the result of its labor. For example: The store owner can request a seller to spend most of the day behind the ramp and give customers more complete information about products. Instead, the deputy may warn the seller that he / she loses much time behind the bell, and because of this he / she does not take part in emptying the load to the store. In this example, a question arises about what the seller will do. In a second example, the head of the department asks the employer to increase the quality of the product, demanding that it increase the number of products. In both cases, a worker faces a personal conflict. In the first example, this is a contradiction between the demand, and the second is a contradiction.

Intra-group conflict. Intra-group conflicts take place between the divisions of a group that sees better conditions for one of the groups in the process of allocating resources, defining the rewards and applying the distribution norms.

Scheme 2.1. The model of Intra-group conflict.

group

group

Source: Selznick, P. (1966) TVA and the Grassroots: A Study in the Sociology of Formal Organization, New York: Harper & Row.

Grouped conflict. Having different goals in the group causes inter-group conflict. Those groups do not understand each other's role or compete with resources and resources.

Inter-agency conflict. The inter-organization conflict arises between the two organizations. According to Western economists, this type of conflict is naturally considered to be competition among companies. However, conflicts can arise in relation to the distribution of resources between organizations and stock groups.

Briefly describe five major conflict management models. These are:

▪ weakening;

▪ care;

▪ compromise;

▪ strengthening;

▪ solving problems.

Although both models are applied under certain conditions and for achieving certain results, the most effective model is "solving problems." Care and weakness are only temporary methods that are useful for prolonged exposure, compromise, empowerment and resolution of problems are directly related to conflicts. The researches have expanded our understanding of the effectiveness of the various conflict models in the project. Temhein and Villiam point out that "strengthening and care encourage the project manager and the workforce to increase the conflict. This means that the project manager gives a further boost to the conflict. This means that the conflict is so much more than the project manager's use of force and care as a solution to the conflict. " Conflict (problem-solving), compromise and weakening have a negative effect on the conflict, which means that the project manager, who relies on these models, is less likely to face conflict.

Temheyn and Weilman have modelled these models for their degree of efficiency (Etzioni, A.; 1961):

1. solving the problem;

2. strengthening;

3. Compromise;

4. weakening;

5. care.

The project manager should select the five models. The most effective method of reducing conflicts between project managers and managers is a model of compromise that is a free-idea conflict and good behaviour. The project manager can effectively apply this method in informal negotiations and informal negotiations with the project participants.

The last three models are of great importance when considering conflicts between project managers and functional units. Temhein and Weilman are just as harmful as reinforcement to increase the negative outcomes of the conflict

identified. Although carefree reduces the conflict, it does not solve the problem. Confrontation (problem-solving) increases the area of ​​conflict, but in this case, prevents its deepening. Temhein and Weilman explained that "although the best way to resolve confrontation is to use conflict resolution, compromise is more beneficial in resolving disparities between functional units."

It is clear from these studies that this method is not available for conflict resolution. Depending on the situation, the project manager should be able to use different methods of conflict management. The weakening method slows the development of the event, so it is applied when it is needed. The care method cannot be a long-term strategy. The compromise method applies to the negotiations that the project manager makes for some reason. The strengthening method is applied when one party wins and the other is defeated. This method is used when the project manager's powers are high enough within the project. If the tariffs are significantly higher and there is no additional alternative, a strengthening method is applied. Solving the problem may involve all models and should be used as the best method in terms of enough time, as well as in the conditions under which the conflict between the conflicting parties can be resolved. In order to use these methods, the project manager must have the appropriate authority.

Of course, the project manager may not be disturbed by the resolution of the conflict if the project participants are exposed to some unusual circumstances. To fulfil this task management needs to have relevant objectives, the overall attitude towards the project and its participants. Because the project team's participants have different levels of education, the project manager needs to be active as a leader, unlike ordinary functional organizers. The project manager is responsible for the implementation of the objectives of the project.

Two different factors that reduce the destructive power of the conflict and increase the project manager's ability to influence project participants: confidence and open communication factors.

Generally, there are eight factors that help to overcome the destructive power of conflict:

▪ clear disclosure of conflicts;

▪ Ability to avoid unnecessary conflicts;

▪ listening to other people;

▪ Ability to avoid harsh statements;

▪ involvement of all stakeholders;

▪ harmonization of interests of the parties;

▪ non-expression of subjective opinion;

▪ Ability to achieve compromise and make a unanimous decision.

The presence of confidence in the business process creates an open and sincere attitude, which should be developed by the project manager from the very first moment of the project. Confidence also affects the provision and motivation of more workforce. The presence of confidence prevents the conflict from growing. At the same time, communication is solid and productive. Fidelity, clear guidelines, proper objectives and high level of trust are, in turn, one of the conditions for effective communication between the parties.

Thus, conflicts are typical for all organizations because of the increasing complexity of a modern society inherent in human nature. As society becomes more complicated, the importance of classical traditional structures is reduced. Contemporary business and other circles are more compatible with design and matrix organizations. These new organizations are characterized by rapid changes that result in conflicts. It shows itself in the project environment that is most available to project participants. Responsible for the project's success, the project manager must work with conflicts. Project management is a scientific direction in the management of processes in conflict situations.