The topic is going to discuss several conflicts and its impact is different organisations. It also discusses about the conflicts that emerges as a dysfunctional issues for employees within the organisation. Proper ideas and arguments have been made by several authors in order to reduce political and social conflicts to work it in a dysfunctional system.
Conflicts have become more relevant in educational system that any other social companies on earth. According to Alimba (2017, p.150), conflicts are mainly occurred in educational systems than in business organisation which can create dysfunctional of several financial wealth and status. The conflicts that has been generated will be continue to support front line staffs within the organisation which creates major problems for employees as well as managers to maintain its financial and economical status. As argued by Kiitam et al. (2016, p.134) the dysfunctional of conflicts have been generated due to improper work of colleagues and management team which create some specific and crucial problems to manage rules and regulations within the organisation.
Contradicted by Rahim (2017, p.386) the judgements made by the previous author is incorrect as functionality of specific problems can be its best solution that can help to remove dysfunctional to work within a relevant organisation. According to Tripathi and Sarangi (2019, p.11) the arguments made by Alimba is correct as it argues that cognitive conflicts have occurred when there are two more interacting social organisation become aware of their thoughts and perceptions that has been taken in order to manage proper workforce within the organisation. Several conflicts have been stated based on the perception of educational purpose of school and its dysfunctional have also been mentioned by showing several conceptual evidences. As agued by Jones (2016, P.87) it has been made sure that conflicts are widely generated due to lack of enhancement and opportunities that have been managed by removing dysfunctional of a specific industry or organisation.
Rahim 2017 has been argued with the basic suggestions that have been provided by Tripathy and Sarangi. It describes the basic situations regarding social and conceptual activities in different private sector of organisation that can help to remove conflicts from the work field. In addition to this Tripati and Sarangi provided the exact benefits that have been achieved by managing the conflicts within the organisation. Proper suggestions have been provided by them in order to fulfil the criteria which mention the growth and development of opportunities for employees within the company.
As argued by Kiitam et al. (2016, p.124), the judgements made by Jones is incorrect as it describes the performance and increment criteria of proper efficiency and reliability of work which helps to remove several conflicts within the organisation. In addition to this Kiitam provides basic rules and guidelines to maintain proper management system within the company which helps to create specific thoughts regarding the dysfunctional of conflicts.
As contradicted by Alimba (2017, p.126), proper suggestions have not been discussed by Kiitam that can create unnecessary issues within the systematic criteria of organisation. It can easily increase the conflicts with the employees and the work that has been allocated to them are not done in a proper way. The reviews made by Jones and Rahim regarding the conflict issues are quite same as they define functional and strategic method to remove specific issues and problems that are related to conflicts within the organisation. As argued by Jones (2016, p.67), the guidance that are provided by Rahim is correct as it shows the reliability and viability towards the work that has been done within the organisation. Social and political conflicts have been removed by these strategies in order to create some specific and relevant decisions to avoid dysfunctional. In additions to this, some certain comments have been made by Tripathi and Sarangi (2019, p.45) in order to create necessary rules and policies to remove every conflicts in educational and contractual system schemes within a specific and particular organisation. Contradictions have been made based on the suggestion provided by Rahim and Alimba which basically argues on the system of social and political conflicts that have been generated by the manager and administration of organisation which can increase the dysfunctional within the work.
According to Rahim (2017, p.78), proper judgements and ideas are not followed by Jones which can create a specific issue regarding the management of social and economical conflicts within the organisation. It has been suggested that dysfunctional in conflicts can be removed by recruiting more talented employees within the organisation for educational and cultural purpose to increase the efficiency of work. In addition to this several criteria have been implemented manage conflicts by removing dysfunctional of systematic issues within the organisation. Social and political conflicts have been removed in order to make the working environment suitable for employees as well as for managers.
As contradicted by Kiitam et al. (2016, p.130), several concepts that have been made by Jones are incorrect as it does not mentioned the preferable way of removing unusual conflicts that have been created and generated by dysfunctional of ideas and concepts within a specific organisation. Conflicts can be generated in both public and private sector organisations that can create some unnecessary issues regarding social and economical factor within the organisation. It can easily affect the work performance of employees and managers that will lead to downgrade the status of the company. The judgements made by Tripathy and Sarangi have been similar and equal to that of reviews that have been provided by Rahim. Thus there are several conflicts in organisation that act as dysfunctional in specific working environment. It can lead to degradation of workforce by engaging social and political conflicts within a specific organisation.
It can be concluded that arguments have been made by several authors that can create unnecessary interruption of conflicts within a specific organisation which acts as a dysfunctional for employees. The suggestions that have been provided by author can be able to degrade several conflicts that have been removed from organisations.
- Alimba, NC 2017. Dysfunctional consequences of conflict on teachers’ productivity: A theoretical insight. AFRREV IJAH: An International Journal of Arts and Humanities, vol.6, no.1, pp.146-161. viewed 12 August 2019, < https://www.ajol.info/index.php/ijah/article/viewFile/152303/141898>
- Jones, LA 2016. The application of organisational conflict management: A mixed method exploration of conflict training and perceptions of NHS managers. viewed 1 August 2019, < http://orca.cf.ac.uk/88233/1/LESLEY%20JONESV6.pdf>
- Kiitam, A, McLay, A & Pilli, T 2016. Managing conflict in organisational change. International Journal of Agile Systems and Management, vol.9, no.2, pp.114-134. viewed 9 August 2019, < https://researchbank.rmit.edu.au/view/rmit:39181/n2006067509.pdf>
- Rahim, MA 2017. Managing conflict in organizations. Abingdon: Routledge. viewed 16 August 2019,
- Tripathy, M & Sarangi, I 2019. Practicing the Strategies of Interpersonal Conflicts Management in Business Organisations to Accede Development and Effectiveness in Personal Health. Indian Journal of Public Health Research & Development, vol.10, no.1. viewed 22 August 2019, < https://www.academia.edu/download/59388870/IJPHRD_January_2019_Full_Martono_5_Eksemplar20190525-8477-zapfz7.pdf#page=233>