CHAPTER ONE INTRODUCTION

1.1 Introduction:
Organizational conflict and management involves all types of conflict that occurs in organization and management of this conflict. The present study explored and compared various conflict and their management practice in organizations. The present study also aimed at assessing how much of commitment in the company can be attributed to conflict management practices.

1.2 Keyword:
Organization, conflict, management, inters intra.

1.3 Objective
I.

To learn more about conflict and conflict management. Listening, oral, communication, interpersonal communication, and teamwork rank near the top of skills that employers seek in their new hires. To learn to manage and resolve conflict effectively. To make conscious management style. effort to change our conflict

II. III.

IV.

All team members need to know their conflict styles, conflict intervention methods, and strategies for conflict skill improvement.

1.4 Scope of the Study

This study covers the various types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict.

1.5 Limitation:
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Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management.

1.6 METHODOLOGY OF THE STUDY

This study is based on both primary and secondary data/ information. Primary data/ information was collected through face-to-face interview of management personnel of various organization and secondary data/ information was collected

from published articles, magazines, different books, internet .

Chapter two
FINDINGS AND ANALYSIS OF THE STUDY

2.1 ORGANIZATION, ORGANIZATION CONFLICT 2.1.1 ORGANIZATION

CONFLICT

&

An organization is a social arrangement which pursues collective goals, controls its own performance, and has a boundary separating it from its environment.

2.1.2 CONFLICT
Conflict is endemic to all social life. It is an inevitable part of living because it is related to situations of scarce resources, division of functions, power relations and role-differentiation. Because of its ubiquity and pervasive nature, the concept has acquired a multitude of meanings and connotations presenting us with nothing short of a semantic jungle. Like other terms, conflict generates considerable ambivalence and leaves many scholars and administrators quite uncertain about its meaning. The normative conception of conflict, strongly influenced by a pre-occupation with stability and equilibrium in organizational design, links conflict to violence, destruction, inefficiency and irrationality.

2.1.3 ORGANIZATIONAL CONFLICT

Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.

It exists whenever people are in disagreement and opposition. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management. There subtler forms of conflict involving rivalries, jealousies, personality clashes, role definitions, and struggles for power and favor. There is also conflict within individuals between competing needs and demands to which individuals respond in different ways.

2.2 DYSFUNCTIONAL /FUNCTIONAL OUTCOME 2.2.1 Dysfunctional outcomes:

1conflict causes job dissatisfaction, stress and burnout. 2) It makes the parties anxious, inflated, annoyed, angry and frustrated. 3. A climate of distrust and suspicion arises. 4. Communication between individuals and groups is reduced. 5 Organizational commitment and loyalty may be affected. 6. Conflict resists changes 7 .job performances is reduced

2.2.2 Functional outcomes:

I .conflict t makes organizational members aware and ZINC to cope with problems. 2. It stimulates innovation, creativity and growth. 3. Organizational problem-solving and decision-making become easier. 4. Conflict promotes organizational: change and adaptation. 5. Individual and group performance accelerated.

2.3 SOURCES OF CONFLICT

According to both Daft and Terry, several factors may create organizational conflict. They are as follows: 1. Scarce Resources: Resources may include money, supplies, people, or information. Often, organizational units are in competition for scarce or declining resources. This creates a situation where conflict is inevitable. 2. Jurisdictional Ambiguities: Conflicts may also surface when job boundaries and task responsibilities are unclear. Individuals may disagree about who has the responsibility for tasks and resources. 3. Personality Clashes: A personality conflict emerges when two people simply do not get along or do not view things similarly. Personality tensions are caused by differences in personality, attitudes, values, and beliefs. 4. Power and Status: Differences. Power and status conflict may occur when one individual has questionable influence over another. People might engage in conflict to increase their power or status in an organization. 5. Goal Differences: Conflict may occur because people are pursuing different goals. Goal conflicts in individual work units are a natural part of any organization.

2.4 TYPES OF CONFLICT

Intra-Personal Conflict Inter-Personal Conflict. Intra-Group Conflict. Inter-Group Conflict.

2.4.1.1 .1 INTRA-PERSONAL CONFLICT:

A situation in which a man is motivated to engage in two or more mutually exclusive activities. It means conflict within an individual. Conflicting expectation from others. Two or more conflicting goals within an individual without the instigation of others.

2.4.1.1.2 TYPES CONFLICT:

OF

INTRA-PERSONAL

a) Approach-approach conflict: when a person has chosen between two alternatives. b) Approach-avoidance conflict: When a person feels similar degree of attraction and repulsion toward a goal. c) Avoidanceavoidance conflict: when each of the competing alternatives possesses negative consequence.

2.4.1.1.3 SOURCES OF INTRA-PERSONAL CONFLICT: 1. Miss assignment and goal incongruence. 2. Inappropriate demand on capacity. 3. Organizational structure. 4. Supervisory style 5. Personality.

2.4.1.2.1 ROLE AND ROLE CONFLICT:

Role is a set of behavior patterns of someone occupying a given position in a social unit with reference to the expectations others. Role has three dimensions: a) It refers to the behavior of a person in a social position. b) It is a normative status (behavior, attitude acid values attributed , society) of person in a given position; c) It is an individual's conceptualization of his or her situation with reference to others' position in the society. Role conflict: Role conflict occurs when a role occupant is required to perform two or more roles that involve contradictory or even mutually exclusive activities. Paddy and Kumar define it "as a state of mind or experience or perception

of the role incumbent arising out of the simultaneous occurrence of two or more role expectations such that compliance with one would make compliance with the other(s) more difficult or even impossible."

2.4.1.2.2 TYPES OF ROLE CONFLICT

1. Intra-sender conflict: This type of conflicts occurs when a role sender requires a role receiver (focal person) to perform contradictory or inconsistent roles. For example, a role sender may request the role receiver to do something that cannot be done without violating a rule, yet the role senders attempts to get it done. 2. Intersender conflict: A role receiver experiences this type of conflict when the demand of one role sender is inconsistent with that of another sender or senders. For example, a supervisor may receive instruction from one manager that may be inconsistent with of another manager. 3. Inter-role conflict: This type of conflict occurs when an individual occupies two or more roles whose expectations are inconsistent. For example, a corporation president, in that role, expected to take part in social engagements to promote the image of the corporation. This may be in conflict with his or her role as a parent, in which he or she is expected to spend more time with his or her children to be an ideal parent. 4. Intra-role (person role) conflict: This type of role conflict occurs when the requirements are incongruent with the focal person's attitudes, values and professional behavior. For example, an organizational member is required to enter into price-fixing conspiracies, which are not congruent with his or her ethical standards.

2.4.1.2.3 ROLE AMBIGUITY:

A concept closely related to role conflict is role ambiguity. An organizational member needs information about his or her role, the means to achieve title role, and consequences of

performing the role. role ambiguity arises when such information either does not exist or is not properly communicated if it does exist at all.

2.4.1.2.4 CONSEQUENCES AND ROLE AMBIGUITY:

I. Job dissatisfaction

OF

ROLE

CONFLICT

2. Lack of job involvement and organizational commitment 3. Tension and anxiety 4. Lack of confidence in the organization 5. Inability to influence decision making 6. Intent to leave the job.

2.4.2 INTER-PERSONAL CONFLICT:

Interpersonal conflict is the conflict between individuals of the organization. Interpersonal conflict occurs when two or more individuals who must work together fail to share the same views, and have different interests or goals. Interpersonal conflict can be defined by the focus and source of the conflict.

2.4.2.1 SOURCES OF INTER- PERSONAL CONFLICT:

Everyone does not have the same goals or objections in life. We all have a set of expectations that differs from each others expectation. In a team or group it is already given that there will be some form disagreement. Disagreements can come in such area as roles of group members, task assignments, workloads, meeting scheduling, rules, work flow process and others. For example, at work I am a part of a team that has daily functions that help other teams complete their daily functions. As a member of my team I am responsible for a number of tasks to help my team complete our overall function of the team. We must work together and also individually to help the team perform as one. Within our teams there are a

variety of situational or organizational factors that may lead into conflict amongst each other.

2.4.3 INTRA-GROUP CONFLICT

Intra -group conflict is the conflict within an internal group, team or department. It refers to the incompatibility, incongruence, or disagreement among the member of group regarding the goals and activities of the group. These are conflicts that typically involve more than one person within a group. a group is a member of two or more people, who are interdependent and work with each other to achieve a common goal or a set of goal. Groups are divided into: Formal group. Informal group. Task group. Command group. Interest group . Friendship group.

2.4.3.1 SOURCES OF INTRA-GROUP CONFLICT:

1. Leadership style: Leadership gives rise to conflict in three possible ways: a. Differential treatment: It means treating the group members differently. Group members may be in conflict with one another if the leader favors one or two members. b Unity of group members against the leader: Intra group conflict increases if the members unite against the leader. This may happen when the leader changes the task structure, schedules or procedures which are perceived unfair and/or unfavorable by the employees. c. Unequal privileges: Differences in status, work interest, office space and so on encourage conflict between the leader and the employees.

2. Task structure: Tasks are classified into two categories: simple (routine) and Complex (Non routine). A routine task is likely to have clearly defined goals, methods, or procedures for doing the task and have a verifiably correct solution(s). Routine tasks. On the other hand, are not well defined and have no verifiably correct solutions. . 3. Group composition: If a group is composed of individuals with too diverse group styles, attitudes, interests, and values, the members will have divergent perspectives towards group and organizational goals. In this situation. They will experience undesirable interpersonal conflict and difficulty in finding solutions to the problems. 4. Size: The size of a. group can affect group conflict.

2.4.4 INTERGROUP CONFLICT

It refers to the incompatibility or disagreement between two or more divisions, departments, or subsystems in connection with tasks, resources, information, and so on. Intergroup conflict is inevitable in complex organizations, because there are different subsystems with different goals, norms and orientations there. Some of the classic examples of Intergroup conflict are between line and staff, manufacturing and sales; production and maintenance; headquarters and field staffs; and labor and management. Though this form of conflict implies that each member of a group is in conflict with those of another, quite often the actual dispute is carried out between representatives (e.g., heads of departments, or negotiators of labormanagement

2.4.4.1 SOURCES OF INTERGROUP CONFLICT:

1. System differentiation: Complex organizations develop differentiated subsystems to attain overall objectives effectively. Differentiated subsystems develop distinct functions, objectives, and norms and compete with one another

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for resources, power, and status. This competition leads to conflict. 2. Task interdependence: Task interdependence means interrelationship of tasks. There are three categories of interdependence: pooled, sequential, and reciprocal. Pooled interdependence refers to a situation where the groups are relatively independent of each other (e.g., the relatively autonomous divisions of a company). Sequential inter dependence exists where the output of one unit becomes the input of another unit. Under conditions of reciprocal interdependence, the outputs of one group become inputs of another group, in any direction. Sequential and reciprocal interdependences are the major sources of intergroup conflict. 3. Dependence on scarce resources: The subsystems of an organization have to depend on common resources, material or nonmaterial, to attain their respective goals. Conflict arises among sub-units over the distribution of these resources. 4. Jurisdiction ambiguity: Jurisdiction over property, authority, and responsibility between two or more subsystems are not always clearly defined. Therefore, conflict may arise between and among the sub-units over authority, jurisdiction and responsibility. 5. Relationship between line and Staff: Conflict between line and staff personnel is inherent in the line-staff organization arrangement. There are several sources of conflict between line and staff. Staff group members are required to understand line's need, advise them, and justify their own existence. In other words, the success of staff depends on the acceptance of their ideas by the line. But the success of the line does not necessarily depend on the advice of the staff. Line can have it when it pleases. This asymmetrical interdependence is a major source of conflict.

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2.5 CONFLICT MANAGEMENT:

Conflict management involves designing effective macro-level strategies to minimize the dysfunctions of conflict and enhancing the constructive functions of conflict in order to enhance learning and effectiveness in an organization. Learning is essential for the longevity of any group. This is especially true for organizations; Organizational learning is essential for any company to remain in the market. Conflict management is the process of minimizing the dysfunctions of conflict and enhancing the constructive functions of conflict. This process is proactive. Conflict management differs from conflict resolution, which implies reduction, elimination or termination of conflict. Negotiation, bargaining, mediation and arbitration fall into the conflict resolution category. This process is reactive. 2.5.1 Conflict management design:
a) b)

Strategies. Criteria.

c) styles,
d)

Process of conflict.

2.5.1.1 Strategy: It aims to: Attain and maintain substantive conflict;

moderate

amount

of

Minimize affective conflict.

Enable the organizational members to select and use the styles of handling interpersonal conflict appropriately. 2.5.1.2 Criteria for conflict management: To make the conflict management strategies effective, the following criteria need to be satisfied:
I.

Organizational learning and effectiveness: Conflict management strategies should be designed to enhance

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organizational learning and long- term effectiveness. To attain this objective, critical and innovative thinking to learn the art of solving the right problem should be cultivated.
II.

Needs of stakeholders: Conflict management strategies should be designed to satisfy the needs and expectations of the strategic constituencies and to pick right stakeholders to solve the right problems. Ethics: The leaders must behave ethically and should be open to information and changes. The subordinates and other stakeholders should have the right to speak against their decisions when the consequences may turn serious. Organization should institutionalize the positions of advocates for employees, customers, suppliers, and stockholders. Organization will run ethically when the decision makers hear these advocates for making their decisions.

III.

2.5.1.3 Conflict management styles: There are five styles of conflict management: integrating, obliging, dominating, avoiding and compromising. They are explained below: I. Integrating: This style focuses on high concern for ones own outcome as well as that of the other party. It is appropriate where: a) Issues are complex.
b)

One party cannot solve the problem.

c) Time is available. d) Other parties are concerned about the problem and they have their commitment to it. e) Other parties have skills and information and these are needed to solve the common problem. II. Obliging: Accommodating the other partys interest. It is appropriate where: a) One party believes that other party is right.

13

b)

Issue is more important to the other party.

c) One party is willing to give up something in the hope of getting something from the other party when needed. d) One party is dealing from a weak position and believes that maintaining relationship is important. III. Dominating: Using power tactics to achieve a win. It is appropriate where: a) The issue is trivial. b) The issue is important to one party. c) The issue involves routine matter and a speedy decision is required by the supervisor. d) The subordinates do not have expertise to make technical decision. e) Unfavorable decision by the other party may be too costly. f) Unpopular course of action is implemented.
IV.

Avoiding: Means physical or mental withdrawal from the conflict. This style is appropriate where: a) The issue is trivial. b) Potential dysfunctional effects outweigh the benefits of resolution. c) Cooling-off period is needed.

V.

Comprising: Searching for middle ground or being willing to give up something in exchange for gaining something else. This style is appropriate where: a) Goals of parties are mutually exclusive. b) Parties are equally powerful. c) Consensus cannot be reached. d) Integrating or dominating style is not successful. e) Temporary solution to a complex problem is needed.

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There is no one best approach to make decisions. The simplistic one best approach has been replaced by contingency approach, or situational approach which means decisionmaking depends on situation. 2.5.1.4 Process of conflict management: The management of organizational conflict involves: a) Diagnosis of conflict. b) Intervention in conflict. a) Diagnosis: A comprehensive following measurements. I. II. III. IV. diagnosis involves the

The amount of conflict at the intrapersonal, interpersonal, intra group, and intergroup levels, and its sources; Individual, group, effectiveness. and organizational learning and

The style of handling interpersonal, intra group, and intergroup conflicts of the organizational members; Measurement should be made by collecting data through questionnaires and in-depth interviews with the conflicting parties.

b) Intervention: A proper diagnosis indicates whether there is any need for intervention, and if any, what type of intervention is required. An intervention is needed if

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I. II. III.

There is too much affective conflict; There is too little of too much substantive conflict; The organizational members do not handle their conflict effectively.

There are two basic approaches to intervention in conflict: process and structural.
I.

Process: Process refers to human processes such as communication, decision-making, leadership, culture and the like. These can be improved through education and learning. Learning must be double-loop learning which includes: a) Lectures, videos, case studies, and exercises;
b)

Cultural training: Risk taking, experimentation, openness, diverse view-points, continuous questioning, sharing of information and knowledge, and taking responsibility by the incumbents for their errors and not blaming others for their mistakes.

c) Role playing, generative metaphors, story-telling, and enquiry skills training;

d)

Dialectic: A process of change through the conflict of opposite forces. Participation of subordinates for transformational leadership: To encourage the subordinates to engage in critical and innovative approaches. Structural intervention: This refers to changes in structural design characteristics which include differentiation and integration mechanism, hierarchy, procedures, reward system and so on.

e)

II.

2.6 MANAGING INTRA-PERSONAL CONFLICT:

Management of intra-personal conflict involves diagnosis of and intervention in conflict. Following is the discussion of them:

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2.6.1 Diagnosis: Diagnosis of intra-personal conflict can be performed with the help of self-report, observation and interview methods. It involves measurement and analysis.
a)

Measurement: A comprehensive measurement is comprised of the following: Amount of intra-personal conflict. The sources of such conflict Leaning and effectiveness of the individual employees Analysis: An analysis of the preceding diagnosis data should be performed to drive the following:

b)

The amount of intra-personal conflict existing in various organizational levels, units, departments or divisions and whether they deviate from national norms significantly. Relationship of intra-personal conflict to its sources Relationship of intra-personal conflict to individual learning and effectiveness 2.6.2 Intervention: Intervention is of two types: process and structural. 2.6.2.1 Process: This intervention is designed to improve overall organizational effectiveness by intervening at individual, group and intergroup levels. This is called role analysis. It aims to examine the purpose of the role, its prescribed and discretionary elements and its relationship with other roles. Role analysis involves the following steps: i) Purpose of the role: The focal role occupant initiates the discussion relating to his or her role. The group members or the representatives discuss the purpose of the role: how the role fits in with the goals of organization and/or subsystems. ii) Role perception: Through the discussion of the group members, the focal role occupant lists the activities that according to him or her, cover the role, Thus new items role incumbent to analyze the prescribed and discretionary elements of the role.

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iii) Expectation of the role occupant: The role occupant lists his or her role expectations interdependencies. A mutually acceptable solution is reached regarding the expectations and obligations. iv) Expectation from the role occupant: Each participant presents a list of expectations from the role occupant. The group members discuss over it and come to a consensus. Thus he/she can manage his or her tasks more systematically and smoothly v) Role profile: At last, the focal role occupant makes role profile: write down the main points of discussion. This consists of Prescribed and discretionary activities of the role occupant. 2. Obligation to other roles in the group. 3. Expectations from others in their role- play. Thus the process helps the focal person to differentiate his or her roles from those of other and manage his or her tasks more systematically and smoothly.
1.

2.6.2.2 Structural: Structural intervention is related to job design. Job design involves planning the job, the methods of performing the job, and its relation to other jobs in the organization. There two approaches of job design: classical and job enrichment. i) Classical approach: It involves structuring the task activities for division of labor and work specialization. ii) Job enrichment: This means changing the job to make it satisfying. This approach is based on the assumption that job enrichment increases job satisfaction, which, in turn, increases motivation and better performances. Another recently developed approach to job enrichment is to increase or add the core job characteristics.

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2.7 MANAGING INTERPERSONAL CONFLICT:

Management of interpersonal conflict involves changes in the attitudes, behavior, and organizational structure so that the organizational members can work with each other effectively for attaining their individual and/or joint goal. Management involves diagnosis and intervention. 2.7.1 Diagnosis: It involves Measuring the amount of inter-personal conflict. The sources of such conflict. Measuring the level of learning and effectiveness of the individual employees. 2.7.2 Intervention: It is the way to enable the organizational members to deal with different situations with appropriate behavioral styles. Intervention involves process (behavioral) intervention and structural intervention. 2.7.2.1 Process: The object of a process is to help organizational members to improve their style of handing conflict by changing their attitudes and behavior. It is proactive in nature. 2.7.2.2 Structural: It involves the ways to resolve the conflict. Several structural interventions are available for management of interpersonal conflict. Appeal to authority and ombudsman, mediation and arbitration are important.

2.8 MANAGING INTRA-GROUP CONFLICT:

Management of intra-group conflict involves diagnosis and intervention. 2.8.1 Diagnosis: A comprehensive diagnosis of inter group conflict involves the following criteria: 1. The amount of intragroup conflict and the styles of handling such conflict 2. Factors that affect intragroup conflict 3. Learning and effectiveness of t he group

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2.8.2 Intervention: It involves interventions to manage conflict:

process

and

structural

2.8.2.1 Process intervention: It is a development technique aimed to bring about changes in the attitudes and behavior of the members of an organizational group to improve the groups overall effectiveness. 2.8.2.2 level of level is involves Structural Intervention: There should be moderate substantive (functional) conflict within a group. This maintained through structural intervention, which the following strategies: Changing group membership: The manager can generate or intensify conflict by changing group membership. When a new member joins a group with differing beliefs, training and experience, the level of conflict may be significantly affected. The manager can also reduce conflict by transferring one more conflicting members to other units. Changing group size: The leader can alter the level of conflict by changing the group size. The group conflict increases if the size of the group increases and vice versa. Altering task: The group lender can reduce the amount of conflict by redefining and restructuring the task. Altering reward system: The group leader can change the amount of conflict by altering the reward system. A reward system based on performance can generate productive competition and conflict among the group members, which can increase group effectiveness. This is one of the effective ways to manage conflict within the group. Altering the rules and procedures: The group leader can alter the level of conflict by changing the rules and procedures

a)

b)

c)

d)

e)

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2.9 MANAGING INTERGROUP CONFLICT:

The management of intergroup conflict involves diagnosis and intervention. 2.9.1 Diagnosis: A comprehensive diagnosis involves the measurement of the following: Measurement: A comprehensive measurement is comprised of the following: Amount of conflict that exists between two specific groups. The sources of intergroup conflict. Styles of handling conflict of the intergroup members with the out group members. Organizational learning and effectiveness of the intergroup relations. 2.9.2 Intervention: Intervention techniques are broadly classified into two categories: Process and Structural 2.9.2.1 Process: Process includes problem solving and organizational mirroring.
a)

Problem solving: It is designed to help the members of two groups to learn the integrating style to handle their differences. Problem solving involves four steps:
i.

Problem solving: The representatives or leaders of the two groups sit together with data collected

21

beforehand. They make threadbare discussion, identify the problem, prepare a final list of problems, and ultimately rank them according to their gravity.
ii.

Alternative solution: This step involves the formulation of alternative solutions to the problems identified earlier. Planning for implementation: This step involves the selection of best alternatives and preparation of a plan for their implementation. Implementation of the plan: This step involves actual implementation of the prepared plan.

iii.

iv.

The organizational mirroring intervention: It is appropriate when more than two groups are having problems in working together. In mirroring process, the work-related groups, at the invitation of the group that experiences conflict, also called host group, participate in an exercise, discuss the problem and try to find out solution. It is called mirror exercise because the issues are made clear and transparent in the exercise to address the conflict. 2.9.2.2 Structural: This intervention is designed to deal effectively with interdependencies between departments, units, or groups with respect to tasks, which give rise to conflict.

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Chapter three
3.0 CONCLUSION AND RECOMMENDATION 3.0.1 CONCLUSION
The goal of this report is to provide management information that can be beneficial both personally and professionally. Some people think conflict is a topic that should not be discussed and that we should not engage in conflict. Productively engaging in conflict is always valuable. Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict, hoping it will go away or not wanting to make a big deal out of nothing. Research and personal experiences show us that, when we avoid conflict, the conflict actually escalates and our thoughts and feelings become more negative. . When we manage our conflicts more effectively, we use less energy on the burdensome tasks such as systemic conflict and get to spend more of our energy on our projects at work and building our relationships.

3.0.2 RECOMMENDATION
1. Through conflict self-awareness we can more effectively manage our conflicts can be managed effectively. 2. By discussing issues related to conflict management, teams can establish an expected protocol to be followed by team members when in conflict. Providing the opportunity for individual team members to make assumptions that can be counterproductive to the team. 3. Practicing ones conflict management skills leads to more successful engagement in conflict with outcomes of relief, understanding, better communication, and greater productivity for both the individual and the team. When we manage our conflicts more effectively, we use less energy on the burdensome tasks such as systemic conflict and get to

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spend more of our energy on our projects at work and building our relationships.

REFFERENCES
1. M.Afzalur Rahim ,(2011),Managing conflict in organization, (third edition) quorum books,London. 2. Ahmed, Faruq, and Bhuiyan, Mohammad, Moqbul, Hossen, (2002), Experiences of Bangladeshi Companies in Strategic Human Resource Management, Dhaka University Journal of Business Studies, Vol. XX111, No. 1, June, 2002, ISSN 16822498 3. Mohiuddin, Mohammad and Mahmood, Monowar, Hossain, (2001), Personnel to Human Resource Management, Dhaka University Journal of Business Studies, Vol. XX11, No. 2, December, 2001, ISSN 1682-2498. 4. 4.Aurther, William, and Davis, Keith, Human Resource Management, (9th edition), McGraw-Hill Book Company, New York, 2005.

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9. Human Resource Management Practices in the 21st Century: http// www. hrmp21.com/ Retrieved date May10, 2007. 10. Rahim, Abdur, Shake, (2007), Role of Technology in Changing the Human Resource Management Practices: An Exploratory Study, Southeast University Journal of Business Studies, Vol.4, No.2, ISSN 1815-3267. 11. Blackard, K. (2001, February-April). Assessing workplace conflict resolution options. Dispute Resolution Journal.

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