ABSTRACT
The research is on
Conflict Management in Local Government System in Enugu State.
One hundred and twenty
senior staff and thirty-two political office holders were selected from four
local government areas in Enugu State and were administered with questionnaires
of elicit response from them. Other source of materials used for this
research included discussions, lectures, journals and textbooks.
Among the sources of
conflict in their order of importance were non-payment of salaries and other
staff claims and allowances, poor working conditions, etc. Also
discovered was that the prevailing strategies for conflict management where
both inadequate and ineffective. Further, ou general response to conflict
situations varied from compromise to integration and dominance.
Based on the above
findings, the recommended solutions included are prompt and regular payment of
salaries and other staff claims, provision of adequate working materials,
improvement of communication network between staff and management, training of
official involved in conflict management with a view to acquiring effective
conflict management skills, etc.
TABLE OF CONTENTS
CHAPTER ONE
1.0 Introduction
1.1
General Background to the Subject Matter
1.2 Problems
Associated with the subject Matter
1.3 Problems
that the study will be concerned with
1.4 The
Important of Study
Case
1.5 Definition
of Important Terms
Chapter reference using APA
Method.
CHAPTER TWO
2.0 Literature
Review
2.1
Origin of the Subject
Area
2.2 Schools
of thought with the Subject
Matter
2.3 The
Schools of thought relevant to
the problem of
study
2.4 Different
methods of studying the
problem
2.5 Summary
Reference
CHAPTER THREE
3.0 Conclusion
3.1
Data Presentation (Highlight of the Study)
3.2 Analysis
of the
Study
3.3 Recommendation
3.4 Conclusion
Reference.
CHAPTER ONE
INTRODUCTION
1.1 GENERAL
BACKGROUND TO THE SUBJECT MATTER
As with any complex concept, the literature on
conflict and its management contains many definitions. While most of the
definitions treat conflict as a negative pathological condition characterized
by lack of co-operation, hostility, struggle, break down and destruction, some
see it as not only necessary but inevitable in our social life.
We speculate that the prime reason for this bias
life lies in the value system of the observer. It seems safe to assume
that if one value stability, comfort, contentment, tradition and the like,
conflict will be viewed in a negative context. On the other hand, if one
value changes, creativity, openness of process, honesty, etc. It seems
highly probable that one would appreciate the positive aspects of conflict from
which ever perspective it is viewed, what is note worthy is that conflict is an
inevitable part of humanity as ca be seen.
Duddley (1992) states that ‘within our diversity
as humans there are differences in perceptions, needs, values, power, desires,
goals, opinions … These differences often lead to conflict.
Cornelius and Parre (1995) hold that when people cannot tolerate other’s moral
culture religion and political differences, conflict is inevitable and often
costly. Onah (1997) quoting Ponty, L. R. see conflict as conflictual behaviour,
verbal or non-verbal, ranging from passive resistance to active aggression.
The centrality of conflict in our day-to-day
interaction is further highlighted by Anioke (1998) who eloquently observed
that, at the various levels and development of human society; from prehistoric
era to the present age of mega computers and Internets, conflict has also been
developmental and has therefore grown with us. The situation is even more
evidence in the local government system where crisis either between the chairman
and his councilors or between the management and labour have assured
astronomical proportion.
The view reflected in this study is that
conflict is not a reasonable state, which is either good or bad. Rather
it is conscious baheviour involving interdependent parties acting in opposition
to one another. Further if is a part of life and often a part of growth
and change.
Conflict management on the other hand, refers to
the act or process of identifying, explaining, settling, determining and
resolving conflicts or issues between parties. It should be noted that
the resolution of a conflict in its proper application means that the issues at
stake has been settled to the satisfaction of all parties. Hence a
conflict resolving medianism does not anticipate that the conflicts situation
condition to their previous state.
The main focus of this study therefore is to
examine conflict management in local government system in Enugu state. In
doing this, the various dimension and forms of conflict prevalent in local government
system are highlighted. Also discussed are the various levels of and our
general response to conflict situations.
Finally and very important too, the study
highlights a framework for effective conflict management in local government
system in Enugu State.
1.2 PROBLEMS
ASSOCIATED WITH THE SUBJECT MATTER
The Nigeria Local Government is an integral part
of the larger, Nigeria political system. A critical examination of the
history of Nigerian political system will reveal that it is a history of crises
and instability as illustrated in the rise of crups and counter – crups,
communal and ethnic conflicts, strikes and demonstration etc. As part of
the larger system, the local governments are not immuned against, the
destructive effects of these crises.
Within the local government system as a third
tier of government, there is high incidence of crises and conflicts, which most
of the time hinder effective and efficient delivery of services to the grass
root populace. For instance, the present local government councils have
executive Chairman and Councilor elected on party basis. This, itself is
a source of conflict as the chairman and councilors, most often, take actions
based purely on parochial party interest and not on the over-riding interest of
the rural general public.
Sometimes also most chairmen rule without
consulting their councilors, thereby acting as sole Administrators. Such
chairmen are usually accused of over-centralization of authority and functions,
as well as personal opinion award of contracts.
A related issue is the personality clash of most
chairmen with their deputies. Some chairmen selfishly sideline their
deputies to the extent that even some deputies are without official vehicles;
have no specific functions, and even the barest office furniture. Even
when these chairmen travel out of their areas for other national official
assignments, their deputies are not allowed to stand in for them.
Also attempts by some local government chairmen
to control the key functionaries e.g. H.P.M. measures, and secretaries do lead
to clash and conflict, the inability of the councils to pay workers, their
salaries and allowance also constantly generate labour – management hostility
that makes headlines news.
Given therefore, the preponderance and nature of
conflict situation in local government system, and also given their
debilitating effect on service delivery to the grass root populace, this study
is not only very necessary but timely.
1.3 PROBLEMS THAT THE
STUDY WILL BE CONCERNED WITH
As already stated, the local governments as the
third tier of government are always engrossed in one form of conflict or the
other. These conflicts originate from many sources. Sometimes, they
could be from the elected or appointed politician on whose hands are placed the
management of the socio-economic and political programmes of the rural
populace.
As critical managers of the third tier of
government, sometimes, some of their policies and decisions especially as they
affect workers could be causing andenemical to existing rules and
regulations. The eventual result is labour management hostility.
With the existence of these conflict situations, the managers of the system are
expected to have good conflict management strategies.
Unfortunately, what we have in the system in
Enugu state is ineffective framework for conflict management.
Consequently, the overall performance of most local government in Enugu State
is not only poor but ha over the years shown a steady decline.
Thus, the study addresses the debilitating issue
of inadequate and ineffective framework for conflict resolution in local
government system in Enugu state.
In addition; the study addresses the erroneous
impression held by many scholars that conflict; is a negative sensible
condition characterized only be lack of co-operations hostility, struggles etc.
1.4
THE IMPORTANT OF THE STUDY CASE
(1) The study has the potentiality of
generating comprehensive and effect conflict management strategies capable of
addressing the various conflict situations within the system.
(2) Consequently, it will now be possible
for administrators and practitioners of the local governments to learn to live
with conflict, to learn about it with a view of making choices, and seeking
career officers, and conflict between the management and the labour National
Union of Local Government Employee (NULGE).
(3) The study will also serve as a
bibliographical reference for other related studies that have to do with management
labour relation.
1.5 DEFINITION
OF IMPORTANT TERMS
The research takes its
bearing from the theory propounded by Follet in (1940), which dealt with the
ways of dealing with conflict. According to Follet there are three ways
of resolving conflicts between parties. These are domination, compromise
and integration.
Domination: According to
Follet is a conflict resolution strategy in which one party wins and the other
loses.
Compromise: Is a strategy where the
parties to he conflict give up something with a view to allowing each of them
to win something.
Integration: Is a strategy in
which the parties seek a new solution to the conflict rather than staying
within the confines of existing mutually exclusive alternatives.
It is to be noted that before the development of
this theory (Follet’s) scholars were unanimous in their view that different
conflict situations require different strategies for their resolution, but the
question has been, what kind of strategy should be adopted in a particular kind
of conflict. This question becomes very important when considered against
the back drop that the world is in the state of flux and people are changing
their needs and expectations as the days rolls by thus-giving rise to greater propensity
of conflicts in our modern society.
While still in search for the most effective
conflict management strategy, Follet et al were able to determine the
effectiveness of the three techniques they advanced.
Domination: Was often the
quickest and easiest way in the immediate sense; but in the long run. It
is not usually successful.
Integration: Was recognized
as the most fruitful approach in handling conflict, though it is difficult to
achieve.
Compromise: Was not viewed as a way to
achieving lasting solution; since at some point the conflict would arise in
another form.
Interesting as the above finding may be, the
question remains of what relevance is Follet’s theory of conflict management to
this study? Follet’s theory is significant to this study in that it will
help to open the eyes of local government administrators as well as key
functionaries of local governments to the facts that there is not-all-purpose
techniques in conflicts management that is universally accepted as
successful. In other words, there are no normative or best techniques of
conflict management but those successful leaders, those who can adopt their
conflict management techniques to meet the needs of conflicting parties at the
particular situation.
Department | Business Administration and Management |
Project ID Code | BAM0061 |
Chapters | 3 Chapters |
No of Pages | 81 pages |
Reference | YES |
Format | Microsoft Word |
Price | ₦4000, $15 |
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Contact Us On | +2347043069458 |