Conflict management practices and organizational teamwork in the manufacturing sector

Abstract

The problem of conflict in engaged rapport has long been a topic of discussion and debate. Traditionally, leaders have been seen solely responsible for resolving organizational disagreements, and they have often held firm views on the matter. As a result, the research looks at the effects of conflict management tactics on collaboration via an empirical lens. Moreover, simple random sampling approach was utilized to pick two hundred twenty-four (242) respondents among personnel of Nigerian bottling firm plc while two hundred and forty (240) units of the questionnaire were filled and used for analysis. The study utilized simple percentage to assess the questionnaire responses, and employed Pearson Moment Correlation to test the formulated hypotheses. However, the study found that status discrepancies significantly impact teamwork, overlapping authority significantly impacts teamwork, and insufficient resources significantly hinder teamwork. Therefore, it is recommended that a true organization recognizes its own difficulties and challenges as organizational concerns, and works together to find cooperative solutions to the identified problems. This is because the peaceful coexistence of the manufacturing unions implies the peaceful existence of the organisation.