PROSPECTS AND CHALLENGES OF MANAGING ORGANIZATIONAL

CONFLICTS: A STUDY OF FIRST BANK OF NIGERIA, OYO TOWN

BY

ADEDIRAN TEMILADE NASIRAT

MATRIC NO:

12/0981

A RESEARCH PROJECT SUBMITTED TO THE DEPARTMENT OF POLITICAL

SCIENCE AND PUBLIC ADMINISTRATION, BABCOCK BUSINESS SCHOOL,
BABCOCK UNIVERSITY IN PARTIAL FULFILMENT OF THE REQUIREMENT
FOR THE AWARD OF THE BACHELOR OF ARTS DEGREE (B.A HONS) IN
PUBLIC ADMINISTRATION.

SUPERVISOR:

DR. ONI .M.A.

CHAPTER FOUR
 DATA PRESENTATION ANALYSES OF RESULTS AND DISCUSSION OF
FINDINGS
4.1 Introduction

This chapter presents the results of analysis of the data generated from the field being

the case study for this project i.e. First Bank, Owode, Oyo town. Questionnaire was used as

the source of instrument to gather the required information, and it was divided into two

sections: section A (Bio-data), and section B contains questions that focus towards achieving

the purpose of this study. The use of frequency distribution and simple percentage will be

use in the course of analysing the returned questionnaires. A total of four hundred and twenty

copies of questionnaire were designed and administered, but in the course of returned just

390 (92.8%) were returned and 30 (7.1%) was not returned, and from the 390 returned 375

were customer respondents while 25 were members of staff. Therefore the analyses would be

done based on the returned questionnaires. Aside, from the questionnaire administered the

Branch Manager and Branch Service Manager of the case study was also interviewed based

on the research questions, in person of Mr Emmanuel Ayomide and Mr Dada Stephenson

Sunday respectively. The data gotten will be analysed separating the response of the

customers from that of the members of staff.

4.2 DATA ANALYSIS
SECTION A: Bio-Data
Table 4.2.1 Distribution of respondents according to age (customers)

Age distribution No respondent Percentage (%)

Below 18 32 8.5

19-24 67 17.9

25-30 98 26.1

31-35 50 13.3

36-40 38 10.1

41-50 40 10.7

51-above 50 13.3

TOTAL 375 100

Sources: field survey, 2016

Table 4.2.1: from the 375 questionnaires that were administered to the customers, various
age-groups was considered so as to make the research work reliable. 32 respondents
representing 8.5% falls under below 18, 67 respondents representing 17.9% falls into 19-24,
98 respondents representing 26.1% falls into 25-30, 50 respondents representing 13.3% falls
into 31-50, 38 respondents representing 10.1% falls into 36-40, 40 respondents representing
10.7% falls into 41-50 and lastly 50 respondents representing 13.3% falls into 51-above. It is
deduced that there were more customers between the ages of 25-30 (26.1%).
Table 4.2.1.2 Distribution of respondents according to age (staffs)

Age distribution No respondents Percentage (%)

below 18 - -

19-24 2 13.3

25-30 7 46.7

31-35 3 20

36-40 2 13.3

41-50 - -

51-above 1 6.7

TOTAL 15 100

Sources: Field survey, 2016.

Table 4.2.1.2: on the basis on the 15 administered questionnaire to the members of staff, the
table shows, 2 respondents representing 13.3% falls into 19-24, 7 respondents representing
46.7% falls into 25-30, 3 respondents representing 20% falls into 31-50, 2 respondents
representing 13.3% falls into 36-40, and lastly 1 respondents representing 6.7% falls into 51-
above. It is deduced that there were more members of staff respondents between the ages of
25-30 (46.7%).

Table 4.2.2 Distribution of respondents according to sex (customers)

Sex distribution No of respondents Percentage (%)

Female 195 52

Male 180 48

Total 375 100

Sources: field survey, 2016

Table 4.2.2: shows that out of the 375 customers respondents 195 (52%) were of the female
sex while 180 (48%) were of the male sex. Therefore, amongst the 375 respondents, it is
indicated that the female customer respondents had the highest percentage.
Table 4.2.2.1 Distribution of respondents according to sex (staffs)

Sex distribution No of respondents Percentage (%)

Female 8 53.3
Male 7 46.7
Total 15 100
Sources: field survey, 2016

Table 4.2.2.1: findings from the 15 administered questionnaires, shows there were more
female staff respondents as compared to that of the male respondents on the percentage of
53.3% to 46.7%. It is then deduced that there are more female members of staff in the
selected case study.

Table 4.3.2.1 Marital status of respondents (customers)

Marital status No of respondents Percentage (%)

Single 150 40

Married 167 44.5

Divorced 38 10.1

Widowed 20 5.3

Total 375 100

Sources: field survey, 2016.

Table 4.2.3.1: findings from the 375 questionnaires administered to the customers shows
there are more single respondents as compared to the married, divorced or widowed
respondents. With their respective percentage as: 40%, 44.5%, 10.1% and 5.3%. It could be
said that First Bank, Owode, Oyo town has more single customers.
Table 4.2.3.2 Marital status of respondents (staffs)
Marital status No of respondents Percentage (%)

Single 10 66.7

Married 5 33.3

Divorced - -

Widowed - -

Total 15 100

Sources: field survey, 2016.

Table 4.2.3.2: showing here is that from the 15 administered questionnaires to the members
of staff, they only have single and married members of staff with their respective percentage
as 66.7% and 33.3%. It implies here that there are more single members of staff than the
married, divorced or widowed.
Table 4.2.4.1 Status of Respondents (customers)
Status No of respondents Percentage (%)

Customers 375 100

Total 375 100

Source: field survey, 2016

Table 4.2.4.1: this table shows the numbers of customer respondents in this research work to

be 375 representing 100%. This indicates that 375 administered questionnaire were analysed

based on the response of the customers.

Table 4.2.4.2 Status of Respondents (staffs)

Status No of respondents Percentage (%)

Members of staff 15 100

Total 15 100

Source: field survey, 2016

Table 4.2.4.1: this table shows the numbers of members of staff respondents in this research
work to be 15 representing 100%. This indicates that 15 administered questionnaire were
analysed based on the response of the members of staff.
SECTION B: CUSTOMERS RESPONSE

S/n Statement Strongly Agree Undecided Disagree Strongly

agree disagree
5 Conflict is 187(49.8%) 156(41.6%) 22(5.9%) 10(2.7%) -
inevitable in
every
organization
6 Conflict comes 120(32%) 118(31.5%) 29(7.7%) 47(12.5%) 61(16.3%)
with more
positive influence
than negative
influence
7 Individual roles 166(44.3%) 157(41.9%) 44(11.7%) 8(2.1%) -
has a greater
influence or
impact in
managing conflict
8 In First Bank, 175(46.7%) 142(37.9%) 50(13.3%) 2(0.5%) 6(1.6%)
Owode, Oyo
Town, conflict
occurs more
between
customers and
members of staff
9 Due to the 123(32.8%) 172(45.9%) 32(8.5%) 28(7.5%) 20(5.3%)
impatient of
customers
patronizing First
Bank, Owode,
Oyo Town, there
are always
conflict.
10 The inability of 170(45.3%) 128(34.1%) 45(12%) 32(8.5%) -
members of staff
to meet up with
the space of time
when attending to
customers also
causes conflict.
11 Lack of good 144(38.4%) 187(49.9%) 20(5.3%) 10(2.7%) 14(3.7%)
communication
skills result to
misunderstanding.
12 Putting in place of 200(53.3%) 150(40%) 15(4%) - 10(2.7%)
a formal
 procedure for
conflict
management is
necessary.
13 In the proper 175(46.7%) 162(43.2%) 22(5.8%) 16(4.3%) -
management of
conflict, various
approaches must
be used.
14 The lack of good 153(40.8%) 119(31.7%) 46(12.3%) 57(15.2%) -
customer relation
service is one
major causes of
conflict in First
Bank, Owode,
Oyo Town.
15 Presence of well 199(53.1%) 87(23.2%) 49(13.1%) 15(4%) 25(6.6%)
managed conflict
in organization
shows that the
organization is
developing.
Sources: Field survey, 2016

Table 4.2.5.1: reveals that most of the respondents strongly agree and agree with the fact that
conflict is an inevitable thing in every organization with the percentage of 49.8% and 41.6%
as compared to those respondents who were undecided and disagree with 5.9% and 2.7%
respectively. This implies that conflict is inevitable in every organization.

Table 4.2.6.1: shows that many of respondents also strongly agree and agree with the
assertion that conflict comes with more positive influence than negative influence, on the
percentage of 32% and 31.5%. While those who were undecided, strongly disagree and
disagree were on the percentage of 7.7%, 12.5% and 16.3% respectively, which indicates that
conflict comes with more positive influence than negatives.

Table 4.2.7.1: 166 representing (44.3%) respondents strongly agree while 157 representing
(41.9%) agreed that Individual roles has a greater influence or impact in managing conflict,
while 8 representing (2.1%) disagree and the remaining (11.7%) representing 44 respondents
were undecided about claim that individual roles has a greater influence or impact in
managing conflict. This means that every individual in an organization have roles to play in
managing conflict within the organization.

Table 4.2.8.1: in this table, most respondents attested that conflict occurs more between the
customers and members of staff of the selected case study with percentage of 46.7% and
397.9% compared to the percentage of those who were undecided and didn’t agree with the
assertion (13.3%, 0.5%, and 1.6% respectively), which implies that conflict occurs more
between members of staff and customers.

Table 4.2.9.1: findings in table 9 reveal that 123(32.8%) and 172(45.9%) respondents
strongly agree and agrees that conflict occurs within the selected case study due to the
impatient of their customers, 32(8.5%) respondents were undecided about the statement while
28(7.5%) and 20(5.3%) respondents disagree and strongly disagree with the statement. This
suggests that conflict occurs more in the selected case study as a result of the impatient of the
customers.

Table 4.2.10.1: shows that 170(45.3%) and 128(34.7%) respondents strongly agree and agree
with the fact that the inability of members of staff to meet up with the space of time when
attending to customers causes conflict, while 45 (12%) representing the percentage of the
respondents who were undecided about the fact that the inability of members of staff to meet
up with the space of time when attending to customers causes conflict, while 32(8.5%)
disagree with that fact. It could be said here that the inability of members of staff to meet up
with the space of time of the customers also result into conflict.

Table 4.2.11.1: this table shows those respondents who strongly agree and agree with the
opinion that lack of good communication skills result to misunderstanding with the
percentage of 144(38.4%) and 187(49.9%) respectively, 20(5.3%) represented the percentage
of those respondents that were undecided while 10(2.7%) and 14(3.7%) respectively
represent the percentage of those respondents who strongly disagree and disagree with that
lack of good communication skills result to misunderstanding. This indicates that the absence
of good communication skills will surely or mostly result into conflict.

Table 4.2.12.1: from the table, finding shows those who strongly agree and agree to be
200(53.3%) and 150(40%), 15(4%) represent the respondents who were undecided while
10(2.7%) respondents strongly disagree. This indicates that a formal procedure to manage
conflict is necessary in every organization.

Table 4.2.13.1: findings here is that 175(46.7%) and 162(43.2%) respondents strongly agree
and agree with the fact that in the proper management of conflict various approaches must be
used, while 22 representing (5.8%) of the respondents were undecided and 16(4.3%)
represented the number and percentage of those respondents who disagree that in the proper
management of conflict various approaches must be used. It is imply here that in managing
conflict various approaches must be used.

Table 4.2.14.1: shows that 153(40.8%) and 119(31.7%) respondents strongly agree and agree
that lack of good customer relation services is one major causes of conflict in the selected
case study. Forty-six 46 (12.3%) respondents were undecided about the assertion while
57(15.2%) represent the number of respondent who disagreed that lack of good customer
relation services is one major causes of conflict in the selected case study. It could be
deduced here that lack of good customer relation services between members of staff and
customers of the selected case study is one of the major causes of conflict in First Bank,
Owode, Oyo town.

Table 4.2.15.1: findings from this table show the respondents who strongly agree
199(53.1%) and agree 87(23.2%) that the presence of a well managed conflict in organization
shows that the organization is developing. While few respondents’ falls into the group of
those who were undecided 49(13.1%) disagree 15(4%) and strongly disagree 25(6.6%) that
the presence of a well managed conflict in organization shows that the organization is
developing. From this finding, it could be said that when conflict in an organization is well
managed, it shows the development level of such organizations.

SECTION B: MEMBERS OF STAFF RESPONSE

S/n Statement Strongly Agree Undecided Disagree Strongly

agree disagree
5 Conflict is 11(73.3%) 4(26.7%) - - -
inevitable in
every
organization
6 Conflict comes 5(33.3%) 10(66.7%) - - -
with more
positive influence
than negative
influence
7 Individual roles 7(46.7%) 8(53.3%) - - -
has a greater
influence or
impact in
managing conflict
8 In First Bank, 13(86.7%) 2(13.3%) - - -
Owode, Oyo
Town, conflict
occurs more
between
 customers and
members of staff
9 Due to the 13(86.7%) 2(13.3%) - - -
impatient of
customers
patronizing First
Bank, Owode,
Oyo Town, there
are always
conflict.
10 The inability of 3(20%) 5(33.3%) - 7(46.7%) -
members of staff
to meet up with
the space of time
when attending to
customers also
causes conflict.
11 Lack of good 4(26.7%) 11(73.3%) - - -
communication
skills result to
misunderstanding.
12 Putting in place of 10(66.7%) 5(33.3%) - - -
a formal
procedure for
conflict
management is
necessary.
13 In the proper 10(66.7%) 4(26.7%) 1(6.6%) - -
management of
conflict, various
approaches must
be used.
14 The lack of good - 5(33.3%) 5(33.3%) 5(33.3%) -
customer relation
service is one
major causes of
conflict in First
Bank, Owode,
Oyo Town.
15 Presence of well 12(80%) - - 3(20%) -
managed conflict
in organization
shows that the
organization is
developing.
Sources: Field survey, 2016

Table 4.2.5.2: reveals that all the respondents strongly agree and agree with the fact that
conflict is an inevitable thing in every organization with the percentage of 73.3% and 26.7%
without any of them disagreeing, strongly disagreeing with it. This implies that conflict is
inevitable in every organization.

Table 4.2.6.2: shows that all the respondents also strongly agree and agree with the assertion
that conflict comes with more positive influence than negative influence, on the percentage of
33.3% and 66.7% without any contradiction. This indicates that conflict comes with more
positive influence than negatives.

Table 4.2.7.2: findings here shows 7 representing (46.7%) respondents strongly agree while
8 representing (53.3%) agreed that Individual roles has a greater influence or impact in
managing conflict and there was no objection to this by any other respondents. This means
that every individual in an organization have roles to play in managing conflict within the
organization.

Table 4.2.8.2: in this table, all respondents attested that conflict occurs more between the
customers and members of staff of the selected case study with percentage of 86.7% and
13.3% without any other respondents protesting against it. It can therefore be deduced that
conflict occurs more between members of staff and customers.

Table 4.2.9.2: findings in table 9 reveal that 13(86.7%) and 2(13.3%) respondents strongly
agree and agrees that conflict occurs within the selected case study due to the impatient of
their customers without any other respondents going against this assertion that conflict occurs
within the selected case study due to the impatient of their customers. This suggests that
conflict occurs more in the selected case study as a result of the impatient of the customers.

Table 4.2.10.2: shows that 3(20%) and 5(33.3%) respondents strongly agree and agree with
the fact that the inability of members of staff to meet up with the space of time when
attending to customers causes conflict, while 7 (46.7%) represents the percentage of the
respondents who strongly disagree with the fact that the inability of members of staffs to
meet up with the space of time when attending to customers causes conflicts. It could be said
here that the inability of members of staff to meet up with the space of time of the customers
also result into conflict.

Table 4.2.11.2: this table shows those respondents who strongly agree and agree with the
opinion that lack of good communication skills result to misunderstanding with the
percentage of 4(26.7%) and 11(73.3%) respectively without any contradiction from other
respondents. This indicates that the absence of good communication skills will surely or
mostly result into conflict.

Table 4.2.12.2: from the table, finding shows those who strongly agree and agree to be
10(66.7%) and 5(33.3%) with the opinion that putting in place a formal procedure for conflict
management is necessary without any objection of other respondents. This suggests that a
formal procedure to manage conflict is necessary in every organization.

Table 4.2.13.2: findings here indicates that 10(66.7%) and 4(26.7%) respondents strongly
agree and agree with the fact that in the proper management of conflict various approaches
must be used, while 1 representing (6.6%) of the respondents were undecided. This means
that in managing conflict various approaches must be used.

Table 4.2.14.2: shows that 5 (33.3%) agrees that lack of good customer relation services is
one major causes of conflict in the selected case study, 5 (33.3%) respondents were
undecided about the assertion that the lack of good customer relation services is one major
causes of conflict in the selected case study and 5(33.3%) totally disagree. It could be
deduced here that most of the respondents are indifferent about the fact that lack of good
customer relation services between members of staff and customers of the selected case study
is one of the major causes of conflict in First Bank, Owode, Oyo town.

Table 4.2.15.2: findings from this table show the respondents who strongly agree 12(80%)
that the presence of a well managed conflict in organization shows that the organization is
developing. While 3(20%) were those few respondents who totally disagree that the presence
of a well managed conflict in organization shows that the organization is developing. From
this finding, it could be said that when conflict in an organization is well managed, it shows
the development level of such organizations.

4.3 Discussion of Findings

This section discusses the findings gotten from the research questions raised to guide
this study.

4.3.1 Research Question one: what are the natures of conflict that arises within an
organization like First Bank?

Conflict being an inevitable activity in the organization occurs through various forms.
From the interview carried out, it was discovered that in First bank there are various nature of
conflicts that occur, the likes of management-management, management-customers, staffs-
customers, management-staffs etc. although it was affirmed that it is basically the conflict
between members of staff and customers that occur must because they have direct contact
with one another on a daily basis. This was also further affirmed by the administered
questionnaire to both members of staff and customers that conflicts occurs more between
them.

Supporting this finding that there are various nature of conflicts that can occur in
every organization is the work of Afzalur Rahim (2001:22-22), when he was of the opinion
that conflicts in every organization comes in different folds which can either occur from two
or more organizational member of the same level, between members of a group and another
group, and conflict between two or more units within an organization.

4.3.2 Research Question Two: does perception play a role in the mitigation of
organizational conflicts?

With the administered questionnaire and interview session, it was found that each
individual’s insight has a greater impact in managing or relieving organizational conflicts,
because in the course of trying to manage conflicts each involve members opinion in heard
because a resolution can be make and also, the shared idea of individual concerning a
particular issue at hand would give a helping hand in determining the approach to be used in
settling the conflicts. According to (managementstudyguide.com), it supports this research
question that individual insight on the issue at hand matters a lot whether such individual in
involved or not. Also, Louis (1966:249) explains that the views of individuals within and
outside the organization is of great importance in managing conflict because it gives room for
brainstorming over the various postulated perceptions.

4.3.3 Research question three: how are the processes in managing conflict within First
Bank like?

In the course of managing conflict, most of the respondents agreed that there should
be the presence of a well structured process in managing conflicts within the organization.
Also, from the response gotten from the manager of First bank, Owode, Oyo town in the
course of carry out this research, he said that the organization has a lay down process which
they use in managing conflicts when it occurs. He said they don’t just take actions without
finding out the nature of the conflicts, the causes, those involve in the conflicts and the effects
it has already on both parties etc until after this processes has been completed before they
decide or know what kind of approach should be used to resolve it.

According to Rahim, M.A (1983:81), he stated that in managing organization conflict

it involves various processes like: diagnosis of, and intervention in, conflict. He said
diagnosis provides the basis for intervention. He further explains that in the course of
diagnosing, measurement and analyses takes place leading to intervention the knowing the
amount of conflict and the conflict style to adopt and then the effectiveness of the chosen
style ending with feedback.

4.3.4 Research Question Four: what the approaches used by First Bank in Oyo town to
manage conflict?

Various scholars have written on the approaches to be used in managing conflict

based on the kind of conflict at hand. Although, they have stated that there is no best form or
approach to be used in the process of managing conflict. Herschel (1996:251-255), Dean &
David (1989:3-4), Patrick (2008:265), and many more of them have come to term that in
managing conflicts, the approaches that can be used are: avoidance, forcing, compromise,
accommodation, problem solving, smoothing and confrontation etc

With the aid of the administered questionnaire and interview session, it was found out
that the bank make use the various approaches of managing conflict as stated by the scholars
in one way or the other and most respondents felt that in managing conflict various
approaches should be use and an organization should not just focus on one style or approach.
During the interview session, the interviewee said that their organization makes use of the
different conflict approach depending on the situation but in most cases, they use compromise
and collaboration/problem solving approach.
 REFERENCES

Dean, Tjosvold & David W. Johnson (1989), Productive Conflict Management: Perspectives
For Organizations, Minnesota: Team Media and Interaction Book Company.

Patricia, Hayes Andrews & Richard T. Herschel (1996), Organizational Communication:

Empowerment In a Technological Society, United State of America: Houghton
Mifflin Company.

Patrick J. Montana (2008), Management, New York: Barron’s Educational Series.

Rahim, M.A. (1983), Managing Conflict in Complex Organizations, in D.W. Cole (Ed),
Conflict resolution technology. Cleveland: Organization Development Institute,

Louis E. Pondy (1966), A Systems Theory of Organizational Conflict, Pittsburgh.

M Afzalur Rahim (2001), Managing Conflicts in Organizations, London: Greenwood

Publishing Group, Inc.