Farina Malik

CHAPTER 1 1. INTRODUCTION Conflict is intrinsic to the life and dynamics of teams. Basically it’s a blood of organization Conflict occurring within a team, department, and branch of an organization is called intra group conflict. The impact of conflict on the team also depends on the type of conflict experienced by the group. In that more personalized and emotional conflict is particularly disruptive to group functioning. Research suggests that groups experience three distinct types of conflict: task, relationship and process conflict. (Jehn 1995). Task conflicts is based on disagreements on strategies and approaches to the group’s task, relationship conflict concerns personal and emotional disagreements within the group and process process conflict centers on allocation of resources. The impact of task conflict and relationship conflict has received considerable empirical attention (Jehn et al. 2001), as clearly established (Hinds and Mortensen 2005). Thus, to gain further insights into these types of conflict, we conduct this study. To analyze the effects of task, process and relationship conflict on team effectiveness The traditional approach to conflict, dominant in the literature of the 193and1940s of the last century, assumed that all conflicts were dysfunctional for group dynamics. Therefore, the main research focus in this field was to study the causes of conflict in order to prevent it and improve the team and organizational performance. In contrast to this view, the human relations’ approach argued that conflict was a natural feature in all groups and organizations. In fact, proponents of that approach considered that there were times when conflict could benefit group performance. In alternative to those approaches, the interactions approach considers that conflict is necessary and it should be encouraged in order to maximize the team and the organizational performance. According to the interactions view, a minimum level of conflict is necessary to keep the team viable, self-critical, and innovative (Lewicki et al., 1992).This last approach of conceptualizing conflict has encouraged the development of Several empirical research studies designed to evaluate in which circumstances a Conflict is functional or dysfunctional to team performance (Jehn, 1994, 1995; Amason, 1996; Simons and Peterson, 2000).. 1.1 PROBLEM STATEMENT: What is the relationship between intra group conflict and team effectiveness measures such as performance and satisfaction 1.2 OBJECTIVES OF STUDY: the empirical findings concerning the effects of intra group conflict on performance are highly inconsistent The goal of this investigation is to address this gap. Specifically, this study focuses on different types of conflict, namely relationship and process conflict, and their effect on performance. and team satisfaction 1.3 SIGNIFICANCE OF STUDY: A rich area for research, and one that we attempted to examine in this study, is the complex relationship between group conflict, and group performance This study fills a gap in the conflict literature concerning the impact of intra group conflict on team effectiveness. 1 Moreover, this study also helps managers to understand how to benefit from conflict. In a highly competitive environment, disagreement among team members about how to do it” seems to effect performance This study would help senior management to adopt measures to resolve task conflict. 1.4 INTRODUCTION OF ORGANIZATION: The University began as an institute in 1970 to help people communicate and understand each other in different languages, to assimilate different cultures and to act as a springboard for emerging disciplines. At present it is a fully autonomous, degree awarding University. It has crossed several barriers and now teaches 23 languages in addition to many emerging arts and sciences. It is open to all persons, regardless of class, creed, gender, race or color 1.5 OBJECTIVES: 1. Contribute to the development of knowledge and expertise in teaching / learning at different levels on the educational continuum: 2. Contribute to the solution of problems/ issues in Pakistani education. 1.6 NUML DEPARTMENTS: Arabic Department Faculty of Advanced Integrated Studies Bahasa Indonesia Department Chinese Department Confucius Institute Engineering Department Education Department English (FC) Department English (GS) Department Economics Department German Department Governance & Organizational Sciences Hindi Department Italian Department Islamic/Pak Studies Department Information Technology Department International Relations Department Japanese Department Korean Department Management Sciences Department Mass Communication Department Persian Department 2 Pushto Department Quality Enhancement Cell Russian Department Spanish Department Turkish Department Urdu Department Uzbek Department 3 CHAPTER2 LITERATURE REVIEW ( Pelled, L.H, Eisenhardt,K.M,&. Xin.,K.R, 1999). Researchers have often relied on the argument that diversity increases conflict, which, in turn, influences group performance. This study assesses the validity of that argument and reveals that the black box between diversity and performance is complex, The term demographic diversity refers to the degree to which work group or organization) is heterogeneous with respect to demographic attributes. such as age, gender, and ethnicity Different types of diversity have different effects, Functional background diversity (one's workplace experiences, specifically, whether one is exposed to a particular functional area) and tenure diversity( how much time one has worked for a company) causes and leads to task conflict where as in race, gender, age, and tenure will lead to emotional conflict Emotional conflict is increased by dissimilarity in race and tenure. It appears that, people find it difficult to identify with those of a different race or tenure. On the other hand, emotional conflict is increased by similarity in age which leads to social comparison and, ultimately, emotional conflict. Employees tend to measure their own career progress by looking at that of coworkers in their age bracket. These career progress comparisons, lead to jealous rivalry. This research paper identifies the different type of diversity variables that lead to task and emotional conflict. Our research focuses on the effect of task and emotional conflict on performance so this research paper will lead to a better understanding of diversity factors that cause task and emotional(relationship) conflict (Munich,J.G , Korsgaard,M.A, Picot,A.P, & Welpe,I.M 2010). This paper studies the influence of two distinct types of conflict, namely relationship and process conflict, on performance growth of virtual teams as well as the moderating influence of two conflict management styles the findings indicate that conflicts in virtual teams have significant consequences for the team performance.. Teams that are high in collaborative conflict management are less negatively affected by Relationship conflict in terms of decreasing performance while teams that are low in collaborative conflict management respond to high relationship conflict with an intense decline in team performance This pattern suggests that competitive conflict management is not beneficial when process conflict is low and somewhat beneficial when process conflict is high .This research paper indicates the importance of conflict management styles in dealing with different types of conflict it will help us understand better that which conflict management technique will be suitable for a particular of conflict. (K.W, De Drue ,2008).Conflict and organizations belong together, and within organizations conflict can have a number of valuable and dysfunctional consequences the author is of the opinion, that there is not such a thing as’ positive conflict’—workplace conflict that produces valued consequences. Furthermore, he states that workplace 4 conflict may have some positive functions, but only under an exceedingly limited set of circumstances. Among these are: (1)Conflicts should be task-related;(2) Conflicts should not (also) involve issues related to personality, identity, religious values, humor, or political ideologies;(3) (Task-) conflicts should be of moderate intensity;(4) Most team members should prefer, a priori, suboptimal instead of optimal decision alternatives.(5) Team climate should be high on psychological safety and within-group trust;(6) Given (1–5), positive effects may emerge on, and are limited to innovation and decision quality. s. Finally, he highlighted several hidden, and not-so-hidden costs of conflict that, unfortunately, appear to be rather general and applicable to a variety of workplace conflicts .This paper is about the theoretical concepts of conflict Even when we accept that conflict is not only functional, but essential for organizational adaptation and survival, we need to ask whether many of the positive consequences conflict may bring cannot be achieved through different means than workplace conflict, that is, whether we need to stimulate conflict to further organizational survival, performance, and so. This paper, therefore is very relevant to our research as it deals with the positive and negative out comes of conflict (DeDreu,C.K.W,Evers,A, Kluwer,B.E& Nauta,A,2001). This research was designed to asses the qualities of a revised and updated version of the dutch test for conflict handling(dutch) design by Van De Vliert to address the short coming of the earlier tests, in study 1 and 2, a lean version was examined which measures problem solving forcing ,yielding and avoiding. In study 3 an expanded version was examined which includes compromising as a distinct strategy. Dutch test has fewer items (16 or 20) instead of 28The studies showed that dutch is a sound instrument that has except for avoiding good predictive validity. This paper gave an insight to the conflict management techniques such as collaborating, competitive ,avoiding, compromising etc and also convinced us that the dutch test is a sound and valid instrument that can be used for research purpose for understanding relationship between conflict management techniques and organizational and team effectiveness. (Jehn, K.A. and Mannix, E,2001). Moderate task conflict has generally been associated with higher group performance, and relationship conflict associated with lower performance. Past studies have most often discussed their findings as though differences in level of intra group conflict cause differences in group performance—rather than testing the additional possibility that reported group conflict is a reaction to feedback on past group performance. This paper explores the dynamic relationships between intra group conflict and performance with a longitudinal design. Results from 67 groups suggest that initial performance feedback to groups can have significant consequences for future team interaction. We find evidence to suggest that, (a) negative initial group performance feedback results in later increasesin both task and relationship conflict, but 5 that (b) groups with high early intra group trust are buffered from experiencing the worst of future relationship conflict. As our present research is about task and relationship conflict this paper helps us identify the different variables that can lead to conflict and that can have a moderating effect,. it thus gives us a better insight to develop the theoretical frame work of our research (Yang,J&Mossholder,K.W,2003). based on Affective Events Theory, inflict recesses. We propose that how group members handle emotion affects intra group interactions and as implications for task and relationship conflict. Three types of variables-collective emotional intelligence, intra group relational ties, and conflict-relevant interactional norms-constrain negative emotionality and may determine whether task conflict results in damaging relationship conflict. The moderating influence of these variables is discussed, as are compositional issues associated with measuring them This paper is an effort towards theoretical work in incorporating emotion into intra group contexts. More, empirical investigations are needed as well. (Khan,M.A, Afzal,H& Rehman,K,2009).This study examines relationship between task conflict and employee’s performance. To evaluate the response, sample of 305 individuals, belonging to 35 financial institutions, was taken. Questionnaire comprising two parts were sent directly to the target segment. Results revealed that the employee’s performance is adversely affected in the wake of task conflict. It has been experienced that employee’s performance depletes between 24 percent and 43 percent on account of task conflict. The model is significant at 95% of the confidence level (p