BIBLIOGRAPHY - Shodhgangashodhganga.inflibnet.ac.in/bitstream/10603/28735/16/16_bibliograph… ·...

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BIBLIOGRAPHY

BOOKS

Annual Reports of Amara Raja Group of Companies.

Aula P., and Siira, K. (2007) ‘Towards Social Complexity View on Conflict,

Communication and Leadership’, in Hazy, J.K., Goldstein, J.A., and

Lichtenstein, B.B. (eds.) Complex Systems Leadership Theory. Boston, MA, :

ISCE Publishing, pp. 367-384.

Darby Chekletts, 2007, Positive Conflict, The Career Press, Inc, Franklin Lakes, NJ.

David Cowan, 2003, Taking Charge of Organizational Conflict : A Guide to Managing

Anger and Confrontation, Personhood Press, Fawnskin, CA.

Douglas McGregor, The Human Side of Enterprise (New York: McGraw-Hill, 1960).

Dubin, Robert. Human Relations in Administration. Fourth Edition. Englewood Cliffs,

New Jersey: Prentice–Hall,1974.

Dudley Weeks, 1994, The eight essential steps to conflict resolution: preserving

relationships at work, at home, and in the community, J.P. Tarcher / Perigee,

USA.

Eirene Leela Pount, Nelon omiko,2007, Corporate conflict Management concepts and

skills, Prentice- Hall of India Private Limited, New Delhi

Employee Handbooks of Amara Raja group of companies.

Fisher, S., Ibrahim Abdi, D., Ludin, J., Smith, R., Williams, S. and Williams, S. (2000)

Working with Conflict: Skills and Strategies for Action, Zed Books.

Fred Luthans, 1992, Organizational behavior, McGraw-Hill, New Delhi.

K Aswathappa, 2012, Organisational Behaviour Text Cases & Games, Edition: 10,

Himalaya Publishing House, Hyderabad.

Keith Davis, 1967, Human behavior at work, McGraw-Hill, New Delhi.

Keith Davis, John W. Newstrom, 1989, Human Behavior at Work, McGraw-Hill, New

Delhi.

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Lipsky, D.B., and Seeber, R.L. (2006) ‘Managing Organizational Conflicts’, in J.G.

Oetzel and S. Ting-Toomey (eds.) The Sage Handbook of Conflict

Communication: Integrating Theory, Research, and Practice. Thousand Oaks,

CA: Sage, pp. 359-390.

Lipsky, D.B., Seeber, R.L., and Fincher, R.D. (2003) Emerging Systems for Managing

Workplace Conflict: Lessons from American Corporations for Managers and

Dispute Resolution Professionals. San Francisco, CA: Jossey-Bass.

M. Afzalur Rahim, 2001, Managing Conflict in Organizations, Greenwood Publishing

Group, USA.

M. Deutsch, P. T. Coleman, & E. Marcus (Eds.), The Handbook of Conflict Resolution:

Theory and Practice (pp. 69–91). San Francisco: Jossey-Bass.

Nicotera, A.M., and Dorsey, L.K. (2006) ‘Individual and Interactive Processes in

Organizational Conflict’, in Oetzel, J.G., and S. Ting-Toomey (eds.) The Sage

Handbook of Conflict Communication: Integrating Theory, Research, and

Practice. Thousand Oaks, CA: Sage, pp. 293-325.

P. Subba Rao, 2008, Management And Organisational Behaviour (text, Cases &

Games), Himalaya Publishing House, Hyderabad.

Peter Murray, David Poole, Grant Jones, 2006 Contemporary Issues in Management

and Organisational Behaviour, Cengage Learning, Australia.

Pruitt, D.G., & Rubin, J.Z. (1986). Social conflict. McGraw-Hill, New York.

Putnam, L.L. (2006) ‘Definitions and Approaches to Conflict and Communication’, in

Oetzel, J.G., and Ting- Toomey, S. (eds.) The Sage Handbook of Conflict

Communication: Integrating Theory, Research, and Practice, Thousand Oaks,

CA: Sage, pp. 1-32.

Putnam, L.L. (2006) ‘Definitions and Approaches to Conflict and Communication’, in

Oetzel, J.G., and Ting- Toomey, S. (eds.) The Sage Handbook of Conflict

Communication: Integrating Theory, Research, and Practice, Thousand Oaks,

CA: Sage, pp. 1-32.

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Putnam, L.L., and Boys, S. (2006) ‘Revisiting Metaphors of Organizational

Communication’, in Clegg, S., Hardy, C., and Nord, W. (eds.) The Sage

Handbook of Organizational Studies (2nd ed.) London: Sage, pp. 541-576

Rahim, M.A. (1986). Managing conflict in organizations. New York: Praeger.

Rahim, M.A. (1992). Managing conflict in organizations (2nd ed.). Westport, CT:

Praeger.

Reports of CII (Confederation of Indian Industries),

Stephen P .Robbins, Timothy A.Judge, Seema Sanghi, 2009, Organizational

Behaviour, Pearson Prentice Hall, New Delhi.

Stephen P. Robbins, 1974, Managing organizational conflict : a nontraditional

approach, Prentice-Hall, New Delhi.

Stephen P. Robbins, 2001, Organizational Behavior, Prentice Hall, New Delhi.

Stephen P. Robbins, Managing Organizational Conflict (Englewood Cliffs, New

Jersey: Prentice-Hall, 1974).

Thomas, K. W. (1976) ‘Conflict and conflict management’, in Dunnette, M. D. (ed.)

Handbook of Industrial and Organizational Psychology, Chicago, IL: Rand

McNally, pp. 889–935.

ARTICLES

Brewer N, Mitchell P, Weber N, 2002. Gender role, organizational status, and conflict

management styles. The International Journal of Conflict Management, 13 (1):

78-94.

De Dreu, C.K.W., van Dierendonck, D., and Dijkstra, M.T.M. (2004) ‘Conflict at Work

and Individual Wellbeing’, International Journal of Conflict Management, Vol.

15(1), pp. 6-26.

Henry O. 2009, Organizational Conflict and its effects on Organizational Performance.

Research Journal of Business Management, 2 (1): 16-24.

Meyer, S. (2004) ‘Organizational Response to Conflict: Future Conflict and Work

Outcomes’, Social Work Research, Vol. 28(3), pp. 183-190.

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Nemeth, C.J., Personnaz, B., Personnaz, M., and Goncalo, J.A. (2004) ‘The Liberating

Role of Conflict in Group Creativity: A Study in Two Countries’, European

Journal of Social Psychology, Vol. 34, pp. 365-374.

Pinkley, R.L. (1990) ‘Dimensions of Conflict Frame: Disputant Interpretations of

Conflict’, Journal of Applied Psychology, Vol.75, pp. 117-126.

Putnam, L.L., & Wilson, C. (1982). Communicative strategies in organizational

conflict: Reliability and validity of a measurement scale. In M. Burgoon (Ed.),

Communication yearbook 6 (pp. 629–652). Newbury Park, CA: Sage.

Rahim, M.A. (1983). A measure of styles of handling interpersonal conflict. Academy

of Management Journal, 26, 368–376.

Robert J. Bies, Debra L. Shapiro, Larry L. Cummings, 1988, Causal Accounts and

Managing Organizational Conflict, Communication Research, vol. 15 no. 4

381-399.

Ting-Toomey, S. (1999). Communicating across cultures. New York: Guilford Press.

Workers vs Volvo: Wheeling in Industrial Dispute - Secki P Jose, Newsclick, Oct 3,

2011.

INTERNET SOURCES

www.eeoc.gov/stats/harass.html.

http://smallbusiness.chron.com/conflict-resolution-approaches-workplace-2838.html

http://www.beyondintractability.org/essay/complex_adaptive_systems/.

http://mediate.com.

http://workforce.com.

http://www.entrepreneur.com

http://www.hindu.com

http://www.newsclick.com

http://www.hindustantimes.com

http://www.adigear.com

http://www.ndtv.com/article/india/maruti.workers-strike

http://www.smetimes.tradeindia.com

http://www.eeoc.gov/stats/harass.html

http://smallbusiness.chron.com/conflict-resolution-approaches-workplace-2838.html

http://www.beyondintractability.org/essay/complex_adaptive_systems/

http://mediate.com/

http://workforce.com/

http://www.entrepreneur.com/

http://www.hindu.com/

http://www.newsclick.com/

http://www.hindustantimes.com/

http://www.adigear.com/

http://www.ndtv.com/article/india/maruti.workers-strike

http://www.smetimes.tradeindia.com/

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ANNEXURE

Questionnaire

A Study on Management of conflict at Amara Raja Group of companies, Tirupati

Research Guide Research Investigator

Dr.T.Subbarayudu, M.A(I.R&P.M)., PhD.,

M.A (Human Rights&SA)

Professor of HRM, Head,

Department of Human Resource

Management,

AndhraUniversity,

Visakapatnam.

G.Anupama, MHRM.,

Research Scholar,

Department of Human resource

Management,

Andhra University,

Visakapatnam.

The study is undertaken as a part fulfillment of the PhD in Human Resource

Management of Andhra University, Visakapatnam. The study aims at examining “The

Employees (Managers and Supervisors) approach towards conflict management.” We

request you to fill in the questionnaire by following the instructions. This diagnostic

questionnaire is easy to complete and provides valuable insight into how the

organizations’ employees understand and deal with a conflict. The questionnaire

focuses on various variables such as culture, procedures and options, rewards and

consequences, support structures, skills and Knowledge and expectations, awareness

which influence the organization’s conflict management system under study.

The responses will be recorded below on five point scale and responses of

particular importance are the yes/no questions which will be used to generate a graphic

representation of the organizations conflict management health to make the present

research.

Remember your responses alone make the study meaningful. Kindly cooperate

by providing answers that are authentic and appropriate.

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The responses collected will be kept under strict confidentiality and will

only be used for my study (Research) purpose.

Personal details:

Name: _____________________________________________________

Age: ______________________________ Gender: ________________

Designation: ________________________________________________

Educational Qualification: Technical/Non-technical:

Number of Employees in the Department concerned: ________________

Years of service in the present organization: _______________________

1. There is a need to document conflict Management policy in employee

handbook.

a) Strongly agree b) Agree c) Neutral

d) Disagree e) Strongly disagree

2. In this organization, general area of conflict is interpersonal grievances.



3. In this organization, Managers and Supervisors are resourceful in handling

conflicts at work place.



4. In this organization, the training policy includes conflict management as

priority area.



5. In the present organization the interpersonal relationships among the employees

are good.


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6. In the present organization, the resources are there for conflict management.

a) Highly sufficient b) Moderately Sufficient c) Neutral d) Moderately insufficient e)

Highly insufficient

7. Experience is an important factor in conflict management.



8. I prefer the conflicts to be handled through the following method

a) Grievance procedure b) Investigation c) Peer Review d) Internal Mediation

9. In this organization, the general areas of conflict are

a) Task oriented b) Turnover c) Inter personal grievances

d) Absenteeism e) Any other reason

10. I prefer the following resource person to handle the conflicts at workplace

a) Immediate supervisor b) Training Manager c) HR Manager d)Mediator

11. I am satisfied with the procedures available to handle the full range of

disputes that occur.

a) Extremely satisfied b) Satisfied c) Neutral d)

Dissatisfied e) Extremely dissatisfied

12. I am satisfied with the processes designed by the management in resolving

conflicts at work.

a) Extremely satisfied b) Satisfied c) Neutral

d) Dissatisfied e) Extremely dissatisfied

13. Conflict is a great opportunity to change.

a) Strongly agree b) Agree c) Neutral d)

Disagree e) Strongly disagree

14. I consider relationships are important for conflict management.

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15. I accept feedback given by my superior is unbiased for my performance.



16. I always react to a conflict positively.



17. I have complete awareness desirable conflict management behavior.



18. I am satisfied with the conflict management values known and shared.

a) Extremely satisfied b) Satisfied c) Neutral

d) Dissatisfied e) Extremely dissatisfied

19. I am provided with training methods and techniques to manage conflicts at

work place.



20. I agree that I am well thought-out to be the part and parcel by the

management to share the values related to the conflicts in the organization.



21. I am satisfied with the existing procedures and their consistency.

a) Extremely satisfied b) satisfied c) Neutral d)

dissatisfied e) Extremely dissatisfied

22. I agree that the Conflict management is a core competency in the

organization.


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23. I agree that people of our organization know about the procedures

available.



24. I agree that all the people know how to use the procedures for conflict

management?



25. I feel these techniques of conflict resolution are effective.

Ser. No. Techniques Highly agree agree Neutral disagree Highly disagree

1 Mediation

2 Arbitration

3 Conciliation

4 Negotiation

26. My organization has the resources (time, money, and people) to deal with

conflict?



27. My organization has a senior management champion to deal with conflicts?

a) Strongly agree b) Agree c) Neutral d)

Disagree e) Strongly disagree

28. Employees in my organization feel they have someone to talk to in

confidence.



29. I agree that there is an evaluation program on conflict management in

place.

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30. Disputants can air their grievances fully in their own terms without

consequences.



31. Disputants can participate in decision-making and shaping dispute

resolution outcomes.



32. People do get feedback and information they need when they need it.



33. Organization rewards a collaborative approach to conflict resolution.



34. Performance reviews consider conflict management and resolution skills.



35. There are consequences for conflict avoidance.



36. I provide people with feedback and information when they need it.



37. I feel inter-personal relationships are important for conflict management.



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ABSTRACT OF CORRECTIONS

Ser.

No.

Changes Suggested

Changes Incorporated

1

Questionnaire attached as annexure has 32

questions and it is mentioned in the study as

37

The questions are incorporated in

the questionnaire. Altogether there

are 37 questions in the

questionnaire.

2

In page number 35, conflict management in

Indian scenario, Julie Gatlin, Allen

Wyoscki’s eight causes of conflict were

highlighted. At the end of the chapter in

references, no reference is added regarding

this issue.

In page number 35, conflict

management in Indian scenario,

Julie Gatlin, Allen Wyoscki’s eight

causes of conflict were highlighted.

The reference mentioned is

incorporated in the references at the

end of chapter-II.

3

In page no. 40 the total number of industrial

disputes disposed through the conciliation

machinery in Andhra Pradesh is mentioned

as four, but 7 years information is given and

there is no analysis done.

In page no.40, the changes are made

by modifying the number of years

from 4 to 7 and an analysis for the

same is added to the table no. I.4

4

In page no. 40 , strikes, lock-outs, and man-

days lost are mentioned as four years but 7

years information is given in the report and

interpretation is not done

In page no.40, the number of years

is changed from 4 to 7 and

interpretation is made to the related

table no.I.5

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5

Sources of the tables are not mentioned

which is mandatory.

Sources are mentioned for each

table and changes are made

accordingly.

6

Many abbreviations’ were used like EEOC,

PERC, NCR, CPP, POSCO, JNNURM, and

L.E.T & F in Chapter no. I and no

elaborations were given in the abbreviations

column

The changes are made accordingly

and the expansion of all the

abbreviations are incorporated in

the abbreviation column and also in

chapter-I

7

In Chapter-I, page no.55, 56 references

nos.78, 83 were repeated and reference

nos.82 and 84 are same.

In Chapter-I, page no.55, 56

references nos.78, 83 were repeated

and reference nos.82 and 84 are

rectified and changed accordingly.

Reference nos. 83 and 84 are

removed.

8

In Chapter-I, page no.55, reference nos. 71

and 73 are same

Repetition of the references is

changed accordingly by removing

the repeated reference no.73

9

In Chapter-I, page nos. 54, 55, reference

nos. 54 and 68 are same


changed accordingly by deleting the

repeated reference no.68

10

In Chapter-I, page no. 53 reference nos.

44,45,and 46 are same.


changed accordingly by removing

the repeated reference nos. 45 and

46.

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11

In Chapter-I, page no.51 reference nos. 23

and 81 are same and reference nos. 52 and

55 are same.

In Chapter-I, page no.51 references

nos.23 and 81 were repeated and

reference nos.52 and 55 are rectified

and changed accordingly. Reference

nos. 81 and 55 are removed.

12

In the questionnaire five point scales has

been used as strongly agree, agree, neutral,

disagree, highly disagree and extremely

satisfied, satisfied, neutral, dissatisfied a,

extremely dissatisfied, but during the

analysis, low-moderate-high, negative-

neutral- positive, fair-good- excellent,

insufficient- moderately sufficient-highly

sufficient, none-few- many were used

which are differing from questionnaire

options.

For the analysis, the researcher has

re- categorized the obtained

quartiles. Up to Ist quartile, it is

mentioned as ‘Low’, From I to II

quartile, the scores are categorized

as ‘Moderate’ and above III

quartile, quoted as High.

All the options mentioned in the

questionnaire are changed basing on

the nature of the variable, but the

score criteria are same.

13

In the Analysis Chapter, question nos. V:18,

V:19, V:20 options analyzed were

grievance procedure- investigation- peer

review- internal mediation, Task oriented-

turnover- interpersonal grievances-

absenteeism- any other reason, Immediate

supervisor – Training Manager- HR

Manager – Mediator, but these options were

not available in the questionnaire.

The related questions for figures V:

18, V: 19, V: 20 are incorporated in

the questionnaire accordingly.

Question numbers 8,9,10 are added

to the questionnaire.

14

In page no.139, the statement written as

there is a significant impact of respondents’

age on the awareness of the conflict

management procedures at Amara Raja

The study is on Amara Raja Group

of Companies and the changes are

made to the statement in page

no.139 consequently.

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Batteries Limited. (Whether the study is on

Amara Raja Group of Companies or Amara

Raja Batteries Limited

15

In Review of Literature references nos.26,

27, 34, 39, 40, 44, 64, 65, 67, 68, 69 to 81

were not clearly written.

In Review of Literature, reference

nos. 34, 39, 40, 64, 65, 70, 75, 79,

80, 81 are removed. Reference

nos.26, 27, 44,67,68,69,

71,72,73,74,76,77,78 are restated

clearly.

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