Lack of good governance at all tiers of establishment, public sector organisations and to some extent private sector entities has always been the impeding factor for achieving the desired/projected socio-economic development goals.
This in turn is the outcome of conflicting policies/strategies devised both at government and individual organisational levels having least comprehension of socio-economic problems of the country.
This has given rise to adhocism and uncertainty and a conflicting attitude on the part of human resources responsible for running these organisations and in the process transmitting the culture of conflict to the entire nation.
The competition among various units and individuals of an organisation is considered an essential ingredient for organisational growth and this gives rise to a win-lose struggle.
The organisational structure of public sector corporations, although depicts synergic roadmap for operational growth of the organisations, in reality it prompts competition against co-operation among various units of the corporation and human resources manning these units with each other for imposing superiority and importance. Thus self-interest prevails among individuals.
a) Lack of clarity in communication creates misunderstandings; hence wrong decisions and their faulty implementation are the outcome. As a result conflict situation arises among various departments and also between management and employees.
b) Inappropriate organisational structure also leads to power struggle between various units, having conflicting objectives or if there exists a situation of interdependence between two or more departments to achieve set targets.
c) Certain personality traits/characteristics like total disregard of business ethics for self-interest and inclination towards authoritative approach to get things done by subordinates.
d) Fast technological development is no doubt giving immediate benefits to society, but at the same time it has totally damaged human values. Karl Mannheim, a renowned sociologist (1893-1947), had strong reservations regarding industrial revolution taking place. According to him this changeover had resulted in total degradation of moral values in society.
It is a fact that the use of latest technology in all business set-ups proves a threat to traditional labour, artisans and the work of art at least in the transitional period. This generates conflict and dissatisfaction on the part of the affected class of workers.
Sometimes conflicting culture emanates from economic and political and sometimes even from social reformers who behave in an undemocratic and autocratic manner, thus creating an atmosphere of antagonism, dissatisfaction, insecurity and above all, uncertainty in all spheres of life.
For the rational growth of an organisation, the atmosphere of tranquility, co-operation and consensus need to be put in place. The formula devised by Eleanor Phillips and Ric Cheston (contained in their study, "Conflict resolution - what works?
Published in Management Review) gives different resolving methods for different conflict situations in an organisation. Basically, they have identified four methods -forcing, problem solving, compromise and avoidance.
However according to them the use of force and problem solving are preferred strategies to resolve conflict situations. The study revealed that problem solving through consensus and teamwork with added attributes like candor, trust for others, and open mindedness was more successful in settling conflicts caused by communication difficulties.
It is only the conflicts arising out of one's personal values or personality itself or caused by subordinates' discipline problems which can be tackled by using the forcing tactics like taking disciplinary action or transferring the person to other assignments or places for eliminating chances of reoccurrence.
In order to change the entire conflicting culture of the country as a whole, sincere efforts should be made both at each organisational and individual level for self-discipline and self-regulation. For that, business organisations in Pakistan, aspiring to achieve the best of their business goals, need to manage conflict in the industry effectively.
This conflict-free culture can be developed if each organisation, whether commercial or non-commercial, while developing its human resources must give thought to creating an environment to develop their emotional intelligence.
John Mayor, renowned sociologist who propounded the concept of emotional intelligence, defines the same as one's capability of controlling/regulating emotions in a manner that he or she is able to understand not only his/her own self, but also has empathy for others.
According to Goleman one's job success and his/her interpersonal skills impacting entire organisation, and to go a step further affecting the entire socio-economic environment of the country, depend on self-awareness, which is a key to realise one's strength and weaknesses.
Secondly, it is one's competence regarding social awareness or social empathy, which enables a person to have judicious awareness of other's emotions, concerns and needs.
A person capable of assessing his/her strength and weaknesses automatically develops the attributes of self-control, trust worthiness, adaptability to changing situations, initiative and desire for self-actualisation. The same person is found to have empathy for others and in the industry where he/she operates has total awareness regarding organisational goals and policies and the same time concerns and aspirations of the people manning it. Such a person heading an organisation has true concern for career development and career progression of the employees.
For all levels of hierarchy and top management in particular, it is essential to understand emotions of the people in the organisation and also of stake holders. A visionary executive has quality of building relationship by putting in place an effective communication system, which in turn helps him/her for managing conflict in the industry.
One's competence to have self-control, enables him/her to handle all antagonism and conflict effectively through teamwork approach. An emphatic leader communicates effectively with all levels of employees for being a good listener at the same time. As such he/she gives problem solving approach to each issue, thus eliminating all dark areas in inter-personal relationship.
Thus one's capability to give a balanced approach towards achieving organisational objectives and having highly motivated team to perform reflects his/her effective leadership, which is essential for the success for any organisation and nation as whole.
It is unfortunate that a country as a whole suffers from ethical degradation due to lack of empathy and social awareness on the part of the people in all walks of life.
Ethics of life demand that one must rise above personal gains and motives. Basically the political managers of the country need to develop self control and empathy for the nation as a whole. They must work earnestly, for promoting democratic values and welfare of their countrymen and of course, for enhancing the image of the country.
In order to develop emotional competence at organisational level, apart from giving conventional approach for developing technical and behavioural skills of the employees, the management must focus on giving them exposure to emotional competency development training programs.
It is also essential, while evaluating the performance of the employees, that their overall assessment be done by giving due weightage to their emotional competence, because one's adaptability to changing situations at work place and competence for developing harmonious inter-personal relations are vitally needed attributes of human resources for the growth an industry.