Topic

An investigation of the factors that caused conflict and strategies to mange conflict in Lin’s

Limited.

1

Aim

The purpose of this study is to investigate the causes of conflicts in Lin’s limited.

2

Objectives

To find out:

The possible causes of conflict in, Lin’s limited?

What strategies Lin’s limited use to deal with conflicts?

When would each strategy be implemented?

3

Methodology

The methods that were used to collect data for the study are interview and questionnaire. The

interview consisted of 8 question .the interview was conducted on December 30,2011 with Mrs.

Messalina Lin who is the Human Resource Manger of Lin’s limited . Mrs. Messalina Lin was

chosen for the interview because she deals with management of people within the organization

and the research will most likely get accurate information and she would be able to answer the

entire interview question as she is qualified to do so.

The questionnaire consists of a total 10 question of which 2 are open ended and 8 are closed

ended. 3 was geared towards the objective of this project, while the rest was ask addition to

obtain better information on the topic. These questions were issued to the organization on

November 20, 2011. The method of sampling use was random judgmental sampling as the

Human Resource Manger issued the questionnaires’ to the person whom she felt would

appropriately answer the question these questionnaire were issued to 12 females and 8 males of

different department .

Primary source data was used as well as secondary source such as text book and the internet. The

researcher design was qualitative as information about the nature and characteristics of the

situation are stated.

4

Description of Business

Lin’s Limited purchases and roasts high-quality whole bean coffees and sells them, along with

fresh, rich-brewed coffees, Italian-style espresso beverages, cold blended beverages, a variety of

complementary food items, coffee-related accessories and equipment, a selection of premium

teas and a line of compact discs, primarily through its Company-operated retail stores. Lin’s

Limited also sells coffee and tea products and licenses its trademark through other channels and,

through certain of its equity investees, Lin’s Limited produces and sells ready-to-drink

beverages which include, among others, bottled Frappuccino coffee drinks and lin’s Double

Shot espresso drinks, and a line of super premium ice creams. All channels outside the

Company-operated retail stores are collectively known as “Specialty Operations.” The

Company’s objective is to establish Lin’s limited as one of the most recognized and respected

brands in the world. To achieve this goal, the Company plans to continue rapid expansion of its

retail operations, to grow its Specialty Operations and to selectively pursue other opportunities to

leverage the Lin’s brand through the introduction of new products and the development of new

channels of distribution. The Company’s brand portfolio includes super premium Tazo teas,

Lin’s hear music® compact discs, Seattle’s best coffee and torrefazione italia coffee. Lin’s

Limited was established on January 11, 2010. The main company is located on 21 Lewis Street

Westmoreland .It opens AT 9 Am TO 5Pm on weekdays and 11am to 3pm on weekends the

business currently employs approximately 35 persons.

5

Module Report

According to the book’ Management of Business Unit 1 by Peter Stimpson’ “conflict is a natural

disagreement resulting from individuals or groups that differ in attitudes, values or needs”

(pg174). Conflicts lead to lack of understanding of each other views and that in the business

being unsuccessful and unprofitable.

Pie chart showing the possible causes of conflict

Fig1

The figure above shows that 30% of workers out of the 20 think that management style, which

refers to the way in which managers take decisions and deal with their staff, is a cause of

conflict. An abrasive, directive management style can result in disagreement that cannot be

6

solved because teams or individuals have no way of expressing their views and feelings to senior

management. As in any relationship, communication is the key to a strong business relationship. 

This can be the relationship between business and customer, or, equally as important, the internal

relationships among different employees within the company.  Communication can be improved

in virtually every workplace, no matter the industry or size.  After all, it is the only way for

information to effectively spread throughout the business so that everybody can be informed to

the degree that they required to properly achieve their goals. 24% of workers out of the 20 said

lack of communication lead to conflict, poor communication channels often associated with

directive styles of management ,misunderstanding caused by the lost message, confused message

or the absence of two-way communication channels can lead to unnecessary conflict within an

organization.6% say competition for scarce resources ,functional department and work teams

will not be able to receive all the resources they believe they need to achieve their objectives .If

senior managers allocate resources to one,40% say clash of personalities is the major cause

of conflict ,successful organization need people with strong and distinctive personalities to

accept risks, take decision, market products in competitive environment and deals with

customers in complaints. These personalities can clash over important or petty issues and the

inability to back or even see the other’s viewpoint can lead to bed relationship and lack of

progress for the whole organization.

7

Strategies to deal with conflicts

Conflict in the workplace just seems to be a fact of life. We've all seen situations where different

people with different goals and needs have come into conflict. And we've all seen the often-

intense personal animosity that can result.

The fact that conflict exists, however, is not necessarily a bad thing: As long as it is resolved

effectively, it can lead to personal and professional growth.

Bar Chart showing strategies used to deal with conflicts

avoidance confrontation collaboration compromise0

10

20

30

40

50

60

70

58%

35%

5% 2%

Strategies used to deal with conflicts

Series 1

Fig2

In figure2 above 58% of 20 workers think that avoidance is the most effective way to

deal with conflict .Both parties agree to ignore the conflict and hope it will go way ,for

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avoidance is that both parties lack the negotiating skills to reach win-win

resolution .35%of the 20 workers say confrontation ,which refers to a face-to-face

meeting or encounter. Both parties consider that reaching their goals is more important

than showing concern about people .5% say collaboration , leads to an improved working

together to find a solution both sides will win.2% say compromise ,both parties will gain

something by accepting a ‘mid-way’ solution that does not fully satisfy either group. The

principle behind this is that ‘some gain is better than none’. Avoiding any confrontation

is the defining characteristic of the conflict avoidance style. The individual who exhibits

this form of conflict management tends to avoid the situation entirely and deny it exists.

They may choose this method because they find it is not worth the trouble or are trying to

avoid an angry, possibly dangerous situation. Avoiding conflicts continually may lead to

self-esteem issues over time. People who accommodate will give in to a conflict by

possibly admitting wrong. It is different from the avoider, because they do admit there is

an issue, but they choose to yield to the other person's viewpoint. Compromise is

conceding some of your points to another in order to meet in the middle. Collaboration

includes and values all opinions and points of view. All these conflict styles differ from

avoidance because they all deal with the conflict in some manner.

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When each strategy should be implemented

Avoidance Compromise Collaboration Confrontation

When the issue is

trivial

When the objectives

are important, but not

worth the effort or

potential disruption

likely to result from

assertive behavior

When both sets of

concerns are so

important that only an

integrative solution is

acceptable;

compromise is

unsatisfactory

when you are sure

beyond all reasonable

doubt that you are

right

- When the costs

outweigh the benefits

of resolution

When there is a

"standoff"

When there is a high

level of trust

when the issue is

critical and the right

decision is unpopular

When getting more

information is

imperative

To gain temporary

settlements to

complex problems

When you don't want

to have full

responsibility

When issues are vital

to the welfare of the

organization

Fig3

10

The table above shows the main reason when each strategies should be implemented, the

workers stated the points as this was an opened question. Collaborating - the process of

working through differences will lead to creative solutions that will satisfy both parties'

concerns. Compromising -both ends are placed against the middle in an attempt to serve

the "common good" while ensuring each person can maintain something of their original

position. Avoiding- Avoids conflict by withdrawing, sidestepping, or postponing.

Confrontation - When goals are extremely important, one must sometimes use power to

win.

11

Conclusion

Based on information collected, the following conclusion can be drawn as related to the

objectives:

Clash of personalities is the major cause of conflict in Lin’s Limited. These types of

conflict in the workplace are often fueled by emotion and perceptions about somebody

else's motives and character.

Avoidance is the most recommended way to solve conflicts in Lin’s Limited.

Each strategy can be implemented based on the nature of the conflict.

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Recommendations

The following are some recommendations that the business can consider in order to reduce

conflict

Communication is for managers to beef up listening skills. Active listening involves

things like actually trying to understand what the other person is saying, and then

communicating to the other person that you do indeed understand what they’re saying.

Establish healthy boundaries. Without boundaries, there will be conflict and squabbles,

power struggles and all kinds of circumstances that make for messy situations.

Emotional intelligence. There are many aspects and facets but it basically means

developing skills to be more effective by teaching people to combine both intelligence

and emotions in the workplace.

Managers to look at communication skills, both in terms of how they communicate and

how they’re teaching their employees to communicate with each other. This, of course,

includes using I statements instead of you language. Owning your own feelings and your

own communication is a much more effective way to communicate and even more,

13

teaching your employees to communicate that way with others, goes a long way toward

reducing conflict.

The business should seek to have mission statement so that all mangers and staff may

work with a shared sense of purpose

14

Bibliography

Peter Stimpson & Kathleen Singh. Management of Business Unit 1, United Kingdom:

Cambridge University Press, 2007.

Robin McDaniel (n.d) Conflict Styles & Avoidance. Retrieved from

http://www.ehow.com/list_7478492_conflict-styles-avoidance.html

Daniel Dana,(n.d) Conflict Resolution .Retrieved From

http://www.businesslistening.com/conflict_resolution.php

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Appendix

16

Questionnaire

1. Gender

Male

Female

2. Age

17-2 1

22-26

27-31

32-36

Over 40

3. What do you think is the possible cause of conflicts?

Management style

Lack of communication

Clash of personality

Competition for scarce resources

Age difference

17

4. What strategies would you suggest to solve conflict?

Avoidance

Confrontation

Collaboration

Comprise

5. When do you think that the strategy you selected above should be implemented?

______________________________________________________________________________

__________________________________________________________________________

6. State why

______________________________________________________________________________

____________________________________________________

7. Do you think that conflicts arise between the younger ages?

Yes

No

8. What do you think is the major difference that leads to conflicts?

Attitudes

Values

Needs

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Others

9. With the strategies used by Lin’s limited to mange conflict do you think they?

Strengthens relationships and builds teamwork

Encourages open communication and cooperative problem-solving

Resolves disagreements quickly and increases productivity

Deals with real issues and concentrates on win-win resolution

10. What do you think is the main strategies for minimizing conflict?

Respect others

Communicate expectations

Encourage teamwork

  Empower people

19

Interview questions

1. What are the most effective strategies that you would use to solve conflicts?

2. When would you use them?

3. Do you think conflicts in Lin’s limited can drain your resources?

4. How do conflicts impact on the business?

5. How many persons are currently employed in the business?

6. How do employees react to strategies that are given by the business?

7. When a conflict arises do you meet with both parties?

8. Do you think poor communication leads to a lack of understanding of what is actually

causing the conflict?

9. What do you think are the steps to mange conflicts?

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