Corporate Culture and Personnel Allocation as a Conflict Management System in an Organization

Journal of Environmental Treatment Techniques

2019, Special Issue on Environment, Management and Economy, Pages: 1130-1133

J. Environ. Treat. Tech.

ISSN: 2309-1185

Journal web link: http://www.jett.dormaj.com

Corporate Culture and Personnel Allocation as a

Conflict Management System in an Organization

Radmir V. Ivanov , Rustem I. Zalyaev

Kazan Federal University, Institute of Social and Philosophical Sciences and Mass Communications, Kazan, Russia

Received: 13/09/2019

Accepted: 22/11/2019

Published: 20/12/2019

Abstract

In the study, the conflict management system is considered by the authors using the example of the limited liability company

RBR16. The purpose of the study is to identify ways to improve the effectiveness of conflict management in an organization. The

goal set in the study identified the following tasks: (a) consider the concept, structure and types of conflicts; (b) study the functions of

conflicts; (c) familiarize with the causes of conflicts and their forms of resolution; (d) give a general description of the activities of

LLC "RBR16"; (e) to analyse the management system of LLC "RBR16"; (f) evaluate the effectiveness of conflict management in

LLC RBR16; (g) propose a change in corporate culture as a method of resolving conflicts in RBR16 LLC; (h) to develop a change in

the organizational and labour order to prevent conflicts; and (i) consider the selection and allocation of personnel as a method of

resolving conflicts in LLC RBR16. According to the results of the analysis, it was revealed that LLC RBR16 has a high level of

proneness to the conflict in the team. It was also revealed that the small size of the company does not allow motivating the staff’s

need to satisfy ambitions (growth through the ranks), leaving only material incentives for the growth of labour productivity. Thus,

Implementation of the developed recommendations will reduce the level of conflict in the team of LLC RBR16 as a whole. The

annual economic effect from the implementation of conflict management measures at RBR16 LLC will be 118 532 thousand roubles.

Keywords: Organizational conflicts, Corporate culture, Allocation of personnel, Management, Effective communication

certain cases, achieve positive results. Conflicts show the

existing problems in an organisation and can also help to find

other methods to solve these difficulties.

Introduction

Conflicts and contradictions are inevitable, as long as

there are society and people, as well as regularly changing

patterns of behaviour. However, in one way or another, each

employee of an organization has the opportunity to anticipate

their appearance, to resolve the resulting disagreement, or to

smooth out the results of the discrepancies.

It can be noted with full confidence that it is impossible

to abandon contradictions in people's relationships. In

particular, the risk of a conflict in a working position

increases, since labour activity usually means having contacts

with a large number of people, and overcoming many

difficulties. Conflicts, as a rule, are negatively reflected in the

internal atmosphere of the team’s relations, and certain

conflicts have all chances to bring significant threats to both

the well-being of employees and the state of a company (1,

The structure of a conflict in a company has a traditional

pattern. The reason is the confrontation between individual

and organizational interests. The relevance and focus of these

interests may be different. If this is not realized in any way,

then this leads to a decrease in working capacity, and

understanding of the conflicting reason leads to the source of

existing conflicting actions. However, this is only one area;

the second is the competition of workers among themselves.

The number of people related to conflict is rarely equal to

only two. As a rule, there are a few followers of the parties to

the conflict, creating support groups. Other team members

are mediators or contemplators, they are neutral. In order to

equalize the corporate culture, companies take measures to

unite various teams. In addition, this is facilitated by an

accurate algorithm of official obligations (everyone

understands what they are responsible for) and motivational

techniques (understanding of potential forms of receiving

rewards and discounts).

In order not to get such results, it is necessary to be able

to correctly resolve the developing discrepancies, to select

the right strategies and behaviour patterns. This can help not

only to reduce the negative impact of conflicts but also, in

The concept of conflict and its composition in the

company are carefully studied from the perspective of

various sciences: conflict management, psychology,

management, sociology, and in addition, the causes of its

occurrence in the team are regularly monitored. Resolution of

Corresponding author: Radmir V. Ivanov, Kazan Federal

University, Institute of Social and Philosophical Sciences and

Mass Communications. Email: rd.vnv@rambler.ru.

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Journal of Environmental Treatment Techniques

2019, Special Issue on Environment, Management and Economy, Pages: 1130-1133

conflict situations is one of the most frequent topics when

conducting business training (2, 5, 6).

development. To identify this factor, all levels of managers at

RBR16 LLC were asked about their understanding and

knowledge of the company's development strategy. The top

managers at RBR16 LLC have little understanding of the

strategic vector of the company’s development. This is

evidenced by the fact that only 17% of them replied that they

understood and knew in detail the company's development

strategy.

Conflict management at RBR16 LLC is not sufficiently

effective. There are many problems that contribute to

increasing the level of proneness to conflict in the company

team.

Methods

The general research methodology is based on the most

important philosophical principles of the systemic (V. A.

Slastenin, E. G. Yudin) and behaviouristic approaches (E.

Thorndike, D. Watson, D. Skinner) (4, 8, 9).

To solve the tasks, we used the following research

methods:

1. Theoretical: analysis, synthesis, induction, deduction,

logical method, comparison of special philosophical,

sociological, psychological literature on the research

problem;

The mutual relations of the warring parties in RBR16

LLC comprise such stages as an informative confrontation

(

determination of one’s capabilities in comparison with a

2. Empirical - observation, questionnaire, quantitative

competitor’s capabilities) and energy confrontation (specific

actions). With the most absolute and complete understanding

of a conflict, its main goal is achieved with the least energy

costs. The more correct and accurate the information about

the conflict is, the smallest proportion of energy is focused on

resistance and the greater part is for solving the main

and qualitative analysis of the material, SWOT-analysis.

Within the framework of the work, regulatory

documentation was studied, documents and statistical data

were analysed, data from monographic, journalistic, and

other scientific sources and periodicals were generalized, data

available in the public domain on the Internet and containing

the necessary information on the issues under study were

applied.

problem. Hence, the task of

a conflicting part in

informational confrontation at RBR16 LLC is to understand

and analyse their position and condition, as well as the

opponent’s state, and in this regard, select appropriate

adequate methods of influence.

Results

According to the results of the analysis, it was revealed

Labour conflicts arising in LLC RBR16 are formed by a

large number of interrelated conditions. The values and tasks

in the organization are being replaced, the elements of

employee’s behaviour and the algorithms of managerial

actions are changing, as a result of which the external images

of the course of conflicts in the organization and the

mechanisms for resolving them are changing. But several

etiological circumstances of the emergence of the conflict

remain constant over time: disagreement in the absence of

resources, lack of accurate and correct information, and

interpersonal disagreement (18, 19, 20).

Conflicts in LLC RBR16, would they to be solved, have

every chance to serve as a reason for improving the

functioning of the company in full (its departments in

particular), as well as to be a cause of the collapse of the

organizational system, and the shutdown of the company (in

accordance with its goals and current issues), if they would

remain unsolved.

that LLC RBR16 has a high level of proneness to the conflict

in the team. This is evidenced by data from a survey among

employees of the organization. So, 12% of the company's

employees indicate that conflicts at RBR16 LLC are

permanent. A periodic occurrence of conflicts is noted by

47% of employees of RBR16 LLC.

Among the positive aspects, it should be noted that 16%

of the company's employees never had conflicts in their

workplace. 25% of workers rarely have conflicts. This fact

indicates an underdeveloped corporate culture in LLC

RBR16.

It was also revealed that the small size of the company

does not allow motivating the staff’s need to satisfy

ambitions (growth through the ranks), leaving only material

incentives for the growth of labour productivity. The most

effective motivator for RBR16 LLC employees is material

stimulation of labour productivity growth - this is what 59%

of the company's employees answered. 28% of employees are

motivated by the social package provided by the company.

Only 5% of the company’s personnel indicated that their

productivity growth motivates career opportunities. These are

mainly young promising specialists with a good level of

education.

The management asked a question for employees of

various levels about their readiness for making managerial

decisions and taking responsibility for them. Only 24% of

mid-level managers in a company are ready to make

managerial decisions and take responsibility. This is an

extremely negative factor in the management system of

RBR16 LLC. The lower management is also not ready to

make independent management decisions (15, 16, 17).

An important direction in the effective management of

conflicts in an organization is an understanding by all levels

of management of the strategic vector of the company’s

Creating in a team of high corporate culture as a system

of values, traditions, rules shared by all members of the

organization, provides for the following:

creating a fair system of staff motivation;

making activity in the organization prestigious is also a

significant psychological factor for solving a conflict;

the favourable psychological climate is also an

important factor reducing the level of conflict.

Effective work in many respects depends not only on its

proper organization, good equipment, favourable conditions

but on the nature of the emotional atmosphere in the team,

which can also be formed with the help of a psychologist.

As noted by V.T. Remezov, Russian enterprises show

growth as a result of improving corporate culture in the

implementation of measures to resolve conflicts (7, 10, 11,

12).

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Journal of Environmental Treatment Techniques

2019, Special Issue on Environment, Management and Economy, Pages: 1130-1133

Thus, changing the corporate culture and collaboration

with an invited professional consultant will help to resolve

conflicts in the RBR16 LLC team. Measures to change the

corporate culture as a method of resolving conflicts in

RBR16 LLC have social efficiency, which is reflected in the

establishment of a favourable climate in the team, a friendly

atmosphere and harmonious work of the company team (13,

own work and the material well-being of the organization

and its employees.

5. The small size of the organization does not allow for

engaging in motivation a person’s need to satisfy

ambitions (growth in the ranks), leaving only material

incentives for the growth of labour productivity.

To increase the effectiveness of conflict management,

LLC RBR16 proposes to perform the following activities:

14).

Change and improvement of organizational culture by

creating a fair system of motivation and the formation of a

favourable psychological climate in the team;

Summary

RBR16 LLC is a contractor for road construction

Invitation of a professional consultant to resolve

performing complex construction, reconstruction and repair.

The professional success of RBR16 LLC lies in the

competence of management which closely monitors the

logistics, quality and timely fulfilment of their obligations.

If effective methods of conflict management would not

be found in RBR16 LLC, the following dysfunctional

consequences may occur, that is, conditions that impede the

achievement of goals:

conflicts;

Change of the organizational and labour schedule by

developing job descriptions with the elimination of

duplication of functions;

Expansion of mechanisms of social protection of the

organization’s personnel;

Organization of effective selection and allocation of

staff by position together with a psychologist;

Introduction of a personnel reserve formation system.

team;

Increasing emotional and psychological tension in the

Implementation of the developed recommendations will

reduce the level of conflict in the team of LLC RBR16 as a

whole. The annual economic effect from the implementation

of conflict management measures at RBR16 LLC will be 118

Dissatisfaction in work, the poor state of mind and. as a

result, increased staff turnover and reduced productivity;

Barriers to the implementation of changes and the

introduction of innovations;

Cutting of interaction and communication between

conflicting parties;

532 thousand roubles.

An increase in hostility between conflicting parties as

6 Acknowledgements

they decrease interaction and communication;

The work is performed according to the Russian

Government Program of Competitive Growth of Kazan

Federal University.

Excessive enthusiasm for the conflicting process to the

detriment of work, the difficult restoration of business

relations.

Emotional and material costs of participating in a

conflict, a decrease in discipline, and worsening of the socio-

psychological climate in the team, the idea of defeated groups

as enemies are extremely dysfunctional.

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