Tag: Management Studies

IIT Delhi Department of Management Studies

  IIT Delhi Department of Management Studies was established in 1993 and launched its first MBA program in 1997. It is regarded as one of the best institutes for management studies in India and is placed at the eighth position according to the NIRF rankings.


Learn More about  IIT Delhi Department of Management Studies

The curriculum is designed in order to meet the changing needs of the business environment and the industry. The Institute currently offers a 2 year full time MBA program, a 3 year part time program and a 3 year Executive MBA program. The students are selected after a rigorous screening process which includes performance of the candidate in CAT, followed by a group discussion and personal interview.

Students at DMS, IIT Delhi are trained by eminent faculty who are experienced professionals from India as well as abroad. The placement record of the Department is quite impressive with the 83 offers made for the 2018-2020 batch, which achieved a 100% placement record. The highest salary package offered to the students was INR 33 LPA and the average salary package offered was INR 22.69 LPA. Top recruiters visiting the DMS, IIT Delhi campus were well- known companies like Reliance Industries Ltd., Wipro, Amway, OLA and others.

DMS, IIT Delhi Key Points

  • The Institute provides world class IT infrastructure with facilities like hostels, library, wi-fi campus, hi-tech classrooms and others.
  • The Department of Management Studies is spread across an area of 320 Acres.
  • The Institute has successfully managed to maintain a 100% placement record.
  • Admissions are done on the basis of Selection Index which is computed by taking into account 7 parameters- CATA Score, Bachelor’s degree, 12th marks, 10th marks, Work Experience, Gender diversity and graduation from IIT/NIT.

DMS, IIT Delhi Rankings

  • The Department of Management Studies is ranked 8th in the NIRF rankings 2020.
  • The India Today group and Financial Express ranked DMS, IIT Delhi 9th in 2020.
  • The institute has been ranked 15th by Business Today in 2020.
  • DMS, IIT Delhi falls in the 101-150 rank band according to the QS World University Rankings 2020 in the Business and Management Studies category.

DMS, IIT Delhi Courses & Fees

The institute specializes in management courses and offers 3 related programs in the said field. Admissions to all these courses are entrance based, with students selected on the basis of CAT performance and several other parameters.

The courses offered by DMS, IIT Delhi and their respective details are given below.

COURSES COURSE DETAILS
MBA
  • Specializations – General, Telecommunication Systems Management
  • Fees- INR 4.8 Lakhs per year
  • Eligibility criteria-Passed graduation in any discipline or equivalent examination with minimum 60% aggregate marks (55% for SC/ST) + valid score in CAT + Personal Interview
Executive MBA
  • Specializations- Technology Management
  • Fees- INR 3.6 Lakhs per year
  • Eligibility criteria- Passed graduation in any branch of Engineering/ Technology/ Physical Sciences/ Statistics/ BCA/ Operation Research/ Economics/ Commerce with minimum 60% aggregate marks (55% for SC/ST)+ Minimum 2 years work experience + Personal Interview
Ph.D
  • Specializations- Management
  • Fees- INR 63,900 per year
  • Eligibility criteria- Passed M.Tech/ M.E./ M.D./M.Sc/ MBA/ M.A./MBBS with minimum 60% aggregate marks (55% for SC/ST) / Passed B.E./ B.Tech with minimum 70% aggregate marks + valid score in GATE/ CSIR/ UGC NET/ ICAR/ ICMR + Personal Interview

DMS, IIT Delhi Cut Off

DMS, IIT Delhi shortlisted eligible candidates for the Personal Interview round only if they secure more than the minimum CAT cut off set by the Institute.

Tabulated below are the cut off marks across 3 years and the cut off for different categories in different sections.

Categories CAT 2018 CAT 2019 CAT 2020
Overall Cut Off 90 90 90
Sectional Cut Off 80 80 80

DMS, IIT Delhi Placement

Category VARC DILR QUANT Overall CAT Percentile
General 80 80 80 90
NC-OBC 72 72 72 81
SC 53.3 53.3 53.3 60
ST 53.3 53.3 53.3 60
PWD 53.3 53.3 53.3 60

DMS, IIT Delhi Placement Highlights 

The Institute has a dedicated placement cell called the Campus Relations Team and has successfully managed to maintain a 100% placement record. The placement cell at DMS, IIT Delhi is constantly in touch with the reputed companies and organisations and is responsible for organising pre placement talks and visits on the campus. The resumes of the interested candidates are shared with the organisations and before the campus recruitment process begins. It ensures that the potential employers are constantly involved throughout the year through summer internships, guest lectures, Workshops and other activities.

  • 83 offers were made for the batch of 2020, which comprised 68 students.
  • The highest Salary Package Offered was INR 33 LPA
  • The average Salary Package Offered was INR 22.69 LPA
  • The median Salary Package Offered was INR 20.01 LPA
  • Students from the IT, General Management, Operations & Supply Chain, Finance, Sales & Marketing departments bagged the maximum placement offers.

Top Recruiters

  • Coca Cola
  • OLA
  • Vodafone
  • Deloitte
  • Infosys
  • Airtel
  • TCS
  • Idea
  • Wipro

DMS, IIT Delhi Scholarships

DMS, IIT Delhi does not award any scholarships. However, a scheme for the award of Teaching/Research Assistantship for providing financial assistance to those students who are admitted on full-time basis are considered.

Students under this scheme are required to render 8 hours of teaching/research assistance to the Department outside their normal academic work.The maximum duration for which this can be awarded to any Ph.D. student is 4 years. Continuation of the Assistantship depends on the academic performance, a minimum of 7.50 CGPA in course work each semester and minimum prescribed attendance requirement which needs to be fulfilled.


The Impact of Conflict Management Strategies on Conscientiousness of Oil and Gas Firms in South-South Nigeria

  

Dr. Enyia, Charles Daniel1  & Prof. Akhigbe, Joseph Omoankhanlen2

1,2 Department of Management, University of Port Harcourt

 

Abstract

This study investigates the impact of conflict management strategies on conscientiousness among staff members in the oil and gas industry in South-South Nigeria. The research involves a population of 320 employees holding supervisory positions and above from five prominent companies, including Nigerian Agip Oil (NAOC), Chevron Nigeria, Elf Petroleum Nigeria, Sahara Energy Fields, and Schlumberger Oilfield Services. A sample size of 175 respondents was randomly selected for data collection using structured questionnaires. The study employed a cross-sectional research design, and data were analyzed using correlation analysis. The findings reveal a significant positive correlation (r = 0.649, p < 0.01) between conflict management strategies and conscientiousness. The study emphasizes the importance of tailored conflict management approaches and highlights the positive relationship between effective conflict resolution and employee conscientious behavior. The results provide valuable insights for organizations seeking to enhance employee morale, productivity, and overall performance through proactive conflict management strategies. However, further research is recommended to explore causal relationships and potential mediators or moderators for a more comprehensive understanding of the observed correlation.

Keywords: Conflict management strategies, Conscientiousness, Oil and gas industry, South-South Nigeria, Employee behavior

 

Introduction

 

In the ever-evolving landscape of the oil and gas industry, navigating complex challenges and maintaining a harmonious work environment are paramount to the success and sustainability of companies in the South-South region of Nigeria. Among the myriad challenges faced by these firms, effective conflict management emerges as a crucial factor that directly influences the conscientiousness and overall performance of the organization (Robbins, Judge,  Millett  & Boyle, 2019). Conflict, while inevitable in any dynamic workplace, can either be a catalyst for growth or a destructive force if left unaddressed. Hence, the way conflicts are handled and managed can significantly impact employee morale, productivity, and the overall culture of the company.

 

The oil and gas industry, known for its high-pressure operations, demands a cohesive and dedicated workforce. However, the presence of unresolved or mishandled conflicts can create a ripple effect, causing negative emotions, resentment, and reduced job satisfaction among employees. Conversely, organizations that adopt thoughtful and proactive conflict management strategies foster an environment that promotes collaboration, mutual understanding, and shared goals. Employees who feel that their concerns are valued and addressed are more likely to exhibit higher levels of conscientiousness, resulting in increased commitment and productivity within the organization.

 

In this article, we delve into the impact of conflict management strategies on the conscientiousness of oil and gas firms in the South-South region of Nigeria. We will explore various conflict resolution techniques, the role of organizational culture, and how effective conflict management can influence decision-making processes, resource allocation, employee turnover, and overall performance (Akhigbe, Finelady & Felix, 2014). By understanding the significance of conflict management in this industry’s context, we shed light on how companies can proactively build a resilient and conscientious workforce, ultimately fostering long-term success amid the dynamic challenges faced in this competitive sector.

Conflict Management Strategies: An Essential Element

 

Conflict, in itself, is not always negative. In fact, it can lead to constructive outcomes when managed effectively. Conflict management involves employing strategies to identify, address, and resolve conflicts in a manner that promotes cooperation and mutual understanding (Thomas  & Kilmann,  1974). Various conflict management techniques, such as collaboration, compromise, accommodation, avoidance, and competition, can be applied depending on the nature of the conflict and the parties involved.

 

Theoretical Framework

Contingency theory

Contingency theory, when applied to conflict management strategies, emphasizes the importance of tailoring approaches to address specific conflict situations (Donaldson,  2001). Conflicts within organizations are diverse and can arise due to various contingencies such as differences in values, work styles, or goals. Instead of adopting a one-size-fits-all conflict management strategy, contingency theory encourages managers to assess the unique context of each conflict and choose the most appropriate approach accordingly.

 

For example, in conflicts stemming from miscommunication or misunderstandings between team members, a collaborative conflict management strategy might be effective. By encouraging open dialogue and active listening, team members can work together to identify the root cause of the conflict and jointly develop solutions that satisfy all parties involved. In this situation, a participative leadership style might be necessary to facilitate open communication and foster a collaborative atmosphere.

 

On the other hand, in a high-pressure and time-sensitive project where quick decisions are essential, conflicts may need swift resolution. In such cases, an autocratic or authoritative conflict management strategy might be appropriate, with a manager making decisive decisions to resolve the conflict promptly. However, it is essential for managers to consider the impact of such a decision on team morale and long-term working relationships.

 

Additionally, when dealing with conflicts related to organizational structure or resource allocation, a more analytical and data-driven conflict management approach might be required. Using rational decision-making models and considering the specific contingencies surrounding the conflict can lead to a fair and equitable resolution.

 

Contingency theory provides valuable insights into the selection and implementation of conflict management strategies (Burns  & Stalker,  1961). Managers must recognize that different conflicts require different approaches, and there is no universal solution to conflict resolution. By aligning conflict management strategies with the contingencies of each conflict, organizations can foster a more harmonious and productive work environment, leading to improved employee morale, collaboration, and overall organizational performance.

 

Conflict Management Strategies

Effective conflict management strategies play a crucial role in the dynamic and competitive landscape of the oil and gas industry in South-South Nigeria (Enyia & Nwuche, 2016). By encouraging open communication and providing conflict resolution training, organizations empower their employees to address conflicts proactively and constructively (Luthans, 2011). Open channels of communication allow individuals to express their concerns, ideas, and feedback, fostering a sense of trust and transparency. Conflict resolution training equips employees and managers with the necessary skills to navigate disputes effectively, promoting mutual understanding and cooperation.

 

In addition to open communication and conflict resolution training, utilizing neutral third-party mediators or facilitators can be instrumental in resolving complex conflicts (Akhigbe  & Gail,  2017). These impartial mediators guide the parties involved through a structured process, helping them identify underlying issues and find mutually agreeable solutions (Judge  & Bono,  2001). This approach promotes a sense of fairness and impartiality, encouraging all parties to work collaboratively towards resolution. Mediation can prevent conflicts from escalating and preserve positive working relationships.

 

Emphasizing collaboration and compromise within the organization leads to win-win outcomes in conflict resolution. Encouraging a collaborative approach fosters teamwork and unity among team members. When parties involved in a conflict work together to find solutions that satisfy their respective interests, it not only resolves the immediate issue but also strengthens relationships and encourages a sense of collective responsibility (Jehn, 1995). Compromising on certain aspects of the conflict allows all parties to make concessions, reaching a balanced resolution that takes everyone’s interests into account.

 

To ensure consistency and fairness in conflict resolution, organizations need clear policies and procedures in place. Establishing comprehensive conflict resolution policies provides a structured framework for addressing conflicts promptly and effectively. Employees should be aware of the steps involved in reporting and resolving conflicts, ensuring a consistent approach across the organization. By having well-defined roles and responsibilities, organizations can minimize misunderstandings and conflicts arising from overlapping or unclear job responsibilities. Clearly outlining job roles fosters a sense of accountability and prevents potential areas of friction (Podsakoff, et al, 2003).

 

Furthermore, organizations can encourage a culture of learning from conflicts. After a conflict is resolved, feedback and reflection on the process can provide valuable insights (Jehn  & Mannix, 2001). Learning from past conflicts allows organizations to identify patterns and develop preventive strategies, reducing the likelihood of similar issues arising in the future (O’Reilly & Chatman, 1986). Creating a culture that embraces learning and continuous improvement contributes to a more conscientious and adaptive workforce.

 

Lastly, embracing diversity and promoting respect in the workplace is vital for reducing conflicts related to cultural or personal differences (Akhigbe, Felix  & Finelady, 2014). Acknowledging and valuing diversity within the organization fosters an environment where differing viewpoints are embraced and celebrated (Podsakoff, et al 2012). By promoting inclusivity and respect, organizations can mitigate conflicts stemming from bias or misunderstanding, ensuring a harmonious and productive work environment (Judge  & Bono, 2001).

 

Implementing effective conflict management strategies is essential for the success and sustainability of oil and gas firms in South-South Nigeria. By promoting open communication, utilizing mediation, emphasizing collaboration and compromise, and establishing clear policies, organizations can foster a positive work environment that enhances employee conscientiousness and overall performance (Rahim, 2002). Encouraging learning from conflicts and embracing diversity further contributes to a cohesive and resilient workforce, equipped to navigate the challenges of the industry successfully.

 

Conscientiousness

Conscientiousness is a fundamental personality trait that reflects an individual’s tendency to be responsible, organized, and diligent in fulfilling their obligations and duties. It is one of the five major personality traits commonly known as the “Big Five” personality traits, which also include openness to experience, extraversion, agreeableness, and emotional stability (neuroticism). Conscientious individuals are characterized by their self-discipline, attention to detail, and commitment to achieving their goals (Organ  & Ryan,  1995).

 

In the context of oil and gas firms in South-South Nigeria, conscientiousness is a highly desirable trait among employees and leaders alike (Enyia, 2015). Conscientious employees demonstrate a strong work ethic and are dependable in completing their tasks with accuracy and efficiency. They take their roles seriously and are proactive in ensuring that projects are executed effectively (Thomas, 1976). These individuals are often seen as reliable team members, as they can be trusted to meet deadlines and deliver quality work.

 

Leaders who exhibit conscientiousness are essential for fostering a positive and productive work environment. Their strong sense of responsibility and organization sets a positive example for their team members (Podsakoff, et al 1997). They are committed to the company’s goals and lead by example, encouraging their team to uphold the same level of dedication and accountability. Conscientious leaders are also more likely to implement effective conflict management strategies, as they prioritize open communication, fairness, and collaboration in resolving disputes.

 

In the oil and gas industry, where safety and precision are critical, conscientiousness is particularly valuable. Conscientious employees pay close attention to details, reducing the likelihood of errors that could lead to accidents or environmental hazards. They adhere to safety protocols and ensure that tasks are carried out according to established standards.

 

Moreover, conscientiousness is associated with long-term success and career advancement. Employees who consistently demonstrate conscientious behavior are often recognized and rewarded for their dedication and reliability. They are more likely to be entrusted with additional responsibilities and opportunities for growth within the organization (De Dreu, & Gelfand, 2008).

 

However, it is essential to strike a balance, as excessive conscientiousness can sometimes lead to perfectionism or overwork. Burnout can become a risk if individuals consistently place unrealistic demands on themselves. Organizations should be mindful of fostering a supportive work culture that encourages a healthy work-life balance and provides resources for managing stress and workload.

 

Conscientiousness is a valuable trait within oil and gas firms in South-South Nigeria. It is characterized by responsible and diligent behavior, which contributes to a positive work environment, improved conflict management, and overall success in this demanding industry. By recognizing and nurturing conscientiousness in employees and leaders, organizations can cultivate a motivated and committed workforce, driving excellence and resilience in the face of challenges.

 

Methodology:

 

Research Design:

This study will utilize a cross-sectional research design to collect data from the population of 320 staff within the cadre of supervisor and above from Agip Oil (NAOC), Chevron Nigeria, Elf Petroleum Nigeria, Sahara Energy Fields, and Schlumberger Oilfield Services. Cross-sectional research allows data to be collected from all participants at a single point in time, providing a snapshot of the current state of the variables of interest.

 

Population and Sampling:

The target population for this study is 320 staff members working as supervisors and above in the specified oil and gas companies. From this population, a sample size of 175 will be selected using a random sampling technique. Random sampling ensures that each staff member in the population has an equal chance of being included in the sample, increasing the representativeness of the sample.

 

Data Collection:

Data will be collected through structured questionnaires designed to capture information about conflict management strategies and their impact on conscientiousness. The questionnaire will consist of both closed-ended and Likert-scale questions. The questionnaire will be distributed electronically via email to ensure easy accessibility and timely responses. Additionally, reminders will be sent to encourage participation and improve response rates.

 

Variables and Measures:

The main variables of interest in this study are conflict management strategies and conscientiousness. Conflict management strategies will be measured using questions that assess the frequency and effectiveness of various conflict resolution approaches utilized by the staff. Conscientiousness will be measured using items that evaluate the level of responsibility, diligence, and commitment demonstrated by the staff in their work.

 

Data Analysis:

Data collected from the questionnaires will be analyzed using statistical software (e.g., SPSS). Descriptive statistics will be used to summarize the demographic characteristics of the sample and the distribution of responses on conflict management strategies and conscientiousness. Inferential statistics, such as Pearson moment correlation analysis will be conducted to explore the relationship between conflict management strategies and conscientiousness.

 

 

Data Analyses and Findings

 

 

Table 1: Showing Study Respondents

Name of Company

Staff strength  

%

Sample Size

Approximate Number

Nigerian Agip Oil (NAOC) 

94

29.375

51.40625

51

Chevron Nigeria

58

18.125

31.71875

32

Elf Petroleum Nigeria 

47

14.6875

25.703125

26

Sahara Energy Fields

61

19.0625

33.359375

33

Schlumberger Oilfield Services

60

18.75

32.8125

33

Total

320

100

175

175

 

The percentages are calculated based on the proportion of staff strength of each company to the total population of 320. The sample size for each company is approximately determined based on the percentage allocation to the total sample size of 175. To maintain the integrity of the study, the sample sizes were rounded to the nearest whole number.

 

Table 2 Respondents Age

 

 

 

Frequency

Percent

Valid Percent

Cumulative Percent

Valid

18-25yrs

54

30.9

30.9

30.9

26-35yrs

88

50.3

50.3

81.1

36-45yrs

21

12.0

12.0

93.1

46yrs and above

12

6.9

6.9

100.0

Total

175

100.0

100.0

 

 

The table shows the distribution of respondents’ age groups. A total of 175 respondents participated in the study. The majority of respondents (50.3%) fall within the age group of 26-35 years, followed by 30.9% in the 18-25 years age group. Additionally, 12.0% of respondents are aged between 36-45 years, and 6.9% are 46 years and above. The cumulative percentage indicates the proportion of respondents accounted for by each age group, with a total of 100% representing all participants in the study.

 

 

 

 

H0: Confict management strategies does not relate with conscientiousness of oil and gas firms in south-south Nigeria

 

Correlations

 

CMS

Cons

CMS

Pearson Correlation

1

.649**

Sig. (2-tailed)

 

.000

N

174

174

Cons

Pearson Correlation

.649**

1

Sig. (2-tailed)

.000

 

N

174

174

**. Correlation is significant at the 0.01 level (2-tailed).

 

 

CMS= Conflict management strategies

Cons= Conscientiousness

 

 

The correlation analysis was conducted to examine the relationship between Conflict Management Strategies (CMS) and Conscientiousness (Cons) among the respondents. The results indicate a significant positive correlation between CMS and Cons, with a Pearson correlation coefficient of 0.649** at the 0.01 level of significance (2-tailed).

 

The correlation coefficient of 0.649** suggests a strong positive association between CMS and Cons. This means that as conflict management strategies are effectively employed, there is a higher likelihood of observing conscientious behavior among the respondents. In other words, employees who demonstrate a greater use of conflict management strategies tend to exhibit higher levels of conscientiousness in their work, showing responsibility, diligence, and commitment to their duties.

 

The findings from this correlation analysis highlight the importance of implementing effective conflict management strategies within the organizations represented by the respondents. When conflicts are handled in a constructive and proactive manner, employees are more likely to feel valued and supported, which in turn fosters conscientiousness and dedication to their work responsibilities.

 

It is crucial to acknowledge that correlation does not imply causation. While the correlation between CMS and Cons is significant, other factors may also contribute to the observed relationship. Future research and additional statistical analyses could explore causal relationships and identify potential mediators or moderators that may influence the connection between conflict management strategies and conscientious behavior.

 

 

Summary of Findings

 

The study aimed to investigate the impact of conflict management strategies on conscientiousness among staff members working as supervisors and above in oil and gas companies, including Nigerian Agip Oil (NAOC), Chevron Nigeria, Elf Petroleum Nigeria, Sahara Energy Fields, and Schlumberger Oilfield Services. A total of 175 respondents participated in the study, representing a diverse age range, with the majority falling within the 26-35 years age group.

 

The findings revealed a significant positive correlation between Conflict Management Strategies (CMS) and Conscientiousness (Cons) among the respondents. The Pearson correlation coefficient of 0.649** indicated a strong positive association between the two variables. This implies that as conflict management strategies are effectively employed, there is a higher likelihood of observing conscientious behavior among employees. Employees who demonstrate a greater use of conflict management strategies tend to exhibit higher levels of responsibility, diligence, and commitment to their work duties.

 

The results suggest that organizations that prioritize conflict management and utilize effective strategies create a positive work environment, leading to improved employee conscientiousness and overall performance. Encouraging open communication, collaboration, and compromise in resolving conflicts can foster a sense of trust and support among employees, enhancing job satisfaction and dedication to organizational goals.

 

However, it is essential to note that correlation does not imply causation. While the correlation between CMS and Cons is significant, there may be other factors influencing conscientious behavior that were not explored in this study. Further research could investigate causal relationships and potential mediators or moderators to gain a deeper understanding of the impact of conflict management strategies on conscientiousness in the specific context of the oil and gas industry.

 

The study’s findings highlight the importance of implementing effective conflict management strategies within oil and gas companies to foster a conscientious and committed workforce. Organizations that proactively address conflicts and create a positive work culture are likely to experience increased employee morale, productivity, and overall organizational success.

 

Conclusion:

 

In conclusion, this study has explored the impact of conflict management strategies on conscientiousness among staff members in the oil and gas industry in South-South Nigeria. The findings revealed a significant positive correlation between conflict management strategies and conscientiousness, indicating that organizations that effectively handle conflicts are more likely to have a conscientious and dedicated workforce.

 

The study emphasizes the importance of adopting tailored conflict management approaches based on the unique contingencies faced by each organization. Open communication, collaboration, compromise, and effective conflict resolution training are key elements that contribute to a positive work environment and enhanced employee conscientiousness.

 

Recommendations:

 

Based on the study’s findings, the following recommendations are suggested for oil and gas firms in South-South Nigeria:

 

       i.         Implement Effective Conflict Management Training: Organizations should invest in conflict resolution training for employees and managers. Equipping them with communication and negotiation skills will empower them to handle conflicts constructively and proactively.

 

     ii.         Foster a Collaborative and Supportive Work Culture: Encourage a culture of collaboration, respect, and open communication within the organization. A supportive work environment enables employees to voice their concerns and work together to find mutually beneficial solutions.

 

    iii.         Utilize Neutral Mediators: In complex conflicts, consider using neutral third-party mediators or facilitators to guide the resolution process. Mediators can bring objectivity and impartiality, leading to fair and satisfactory outcomes.

 

    iv.         Tailor Leadership Styles: Managers should adapt their leadership styles based on the nature of conflicts and the needs of their teams. Being flexible and responsive to different situations fosters a positive work environment and encourages employee conscientiousness.

 

     v.         Enhance Decision-making Processes: Ensure that decision-making processes are transparent, inclusive, and based on data-driven insights. This fosters a sense of fairness and trust among employees.

 

    vi.         Regularly Assess and Review Conflict Management Strategies: Continuously evaluate the effectiveness of conflict management strategies and be open to improvements. Solicit feedback from employees and use it to refine conflict resolution approaches.

 

   vii.         Support Employee Well-being: Promote work-life balance and provide resources for managing stress and workload. Addressing employee well-being can prevent burnout and enhance conscientious behavior.

 

  viii.         Conduct Further Research: As correlation does not imply causation, further research can explore the causal relationship between conflict management strategies and conscientiousness. Investigating potential mediators or moderators can provide deeper insights into the underlying mechanisms.

 

By implementing these recommendations, oil and gas firms can foster a positive and productive work environment, leading to increased employee conscientiousness, improved job satisfaction, and overall organizational success in the competitive and challenging oil and gas industry.

 

References 

 

Akhigbe, O. J., & Gail, O. J. (2017). Job burnout and organizational cynicism among employees in Nigerian banks. European Scientific Journal, ESJ, 13(22), 125-140.

Akhigbe, O. J., Felix, O. O., & Finelady, A. M. (2014). Employee job satisfaction and organizational commitment in Nigeria manufacturing organizations. European Journal of Business and Management, 6(25).

Akhigbe, O. J., Finelady, A. M., & Felix, O. O. (2014). Transactional leadership style and employee satisfaction in Nigerian banking sector. European journal of business and management, 6(26), 15-23.

Burns, T., & Stalker, G. M. (1961). The Management of Innovation. Tavistock Publications.

De Dreu, C. K., & Gelfand, M. J. (2008). Conflict in the workplace: Sources, functions, and dynamics across multiple levels of analysis. In C. K. De Dreu & M. J. Gelfand (Eds.), The psychology of conflict and conflict management in organizations (pp. 3-54). Psychology Press.

Donaldson, L. (2001). The contingency theory of organizations. Sage Publications.

Enyia, C.D (2015). The Impact of Accommodating on Conscientiousness and Courtesy in Oil and Gas Companies. The International Journal Of Business & Management, 3(11), 159.

Enyia, C.D., & Nwuche, C. (2016). CONFLICT MANAGEMENT STRATEGIES AND ORGANIZATIONAL CITIZENSHIP BEHAVIOUR IN OIL AND GAS COMPANIES IN RIVERS STATE. Education, 2019.

Jehn, K. A. (1995). A Multimethod Examination of the Benefits and Detriments of Intragroup Conflict. Administrative Science Quarterly, 40(2), 256-282.

Jehn, K. A., & Mannix, E. A. (2001). The Dynamic Nature of Conflict: A Longitudinal Study of Intragroup Conflict and Group Performance. Academy of Management Journal, 44(2), 238-251.

Judge, T. A., & Bono, J. E. (2001). Relationship of Core Self-Evaluations Traits–Self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability–With Job Satisfaction and Job Performance: A Meta-Analysis. Journal of Applied Psychology, 86(1), 80-92.

Judge, T. A., & Bono, J. E. (2001). Relationship of Core Self-Evaluations Traits—Self-Esteem, Generalized Self-Efficacy, Locus of Control, and Emotional Stability—With Job Satisfaction and Job Performance: A Meta-Analysis. Journal of Applied Psychology, 86(1), 80-92.

Luthans, F. (2011). Organizational Behavior: An Evidence-Based Approach. McGraw-Hill Education.

O’Reilly, C. A., III, & Chatman, J. (1986). Organizational Commitment and Psychological Attachment: The Effects of Compliance, Identification, and Internalization on Prosocial Behavior. Journal of Applied Psychology, 71(3), 492-499.

Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802.

Podsakoff, P. M., Ahearne, M., & MacKenzie, S. B. (1997). Organizational citizenship behavior and the quantity and quality of work group performance. Journal of Applied Psychology, 82(2), 262-270.

Podsakoff, P. M., MacKenzie, S. B., & Podsakoff, N. P. (2012). Sources of Method Bias in Social Science Research and Recommendations on How to Control It. Annual Review of Psychology, 63, 539-569.

Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies. Journal of Applied Psychology, 88(5), 879-903.

Rahim, M. A. (2002). Toward a theory of managing organizational conflict. The International Journal of Conflict Management, 13(3), 206-235.

Robbins, S. P., Judge, T. A., Millett, B., & Boyle, M. (2019). Organizational Behavior (18th ed.). Pearson Education.

Thomas, K. W. (1976). Conflict and conflict management. In M. D. Dunnette (Ed.), Handbook of Industrial and Organizational Psychology (pp. 889-935). Rand McNally.

Thomas, K. W., & Kilmann, R. H. (1974). Thomas-Kilmann Conflict Mode Instrument. Tuxedo, NY: Xicom.

 

Management By Objectives (MBO) – Peter Drucker MBO

 

The Concept Of Management By Objectives (MBO)


The concept of MBO is closely connected with the concept of planning. The process of planning implies the existence of objectives and is used as a tool/technique for achieving the objectives. Modern managements are rightly described as ‘Management by Objectives’ (MBO). This MBO concept was popularized by Peter Drucker. It suggests that objectives should not be imposed on subordinates but should be decided collectively by a concerned with the management. This gives popular support to them and the achievement of such objectives becomes easy and quick.


management by objectives


Management by Objectives (MBO) is the most widely accepted philosophy of management today. It is a demanding and rewarding style of management. It concentrates attention on the accomplishment of objectives through participation of all concerned persons, i.e., through team spirit. MBO is based on the assumption that people perform better when they know what is expected of them and can relate their personal goals to organizational objectives. Superior subordinate participation, joint goal setting and support and encouragement from superior to subordinates are the basic features of MBO. It is a result-oriented philosophy and offers many advantages such as employee motivation, high morale, effective and purposeful leadership and clear objectives before all concerned per-sons.


MBO is a participative and democratic style of management. Here, ample a scope is given to subordinates and is given higher status and positive/participative role. In short, MBO is both a philosophy and approach to management. MBO concept is different from MBC (Management by Control) and is also superior in many respects. According to the classical theory of management, top management is concerned with objectives setting, directing and coordinating the efforts of middle level managers and lower level staff. However, achievement of organizational objectives is possible not by giving orders and instructions but by securing cooperation and participation of all persons. For this, they should be associated with the management process. This is possible in the case of MBO and hence MBO is different from MBC and also superior to MBC.


MBO is an approach (to planning) that helps to overcome these barriers. MBO involves the establishment of goals by managers and their subordinates acting together, specifying responsibilities and assigning authority for achieving the goals and finally constant monitoring of performance. The genesis of MBO is attributed to Peter Drucker who has explained it in his book ‘The Practice of Management’.


red squareDefinitions Of Management By Objectives MBO :-


  1. According to George Odiome, MBO is “a process whereby superior and subordinate managers of an Organisation jointly define its common goals, define each individual’s major areas of responsibility in terms Of results expected of him and use these measures as guides for operating the unit and assessing the contribution of each of its members.”
  2. According to John Humble, MBO is “a dynamic system which seeks to integrate the company’s needs to clarify and achieve its profits and growth goals with the manager’s need to contribute and develop himself. It is a demanding and rewarding style of managing a business.”


red squareFeatures Of Management By Objectives MBO :-


  1. Superior-subordinate participation: MBO requires the superior and the subordinate to recognize that the development of objectives is a joint project/activity. They must be jointly agree and write out their duties and areas of responsibility in their respective jobs.
  2. Joint goal-setting: MBO emphasizes joint goal-setting that are tangible, verifiable and measurable. The subordinate in consultation with his superior sets his own short-term goals. However, it is examined both by the superior and the subordinate that goals are realistic and attainable. In brief, the goals are to be decided jointly through the participation of all.
  3. Joint decision on methodology: MBO focuses special attention on what must be accomplished (goals) rather than how it is to be accomplished (methods). The superior and the subordinate mutually devise methodology to be followed in the attainment of objectives. They also mutually set standards and establish norms for evaluating performance.
  4. Makes way to attain maximum result: MBO is a systematic and rational technique that allows management to attain maximum results from available resources by focussing on attainable goals. It permits lot of freedom to subordinate to make creative decisions on his own. This motivates subordinates and ensures good performance from them.
  5. Support from superior: When the subordinate makes efforts to achieve his goals, superior’s helping hand is always available. The superior acts as a coach and provides his valuable advice and guidance to the subordinate. This is how MBO facilitates effective communication between superior and subordinates for achieving the objectives/targets set.


red squareSteps In Management By Objectives Planning :-


  1. Goal setting: The first phase in the MBO process is to define the organizational objectives. These are determined by the top management and usually in consultation with other managers. Once these goals are established, they should be made known to all the members. In setting objectives, it is necessary to identify “Key-Result Areas’ (KRA).
  2. Manager-Subordinate involvement: After the organizational goals are defined, the subordinates work with the managers to determine their individual goals. In this way, everyone gets involved in the goal setting.
  3. Matching goals and resources: Management must ensure that the subordinates are provided with necessary tools and materials to achieve these goals. Allocation of resources should also be done in consultation with the subordinates.
  4. Implementation of plan: After objectives are established and resources are allocated, the subordinates can implement the plan. If any guidance or clarification is required, they can contact their superiors.
  5. Review and appraisal of performance: This step involves periodic review of progress between manager and the subordinates. Such reviews would determine if the progress is satisfactory or the subordinate is facing some problems. Performance appraisal at these reviews should be conducted, based on fair and measurable standards.


red squareAdvantages of Management By Objectives MBO :-


  1. Develops result-oriented philosophy: MBO is a result-oriented philosophy. It does not favor management by crisis. Managers are expected to develop specific individual and group goals, develop appropriate action plans, properly allocate resources and establish control standards. It provides opportunities and motivation to staff to develop and make positive contribution in achieving the goals of an Organisation.
  2. Formulation of dearer goals: Goal-setting is typically an annual feature. MBO produces goals that identify desired/expected results. Goals are made verifiable and measurable which encourage high level of performance. They highlight problem areas and are limited in number. The meeting is of minds between the superior and the subordinates. Participation encourages commitment. This facilitates rapid progress of an Organisation. In brief, formulation of realistic objectives is me benefit of M[BO.
  3. Facilitates objective appraisal: NIBO provides a basis for evaluating a person’s performance since goals are jointly set by superior and subordinates. The individual is given adequate freedom to appraise his own activities. Individuals are trained to exercise discipline and self control. Management by self-control replaces management by domination in the MBO process. Appraisal becomes more objective and impartial.
  4. Raises employee morale: Participative decision-making and two-way communication encourage the subordinate to communicate freely and honestly. Participation, clearer goals and improved communication will go a long way in improving morale of employees.
  5. Facilitates effective planning: MBO programmes sharpen the planning process in an Organisation. It compels managers to think of planning by results. Developing action plans, providing resources for goal attainment and discussing and removing obstacles demand careful planning. In brief, MBO provides better management and better results.
  6. Acts as motivational force: MBO gives an individual or group, opportunity to use imagination and creativity to accomplish the mission. Managers devote time for planning results. Both appraiser and appraise are committed to the same objective. Since MBO aims at providing clear targets and their order of priority, employees are motivated.
  7. Facilitates effective control: Continuous monitoring is an essential feature of MBO. This is useful for achieving better results. Actual performance can be measured against the standards laid down for measurement of performance and deviations are corrected in time. A clear set of verifiable goals provides an outstanding guarantee for exercising better control.
  8. Facilitates personal leadership: MBO helps individual manager to develop personal leadership and skills useful for efficient management of activities of a business unit. Such a manager enjoys better chances to climb promotional ladder than a non-MBO type.


red squareLimitations of Management By Objectives MBO :-


  1. Time-consuming: MBO is time-consuming process. Objectives, at all levels of the Organisation, are set carefully after considering pros and cons which consumes lot of time. The superiors are required to hold frequent meetings in order to acquaint subordinates with the new system. The formal, periodic progress and final review sessions also consume time.
  2. Reward-punishment approach: MBO is pressure-oriented programme. It is based on reward-punishment psychology. It tries to indiscriminately force improvement on all employees. At times, it may penalize the people whose performance remains below the goal. This puts mental pressure on staff. Reward is provided only for superior performance.
  3. Increases paper-work: MBO programmes introduce ocean of paper-work such as training manuals, newsletters, instruction booklets, questionnaires, performance data and report into the Organisation. Managers need information feedback, in order to know what is exactly going on in the Organisation. The employees are expected to fill in a number of forms thus increasing paper-work. In the words of Howell, “MBO effectiveness is inversely related to the number of MBO forms.
  4. Creates organizational problems: MBO is far from a panacea for all organizational problems. Often MBO creates more problems than it can solve. An incident of tug-of-war is not uncommon. The subordinates try to set the lowest possible targets and superior the highest. When objectives cannot be restricted in number, it leads to obscure priorities and creates a sense of fear among subordinates. Added to this, the programme is used as a ‘whip’ to control employee performance.
  5. Develops conflicting objectives: Sometimes, an individual’s goal may come in conflict with those of another e.g., marketing manager’s goal for high sales turnover may find no support from the production manager’s goal for production with least cost. Under such circumstances, individuals follow paths that are best in their own interest but which are detrimental to the company.
  6. Problem of co-ordination: Considerable difficulties may be encountered while coordinating objectives of the Organisation with those of the individual and the department. Managers may face problems of measuring objectives when the objectives are not clear and realistic.
  7. Lacks durability: The first few go-around of MBO are motivating. Later it tends to become old hat. The marginal benefits often decrease with each cycle. Moreover, the programme is deceptively simple. New opportunities are lost because individuals adhere too rigidly to established goals.
  8. Problems related to goal-setting: MBO can function successfully provided measurable objectives are jointly set and it is agreed upon by all. Problems arise when: (a) verifiable goals are difficult to set (b) goals are inflexible and rigid (c) goals tend to take precedence over the people who use it (d) greater emphasis on quantifiable and easily measurable results instead of important results and (e) over-emphasis on short-term goals at the cost of long-term goals.
  9. Lack of appreciation: Lack of appreciation of MBO is observed at different levels of the Organisation. This may be due to the failure of the top management to communicate the philosophy of MBO to entire staff and all departments. Similarly, managers may not delegate adequately to their subordinates or managers may not motivate their subordinates properly. This creates new difficulties in the execution of MBO programme.


red squareEssential Conditions for Successful Execution / Implementation of MBO Or…


red squareQ.How To Make MBO Effective?


  1. Support from all: In order that MBO succeeds, it should get support and co-operation from the management. MBO must be tailored to the executive’s style of managing. No MBO programme can succeed unless it is fully accepted by the managers. The subordinates should also clearly understand that MBO is the policy of the Organisation and they have to offer cooperation to make it successful. It should be a programme of all and not a programme imposed on them.
  2. Acceptance of MBO programme by managers: In order to make MBO programme successful, it is fundamentally important that the managers themselves must mentally accept it as a good or promising programme. Such acceptances will bring about deep involvement of managers. If manages are forced to accept NIBO programme, their involvement will remain superfluous at every stage. The employees will be at the receiving-end. They would mostly accept the lines of action initiated by the managers.
  3. Training of managers: Before the introduction of MBO programme, the managers should be given adequate training in MBO philosophy. They must be in a position to integrate the technique with the basic philosophy of the company. It is but important to arrange practice sessions where performance objectives are evaluated and deviations are checked. The managers and subordinates are taught to set realistic goals, because they are going to be held responsible for the results.
  4. Organizational commitment: MBO should not be used as a decorative piece. It should be based on active support, involvement and commitment of managers. MBO presents a challenging task to managers. They must shift their capabilities from planning for work to planning for accomplishment of specific goals. Koontz rightly observes, “An effective programme of managing by objective must be woven into an entire pattern and style of managing. It cannot work as a separate technique standing alone.”
  5. Allocation of adequate time and resources: A well-conceived MBO programme requires three to five years of operation before it provides fruitful results. Managers and subordinates should be so oriented that they do not look forward to MBO for instant solutions. Proper time and resources should be allocated and persons are properly trained in the philosophy of MBO.
  6. Provision of uninterrupted information feedback: Superiors and subordinates should have regular information available to them as to how well subordinate’s goal performance is progressing. Over and above, regular performance appraisal sessions, counseling and encouragement to subordinates should be given. Superiors who compliment and encourage subordinates with pay rise and promotions provide enough motivation for peak performance.

Course Description: Bachelor of Management Studies

Introduction

Bachelor of Management Studies or BMS is an undergraduate program for management studies offered by many universities throughout the world. The course allows you to obtain the knowledge and skills needed to assume management positions in a wide range of organizations. Management studies program provide students with a solid foundation in organizational behavior and human resource management while electives in labor-management relations, negotiation, conflict resolution, compensation systems and organizational development allow students to develop deeper knowledge in specific areas of interest. In addition to business management course, it will equip you to understand how organizations work, how they are managed, and how they interact with object oriented programming using c++ and data structures, national and international environments.

Course Structure

  • Core and Major Curriculum

This program enables students to develop advanced knowledge and skills in a range of business functions while setting them within the wider context of current business practice. In the first and second years, students have a variety of choices with an understanding of the role of the core business disciplines:

  • Accounting
  • Introduction to finance
  • Operations and Information management
  • Human resource management
  • Introduction to marketing
  • Micro Economics
  • Organizational Behavior
  • Business Law

In third year, students will study Organizational Strategy and they will have a choice of subjects from a list of options, based on their own interests and career aspirations. These options offer excellent opportunities to gain relevant work experience to prepare for their careers or add an international dimension to their undergraduate study.

Main Course Descriptions

  • What is Management?

This course gives a brief introduction to the critical management skills involved in planning, structuring, controlling and leading an organization. It provides a framework to help students understand managing and being managed. Thus, leading them to become a more effective contributor to organizations that they join. Students can develop a system view of organizations through examining organizations as part of a context. It aims to train the learners to diagnose and suggest the suitable solutions to various managerial and organizational cases.

  • What is Human Resource Management

The focus of this course is to explore the principles of leading and managing people efficiently in today’s global enterprises. In this field, students access HR policy and practice in the areas of employment law, job analysis, employee relations and international HRM.

  • What is Organizational Behavior

This organizational behavior course combines classic arguments and contemporary empirical debates by discussing different elements of organizational structure. It introduces theoretical and empirical research on individual, interpersonal and group effectiveness at work. Course topics can be extended from decision making, motivation, leadership, teamwork to organizational culture. The learning method highly focuses on applying the essential tools of human side of management in role-play exercises and group projects in global organizations.

  • What is Economics for Management

The objective of the course is to show students how economics theory is related to the applications in managerial decision making and how resources are allocated and coordinated to achieve the organizations’ end goal. It emphasizes microeconomics ideas to solve problems and define the main concepts and models used in economic analysis. “Course topics covered include consumer theory, production, applications to the labor market, market structure, monopoly, oligopoly, product differentiation, pricing, decision analysis, bargaining, auctions, and asymmetric information.”

  • What is Law and Policy

The primary aim of the course is to make students aware of the basic legal concepts and implications affecting business transactions. It fosters a deeper practical sense of how to critically manage the important relationship between business and the natural environment 

  • What is Organizational Strategy

The first half of the course studies strategic situations and learn how to utilize the analytical tools to evaluate a firm’s position in the industry. Due to the modeling foundation of game theory, students will be tackled the real-world challenges and build the appropriate action plans .The second half of the course explores the evidence of different managerial styles and the impact on firm process, organizational change and corporate culture that constitute today’s collaborative business environments.

Optional Courses

The flexible management courses share a common first year before allowing you to focus on your chosen specialism to enhance your career prospects. The dissertation and optional modules allow students considerable opportunities to focus their studies on areas of special interest. Students are able to choose some elective modules (optional courses) from a selection list include:

  • Strategic management
  • Managerial Economics
  • Bank Strategy and Management
  • Entrepreneurship
  • Introduction to International Business
  • Leadership
  • Advanced Financial Accounting

Conclusion

Business management focuses on the organising, planning and analysing of business activities that are required to efficiently manage and run a business.You will learn what makes an organisation successful in a saturated global business environment and will gain the knowledge and skills required to work for businesses of all sizes – from multinational companies to start-ups.