Conflict Management System

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Limitations of the Study

This research will be conducted on examining the causes of conflicts and their resolution in the construction industry with a specific focus on construction companies in Bolgatanga. In such research, there are bound to be several constraints to be counted. First, there are several construction firms in the country hence the study might not be necessarily representative of all the overall population.

Secondly, the study is also constrained in terms of time. I am also constrained by the limitedness of time in which this project is supposed to be presented. This may not allow me to critically assess large numbers of construction work projects. Cost is another issue that limited how widespread my data can be collected, as more data would have been necessary to have a better assessment of projects. Nevertheless, in the face of all of these limitations, it is believed that the core objectives of assessing the contributing factors to the causes of conflicts and how to manage the related cost can be achieved with a high amount of confidence.

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Delimitation of the Study

The research will be conducted in the Upper East Region of Ghana, Bolgatanga. The focus of the study will decenter on identifying the causes of conflict in the construction firm in Bolgatanga.

Definition of terms

Conflict Resolution: This is the process by which two or more parties engaged in a disagreement, dispute, or debate to reach an agreement resolving it.

Construction Industry: The branch of manufacture and trade based on building, maintaining, and repairing structures.

Project Manager: The person in overall charge of the planning and execution of a particular project.


This chapter reviews literature on key concepts of conflicts and conflicts resolution approaches. The chapter first reviews the phenomenon of conflict perceived as a dynamic process comprising latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath which are regarded as conflicts episodes. The bargaining, bureaucratic, and systems models which are considered as three models of general conflict theory are also discussed in this chapter. The three levels of conflicts; intrapersonal, interpersonal, and intragroup levels are reviewed. The chapter also discusses the functional and dysfunctional phenomenon perceptions of conflicts so as to express the positive and negative sides of conflicts in organizations. The chapter further reviews sources of conflicts in construction projects as determined by various researchers. The chapter ends by reviewing various approaches that can be used in resolving conflicts. The project procurement systems and key participants and their roles in building projects are also discussed.

Concept of Conflict

When individuals converge in blocs or groups conflicts are unavoidable (Fenn et. al., 1997). In an effort to safeguard teamwork among team participants, there are often variances of view with respect to the ideal manner of accomplishing the group‟s shared objectives. Individuals within the group pursue their personal concerns and impede outside sways, dreading discordance in view of these contradictory positions. Often conflict is seen as disquieting and may deteriorate or decline into a mishap or tragedy. Such intensifying situation would involve people, additional time, and higher costs (Harmon, 2003 cited in Peansupap et. al., 2013). Therefore it is more often than not shunned and 9

Stifled. On the other hand, when the conflicts properly fare, they engender hale and hearty interactions that permit singular novelty and efficiency (Uline et al., 2003).


The word ‘conflict’ is infrequently used in the construction industry (at least in communications between parties) The word ‘conflict’ and the idea of conflict is a critique of the dispute and the resolution of the dispute [Cheung et al, 2006; Fen et al, 1997; Gardener and Simmons, 1995; Gebken,2006; Kassab et al, 2006; Kumaraswamy et al, 2004; Semple et al, 1994]. the certain issue, and relational conflict, where individuals disagree about one another, noting that the content conflict can be beneficial, increasing motivation and stimulating discussion, whereas the relational conflict decreases performance, loyalty, satisfaction, and commitment, and causes individuals to be irritable, negative and suspicious.[10] Irving Janis proposed that conflict is beneficial in groups and committees to avoid the error of group thoughts.


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