Unpacking Executive Conflict Resolution: Insights from an Indian Diversified Industrial Cluster

Todays integrated work environment is highly dynamic in nature and “Conflict” is an inevitable part of organizational life. The ways in which conflicts are resolved in the organisations determine the degree of the organisational success. Research studies indicate that for conflicts to be managed most effectively, one style is more appropriate than the other, based on the situation (Rahim & Bonoma, 1979; Thomas, 1992). The present study is undertaken among the Executives of an Indian Diversified Industrial Cluster Automobile distribution company located in Madurai. Descriptive research design is incorporated. A sample of 100 executives were identified based on proportionate stratified sampling method out of 241 executives. Study reveals that 21% of the Executives are adopting Negotiation style of Conflict Resolution, 18% of the Executives are not using Compromise style of Conflict Resolution. S tudy also reveals that there is a significant difference in the Compromise Conflict Resolution Style between the Executives who are Married and Executives who are Single. There is a significant difference in the Confrontation Conflict Resolution Style between the Executives who are Leaders, Managers and Officers. There is a positive relationship between Age and Compromise Resolution Style with probability of Age having a positive influence of 8.3% on Compromise Conflict Resolution Style. There is a positive weak correlation that exists between Confrontation and Compromise Conflict Resolution styles with Age (r=.227, r=.227) and Years of Experience (r=.207, r=.207).