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dc.contributor.author Ongori, H.
dc.date.accessioned 2012-11-26T06:24:03Z
dc.date.available 2012-11-26T06:24:03Z
dc.date.issued 2009
dc.identifier.citation Ongori, H. (2009) Organisational conflict and its effects on organisational performance, Research Journal of Business Management, vol. 2, no. 1, pp.16-24 en_US
dc.identifier.issn 1819-1932
dc.identifier.uri http://hdl.handle.net/10311/1084
dc.description.abstract The aim of this study was to find out the causes, types, effects and strategies on how to manage conflicts in organisations effectively to enhance organisational performance. Therefore, it is prime responsibility of management to put in place appropriate strategies on how to minimize conflicts. This research contributes to the body of existing literature, specifically it will inspire managers to develop appropriate strategies on how to manage conflicts in their organisations effectively. The convenience sample of one hundred and thirty managers was selected for the study from government departments, parastatals, and private companies. The tabular method was used to analyze the data. The findings indicate that the major cause of organisational conflict is limited resources. en_US
dc.language.iso en en_US
dc.publisher Academic Journals, www.academicjournals.org en_US
dc.subject conflict en_US
dc.subject effects en_US
dc.subject organisation en_US
dc.subject strategies en_US
dc.title Organisational conflict and its effects on organisational performance en_US
dc.type Published Article en_US
dc.link www.scialert.net/abstract/?doi=rjbm.2009.16.24 en_US


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