Assessment Of Heads Of Schools’ Strategies In Managing Conflicts In Secondary Schools In Nigeria

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Assessment Of Heads Of Schools’ Strategies In Managing Conflicts In Secondary Schools In Nigeria

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PROJECT TOPIC AND MATERIAL ON ASSESSMENT OF HEADS OF SCHOOLS’ STRATEGIES IN MANAGING CONFLICTS IN SECONDARY SCHOOLS IN NIGERIA

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  • Name: Assessment Of Heads Of Schools’ Strategies In Managing Conflicts In Secondary Schools In Nigeria
  • Type: PDF and MS Word (DOC)
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  • Length: [56] Pages

 

 

CHAPTER TWO 2.0 LITERATURE REVIEW 2.1 Introduction This chapter presents the literature on theoretical framework, empirical literature and knowledge gap. 2.2 Theoretical Framework 2.2.1 Concept of conflict The term conflict has been defined differently by several scholars. Thomas (1976) for example, defines conflict as the process which begins when one party perceives that the other is frustrated, or is about to be frustrated. Amason (1996) described conflict as a form of socialization. He stressed that people in organizations have both personal and role preferences about the organizations actions and policies. Other scholars, Schmidt and Kochan (1972) describe conflict as an opportunity for interfering with the other’s goal attainment. Hocker and Wilmot (1985) define conflict (from a communication perspective) as an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce rewards, and interference from the other party in achieving their goals. Deutsch and Coleman (2000) argued that conflict exists because people have different needs, ideas, views and values. The challenge for schools, as for the wider community is to find ways of managing conflict constructively so that, those involved can learn and grow from the experience in all kinds of human relationships and social settings. In further more wide range of potential differences among people, the absence of conflict usually signals the absence of meaningful interaction. Conflict by itself is neither good nor bad. However the manner in which conflict is handled determines whether it is constructive or destructive. Furthermore Coser (1967) says that conflict is a struggle over values and claims to scarce status, power, and resources in which the aims of the opponents are to neutralize, injure, or eliminate the rivals. Nyamajiwa (2000) say that conflict can be defined as the opposition of individuals, or groups’ interest, opinions or purpose. However conflicts which occur in organizations are neither good nor bad and indispensable. Underlying this view is the assumption that conflict is good only when it enables the organizational members attain the set goals peacefully. But it is bad when it hinders the effectiveness of the organizations (Mosha 1994 citing Gray & Starke, 1990).

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