Research plays an important part in developing skills and abilities to organize priorities and communicate with people. Every organization is in search of capable & efficient administrators, managers, who are properly trained. This training opportunity is provided to the students through this project report.
The research project report program helps the trainee of gaining practical knowledge of the procedures and principles of the organization through observations and actual work performance. One gets to know about the working procedures as well as compare the difference between theory and practice. Moreover you get to learn different methods of research, its criteria, data analysis and so and so.
While writing this report, we have done our level best to cover all the aspects of research, as per our syllabus. We used different research methodologies, related the theoretical models. Identified conflict in the Nestle Organization and made critical analysis of the situations and gave recommendations for improvement.
As such we are facing only a time management problem during the writing of this report. The syllabus is quite lengthy and needed a lot of effort to be completed.
EXECUTIVE SUMMARY
Business is a never ending race and in the fast running world of business, there is variety of products and shops, showrooms, setups and etc. The main purpose of this report concerns the research managing conflicts in organization. The organization that is chosen for our research report is 'NESTLE'. Data and observation analysis, recommendations for managing conflicts is also discussed. The methods used for collecting data for this report are surveys, questionnaires, personal observations, personal interviews, newspapers, internet etc.
In the first section, we had given an introduction about the chosen organization 'NESTLE" and then a brief description about nature of conflict in the organization and explaining the types and causes of conflict.
The second section will consists of literature review, in which we had discussed the theories and research papers of different researchers where they explain about conflicts in an organization and causes of it and more how can an organization prevent those conflicts and best possible solution.
The third section will consist of research methodology, where we have discuss that which research type is used in conducting our research, also discussed data collection types and methods, sampling size and data analysis.
In forth section, we have graphically discussed the answers of questionnaires, analyzing their responses and also discussed inter organizational conflicts of NESTLE.
Final section has done on conclusion and recommendations on the basis of evaluated questionnaires, interviews and personal observation.
CHAPTER # 1
1.1: INTRODUCTION TO NESTLE
Nestle was founded in 1866 by Henri Nestle with headquarters in Vevey, Switzerland. It has employed around 250,000 people and has factories or operations in almost every country in the world. It is one of the world's biggest food and Beverage Companies. The Company's priority is to bring the best and most relevant products to people, wherever they are, whatever their needs, throughout their lives.
1.2: PURPOSE OF RESEARCH
The objective of the research is to find the variables which leads towards conflicts in Nestle Organization. The main purpose of the research is, firstly, to identify the causes of conflicts in Nestle and, secondly, to manage conflicts in Nestle organization.
1.3: BACK GROUND OF THE STUDY
All of us experience some types of conflicts in our daily lives. Tensions, antagonisms, and frustrations always occur when people work together. There are disagreements, perhaps even fight, between employees and the supervisor or between co-workers. Aside from personality clashes, people simply have different viewpoints about the way things should be done.
Our research is to study the conflicts that arise in organization and how to manage it. The main purpose of the conducting the research is to find out the conflicts, and how to manage and solve them in organization. In this context we got the opportunity to perform our research in one of the top organization (Nestle) and we visited its office in Peshawar to gather data regarding our project i.e. organizational conflicts, and also it would not be wrong if we term our research the applied research.
1.4: DEFINITION OF CONFLICT
Conflict is defined as the state of discord caused by perceived or actual opposition of needs, interests and values. A conflict can be internal or external. The concept of conflict can help to explain many social aspects of life such as social disagreement, fights between individuals, groups, or organizations and conflict of interests. In political term "CONFLICT" can refer to revolution or struggles, war, that may involve the use of force named as armed conflict. Without proper social resolution, conflicts in social settings can result in stress among stakeholders. When an interpersonal conflict does occur, the effect of it is often broader than two individuals involved, and can affect many associate individuals and relationships, in more or less adverse and sometimes even humorous way.
Conflict as taught for graduate and professional work in conflict resolution which is defined as "when two or more parties, with perceived incompatible goals, seek to undermine each other's goal-seeking capability".
One should not confuse the distinction between the presence and the absence of conflict with the difference between coHYPERLINK "http://en.wikipedia.org/wiki/Competition"-operation and coHYPERLINK "http://en.wikipedia.org/wiki/Co-operation"mpetition. In competitive situations, the two or more individuals or parties have mutually inconsistent goals, either party try to reach their goals it will undermine the attempts of the other party to reach theirs. Therefore, competitive situations by their nature cause conflict. However, conflict can also occur in cooperative situations, in which two or more individuals or parties have consistent goals, because the manner in which individuals or party tries to reach their goal can still undermine the other individuals or party.
A clash of values, interest, actions often sparks a conflict. Conflict also refers to the existence of that clash. Psychologically, conflicts exist when the reduction of one motivating stimulus involves an increase in another, So that a new adjustment is demanded. Even when we say, there's a potential conflict we are implying that there is already a conflict of action though a clash may not yet have occurred.
1.5: NATURE OF CONFLICT
When conflict occurs, the adrenal glands deliver extra energy. The individual is in a state of tensed readiness in which hearing and vision become more acute. Properly channeled, this type of stress can stimulate a person to put forth-superior effort. In fact conflict is an inevitable by product of an interesting and challenging job. Many active people thrive on conflict, and it can have a beneficial effect on physical and mental health. For example; competition b/w two companies can be healthy for the member of both organization and beneficial to the companies as well
On the other hand, conflict can be damaging. Too much conflict can be harmful when you're over stimulated refuses to relax and assume normal activity. Your blood pressure remains high, you back mussel develop spasms, and your judgment is impaired. Excessive conflict over time could make you unable to work.
Competition within an organization is potentially dangerous because it can divide loyalties and hamper cooperation. Even competition has apparently harmless, as an interdepartmental bowling league should be examined carefully.
Conflict is like one of the modern miracle drugs. The correct dosage can be good for you, but too much can bring damage.
1.6: LEVELS OF CONFLICT
1.6.1: Inter divisional conflict
Exists b/w the perceiver and another individual within the organization. Although the other person need not be aware of the conflict, the perceiver of the conflict situation recognizes the present or future impact conflict can have on job performance.
1.6.2: Intra group conflict
Occurs b/w perceiver and his or her immediate group within the organization. The immediate group can consist of work team, department or union. Whether fully or only superficially aware of the conflict issue, the perceiver realizes that the conflict can directly or indirectly affect job performance.
1.6.3: Inter group conflict
Arises b/w perceiver's immediate group and another group within the organization. Again, the perceiver's involvement may not be critical, but he or she must be aware of the situation and the potential impact the conflict can have on work performance.
1.6.4: Organizational conflict
Conflict arises b/w the perceiver's organization and the environment it is part of. Environment may refer to the city, country or world in which the organization exists.
1.7: TYPES AND MODES OF CONFLICT
Conflict can exist at a variety of types and modes of analysis. These are Community conflict, Diplomatic conflict, Economic conflict, Emotional conflict, Environmental resources conflict, Group conflict, Ideological conflict, International conflict, Interpersonal conflict, Inter-societal conflict, Intrastate conflict (for example: civil wars, election campaigns), Intrapersonal conflict, Organizational conflict, Military conflict, Religious-based conflict and Workplace conflict .
Conflict can arise between several characters and the causes are Structural Factors, Authority Relationships, Common Resources, Goal Differences, Interdependence (A company as a whole can't operate w/o other departments), Jurisdictional Ambiguities, Specialization (The experts in fields), Status Inconsistencies , Personal Factors, Communication barriers , Conflict management style, Cultural differences, Emotions, Perception, Personalities, Skills and abilities, Values and Ethics.
1.8: CAUSES OF CONFLICTS
Structural Factors (How the conflict is set up.
Authority Relationships (The boss and employees beneath him/her)
Common Resources (Sharing the same secretary)
Goal Differences (One person wants production to rise and others want communication to rise)
Interdependence (A company as a whole can't operate w/o other departments)
Jurisdictional Ambiguities (Who can discipline whom)
Specialization (The experts in fields)
Status Inconsistencies
Personal Factors
Communication barriers
Conflict management style
Cultural differences
Emotions
Perception
Personalities
Skills and abilities
Values and Ethics
Behavioral- The way emotional experience gets expressed which can be verbal or non-verbal and intentional or un-intentional.
Physiological- The bodily experience of emotion. The way emotions make us feel in comparison to our identity.
Cognitive- The idea that we "assess or appraise" an event to reveal its relevancy to ourselves.
Cultural values- culture tells people who are a part of it, "Which emotions ought to be expressed in particular situations" and "what emotions are to be felt."
Physical- This escalation results from "anger or frustration."
Verbal- This escalation results from "negative perceptions of the annoyer's character."
1.9: WAYS OF ADRESSING CONFLICTS
There are basically five ways of addressing conflicts which were identified by Thomas and Kilman in 1976. These are
1.9.1: AHYPERLINK "http://en.wikipedia.org/wiki/Accommodation"ccommodation
One's party surrenders its own needs and wishes to accommodate the other party.
1.9.2: AHYPERLINK "http://en.wikipedia.org/wiki/Avoidance_(conflict)"voidance
Avoid conflict by ignoring it, changing the subject, etc. As an expedient means of dealing with very minor, non-recurring conflicts or Avoidance can be useful as a temporary measure to buy time. In many cases, conflict avoidance involves severing a relationship.
1.9.3: CHYPERLINK "http://en.wikipedia.org/wiki/Collaboration"ollaboration
Working together can find a mutually beneficial solution. Collaboration can also be inappropriate and time-intensive. When there is not enough respect, trust or communication among participants for collaboration to occur.
1.9.4: CHYPERLINK "http://en.wikipedia.org/wiki/Compromise"ompromise
Finding a centre point where each party is partially satisfied.
1.9.5: CHYPERLINK "http://en.wikipedia.org/wiki/Competition"ompetition
Take the one's point of view at the potential expense of another. It can be more useful when achieving the one's objectives outweighs one's concern for the relationship
CHAPTER # 2
2.1: LITERATURE REVIEW
Different researchers have published their reviews on conflicts in the organization. We are viewing two best reviews of the researcher's articles.
Mr. Philips in 1982 threw light on some of key conditions, which may lead to serious organizational conflicts; he gave his views in the book named as "Community in Organization". According to M Phillips certain social relationships characterized various kinds of conflict behavior. Each one could occur in your work area. The more aware the managers are of these conflict settings, the better are the chances of correcting them and running a smooth operation. Mr. Philip identified communication as problem in his research. The causes of conflicts are structural factors, authority relationships, common resources, goal differences interdependence, jurisdictional ambiguities, specialization, status-inconsistencies, personal factors, communication, conflict management style, cultural differences, emotions, perception, personalities, skills and abilities, values and ethics. The researcher found a possible solution; it is obvious that a perfect communication system is unlikely. But also perfection like rationality will not be achieved; organizations do have mechanism by which they can attempt the communication system as clear as they can. Philips also suggested that there are such devices available which can reduce the distortion and complications in communication process and suggested that communication recipients should be aware of the biases of the message senders and protect their own counter biases as protection devices.
James M Leif & John M Penrose in 1997 in the book Business Strategies & Skills 5th Edition has explained the nature of organizational conflicts identify the causes of conflicts i.e. Structural Factors, Common Resources , Goal Differences , Interdependence , Jurisdictional Ambiguities, Inconsistencies ,Personal Factors Communication barriers, Conflict management style ,Cultural differences ,Emotions Perception, Personalities, Skills and abilities, Values and Ethics, Behavioral and Physiological Cognitive. The researchers say that it is possible to avoid conflict by having mechanism such as voting to make decision without the disagreement of consensus. They also find that behavioral regulation fail to match the individual need of employee, conflict is bound to occur.
In 1995 B R Siwal in his research "Resolution Strategies to Conflict" describes that conflict is a necessary and integral part of effective problem solving and realistic discussions. It is core sound of decision making because disagreement is the best vehicle for enlargement the perspective, discovering alternatives, and motivating creative interaction among each member. The effects of disagreement, though, depend on how it is administer by team members. Conflict can be integrative and constructive or it can be distributive and disruptive. When mismanagement occur, conflict can demolish team effectiveness, when handled well it can deeply enhance the quality of team work and make members sense proud of their work in the team. Training in the nature of conflict and the ways of managing it is an imperative need of all the people who participates in problem solving groups, such as those that make up work teams. The negative association of conflicts wants to be dispelled and substitute with more practical conceptions that made the justifiable distinction between disruptive and constructive conflict. When team members see that conflict can be a positive strength in conversation, they are better prepared to take up effective proposal attitudes and behaviors in trouble solving situations. Further more the differences between integrative and distributive conflict can help them learn how their own behavior contributes to the atmosphere of the team which they belong.
Davor Dujak in 2008 describes in his research that in every organization conflict encounters on a daily basis. The conflict cannot be avoided but it is probable to mange them in a way that we identify them on time. It is essential to constantly track the organizational signals which position to their existence. If Organization does not respond accordingly, this can lead to the condition that conflict itself manages the organization. One of the more important determinants of productivity, performance and efficiency and finally the job satisfaction is also the conflict as an independent variable of organizational behavior. By systematic research of organizational behavior we want to make a positive influence on the dependents variables, but first we have to realize and get a good approaching to the individual elements of organizational behavior.
In 2004 Melanie Lewis describes in her research that if conflict managed poorly or avoided, it can be very costly to an organization. If managed well, conflict presents an opportunity to uncover significance and promote a healthy work place. Many organizations are finding that their conflicts management systems have been good by financial investments, generating a healthy return. In additional they are recognizing the value of many less substantial benefits (lower turnover, increased efficiencies, improved morale and improve public relations). A precise four phased process assessment, design, implementation, operation and evaluation helps organizations design effective conflict management systems to gather the maximum benefit of conflict system. Moreover this four phased approach strongly encourages the team actually to seek to understand and incorporate the needs and interests of all affected constituency, and creates an environment in which the benefits of the system can be effectively communicated, implemented and administered.
In 2010 De Dreu C.K describes in his research that conflict is a multidimensional with both relationship and task forms. Hence it is expected that if they change the managing type of conflicts, it will plays an important role in organizational performance. While if organization did not manage good, the conflict will plays a negative role. However the researcher discussed only two types of conflicts in his research namely affective and task conflict in order to play better role in organizational performance.
All the researchers had done their best in finding problem conflicts and given their suggestions. After studying the reviews of different researchers, we will take help from all the researches of different researchers but our group decided that we will follow the research methodology of "M Philip" because they dictate information about factors which are important for identifying conflicts and understanding the meaning of conflict and how it influences the organizations internal environment in solving problems
CHAPTER # 3
RESEARCH METHODOLOGY
3.1: Research type:
The type of research that we are conducting is applied research because it is conducted for a particular organization. Applied research is practical applicability of research tools on a particular organizational situation
3.2: data collection
We will be collecting our data by using two sources
3.2.1: Primary data
We will be using the primary data. The primary data will be gathering in form of interviews from lower level employees and managers. Other information will be gather through own general observations and mystery, during visiting to the organization.
Interviews
Managers
Employees
Questionnaire
Managers
Employees
3.2.2: Secondary data
We will be using secondary data also; the secondary data will inform of company record and public record which help us in our research to collecting such useful data for the solving the conflict in the organization. We are trying to find the secondary data that is related to our research because for useful recommendation.
Secondary data
Books
Journal and magazine
Newspapers
Research papers
Internet
3.3: Sample size
During this survey we will take responses from a Sample total of 30. The number of employees from the lower management will be 20 and the sample size of managers will be 10.The type of questionnaire that we will use in our research is unstructured because we want to get information from the employees of the nestle organization. Our questionnaire and interview will cover both open ended and close ended questions so that we can get the more information and also ask them to give their suggestions.
3.4: Design of questionnaire
There are different types of conducting survey but we have selected the design for our questionnaire the mixture of open-ended and close-ended survey question that help us doing our survey in better ways.
3.5: Data Analysis
We will analyze our data by the respondents of our questionnaire on individual level. (Employees from the staff under manager excluding the first line management, manager & top management members). So that we will come to know that how issues and conflicts occur and what are their effects on individual level which in term make conflicts in the whole organization.
CHAPTER # 4
DATA ANALYSIS
The process of evaluating data using logical and analytical reasoning to examine each component of the data provided. This form of analysis is just one of the many steps that must be completed when conducting a research process. Data from different sources is gathered, reviewed, and then analyzed to form some sort of finding or conclusion. There are a variety of specific data analysis method, some of which include text analytics, mining, data visualizations and business intelligence.
We have analyzed our data through frequency table, bar charts and personnel observations.
4.1: FREQUENCY TABLE
Frequency table is one of the important concepts in mathematical statistics and a good analyzing tool. A table divided into cells by category with counts for each category in each cell. It is a kind of display of a given data, in which the frequency of each data item is found. The frequency of a data item is the number of times it occurs in the data set.
4.2: BAR GRAPH
A graph consisting of parallel, usually vertical bars or rectangles with lengths proportional to the frequency with which specified quantities occur in a set of data. A bar graph is a pictographic version of statistical data in which the independent variable can attain only certain discrete values. The dependent variable may be discrete or continuous. The most common form of bar graph is the vertical bar graph, also called a column graph. This type of display allows us to:
Compare groups of data, and
To make generalizations about the data quickly.
4.3: RESPONSES OF EMPLOYEES
20 sampled employees from organization, the following responses were obtained:
FREQUENCY TABLE
For
EMPLOYEES
Variables
Frequency
From how long have you been working in this organization
6 month
04
1 year
01
3 years
10
More than 3 years
04
What kind of boss do you like to work with
Friendly
17
Competent
03
Leant
0
Difficult
0
Which type of leadership's style do you like the most
Autocratic
18
Democratic
02
How does your management is doing the evaluation among the employees
Performance base
18
Merit base
02
Favor base
0
No basic criteria
0
Which management level should be responsible for problems between employees
Top level
01
Middle level
19
Lower level
0
FREQUENCY TABLE
For
MANAGEMENT
10 sampled managers from organization, the following responses were obtained
Variables
Frequency
More than the desired output of the employees make can be harmful to the organization
Yes
09
No
01
There is a free flow of communication among the employees
Yes
10
No
0
Employees are properly informed about decision taken
Yes
07
No
03
There is a consistency among the management policies
Yes
08
No
02
Key post should be through
Promotion
08
Direct appointment
02
4.4: GRAPHICAL REPRESENTATION OF QUESTIONAIRRES
QUESTIONAIRRE FOR MANAGEMENT
1) More than the desired output of the employees make can be harmful to the organization?
a) YES b) NO
2) There is a free flow of communication among the employees:
a) YES b) NO
3) Employees are properly informed about decision taken?
a) YES b) NO
4) There is a consistency among the management policies:
a) YES b) NO
5) Key post should be through:
a) Promotion b) Direct Appointment
QUESTIONAIRRE FOR EMPLOYEES
1) From how long have you been working in this organization?
6 months
1 years
3 years
Or more
2) What kind of boss do you like to work with?
Friendly
Competent
Leant
Difficult
3) Which type of leadership's style do you like the most?
Autocratic
Democratic
4) How does your management is doing the evaluation among the employees?
Performance base
Merit base
Favor base
There is no basic criteria
5) Which management level should be responsible for problems between employees? Choose any of the following
Top level
Middle level
Lower level
4.5: ANALYSIS OF RESPONSES
There were two types of questionnaires designed for management & employees below the manager level. As the nature of all the organizations is always like a pyramid, therefore the questionnaires distributed at the top were least and maximum at the lower level.
Due to the abstract nature of the topic, the non-verbal responses of the respondents were also gathered at the time of the filling of the questionnaires.
Maximum number of the employees preferred to work for a cooperative competent subordinate and boss. On the whole difficult but competency was preferred.
Maximum number of employees admitted that, they received assignments with proper resource allocation and were in full support for the dress code, (on papers). But the managers' statements were totally contrary to that of employees; they claimed that employees were against the dress code.
Employees strongly favored the permanent jobs the people always want to play safe. Thus whole permanent jobs were preferred.
Almost all the sampled employees faced the ethnic problems vertical and/or horizontal. The responses sampled from the Peshawar branch were highest in number in facing ethnic problems.
The maximum respondents blamed the manager for the hierarchic conflicts whether vertical or horizontal. According to the employees, the manager is a key post and he should be perfect on all grounds and if not, conflicts would emerge of all types.
Employees were in favor of termination of the superseded employee, Promotions not direct appointments, was the response, one reason was that, every one who is in job would vote against his professional growth if he preferred the direct appointments. But the management argued in favor of direct appointments.
A large proportion of employees blamed in consistency of the strategies as core reason for the vertical conflicts.
4.6: INTER ORGANISATIONAL CONFLICTS OF NESTLE
The nature conflicts found out through the personal (unstructured) interviews and through questionnaire with the director & the manager of NESTLE Peshawar are as follows:
The first thing, which was found was the lack of training given to the employees, they said that in the organization, employees always have to work together in groups, and if some one feels that he/she cannot work within the group, then there is some problem with that employee, but at the same time they said that it is the organization's responsibility to teach the employees how to work together in groups through proper training. They mentioned that without training the organizations might face serious types of irresolvable conflicts, which are definitely not fruitful to the organization.
The second main reason mentioned by the manager of the company was the "Selection Biases", he said that selection biases may also lead to conflicts within the company, and these conflicts are normally personal as well. The manager said that if in cases the top management interferes in the process of hiring the employees, they might select the wrong person for the right job.
On the other hand there may be serious conflicts going on between the manager & the top management on the issues of authority and responsibility balance. Further if the manager takes big decisions like job confirmation, & salary decisions, then, there may be conflicts, these must be taken by the top management.
The manager of NESTLE also mentioned the improper channels of communication. He said that through the manager every thing should be communicated, whether it is upward or downward. If in any case any employee bypasses the manger, there may be a conflict between them. He also said that there is no need of any employee who bypasses the manager to access to the top management. Usually the organizations do have "Coordinators" who are directly answerable to the top management. He said that the manager will not be able to properly deal with him and conflicts between them will arise.
The manager said that young unmarried employees usually indulge in office politics and make conflicts among the employees. According to him only married and experienced persons should be provided with the jobs.
Ethnic problems also create conflicts among the employees. Bad attitude of the manager and arrogant nature of the boss is also one reason of conflicts.
The manager said that effective person but highly cooperative person would be proffered in place of an efficient but uncooperative one.
The manager presented the following ideas to prevent conflicts:
Contractual Jobs
Hire & fire system.
Authority to the manager
Some of them had a bit different views. He held the middle management's capabilities responsible for the conflicts within the organization. He also said that there is no relationship between the authority and reasonability with the conflicts. He proffered the autocratic style of management in the beginning, but it should be shifted to the democratic style in the later portions.
He said that although the centralized system slows down the process of working, but it will also decrease the conflicts between the employees. They said that, if you (Employee) have to be successful in the company, then you have to become a big "YES SIR".
He also mentioned that horizontal conflicts are more common. Super seeded persons normally indulge in making conflicts. He said that super seeded persons should be terminated in place of super seeding them. Dress code can experience the resentment from the employees due to Ethnic affiliations to some dresses.
They was strongly in favor of "Coordinator", he said that a coordinator channels the communication process between the manager and the top management. He also gave the following ideas to prevent the possible conflicts in the organizations:
Promotions
Clear line of Authority
Not more than one employee from same Regional locations and same institutions/Universities.
CHAPTER # 5
5.1: CONCLUSION
"The Organizational Conflicts" is itself not a problem, but it is a serious symptom of some factors that are usually ignored while designing the organizational structures. From the literature review, theoretical framework, , taking samples (convenience) & analysis of the data gathered, some factors are identified that usually are the root cause of the conflicts. Some of these are:
Ethnicity
Personal Jealousy
Arrogant behaviors (low temperament)
Communication problems
Due to the nature of the issue the responses from the top, middle & lower management were totally contrary with each other. For this purpose the structured interviews were conducted and intentionally the format of the questions in interview and questionnaires were kept same. That made the deductions possible by comparing the non verbal responses and the rephrasing the same questions two-three times to check the consistency of the replies.
The ethnic issue is the most important and it justifies the hypothesis. Due to ethnicity no sampled branch has been successful in implementing the dress code yet. Even though, all the respondents favoured it.
It is observed that employees belonging to NWFP are very low tempered. Their frequency of jobs switching is higher than others. It proves that they cannot work in teams and work with an arrogant manager.
To conclude, who should be held responsible for conflicts, the manager is the key person who channels the communication whether upward or down ward.
5.2: RECOMMENDATIONS
The current thinking should be for the maximum utilization of the company's resources and to push the power and decision making authority down the hierarchy of the organization. This can create more power and flexibility within the company as a whole.
Good leaders should not have any problem in delegating power and responsibility.
Disagreement with the supervisor should be encouraged as long as it leads to productive results.
It is critical for the manager to get diverse work force to work well together and respect their differences. Diversity should be encouraged because it can help the organization in future to adapt to the changing global market.
All problems can be prevented from happening and/or rectified, if the middle management (Manager) of the company justifies its position. Middle management plays an anchor role. Manager should be able to deal with all the employees who have different cultural backgrounds, personalities & priorities. Hiring experienced and matured managers and providing them training could help the case.
On job training of the employees.
Open house discussions should be there at least one a month.
While assigning the groups to the employees for tasks, it must be assured that all the groups are properly matched.
