Title: ANALYSIS OF TASK CONFLICT AND CONFLICT MANAGEMENT STYLES (CASE STUDY OF EMPLOYEES AT MUHAMMADIYAH UNIVERSITY OF SURABAYA)

Authors: LUDYANA TRIWAHYUNI

Item Type: Thesis (Thesis)

Affiliations: Master of Management Science Study Program, Faculty of Economics and Business, Universitas Airlangga , Surabaya, Indonesia

Publisher: Universitas Airlangga

Abstract

A common conflict within an organization is task conflict, which occurs because the organization consists of several employees in each division. In this case, employees within the organization have different backgrounds. Therefore, it is possible for employees in each division to have different ideas, views, thoughts, ideas, and opinions in completing their work tasks and responsibilities (Amason & Sapienza, 1997; Jehn, 1995). The impact of task conflict within an organization has a dual role, namely improving performance (functional) and hindering performance (dysfunctional). The current reality is that the task conflict experienced by employees of the University of Muhammadiyah Surabaya is a task conflict that hinders the performance of employees in the financial administration bureau (BAK), human resources bureau (BSDI), and the academic and student administration bureau (BAAK) and general administration bureau (BAU). This leads to gaps, disputes, and lack of mutual greetings between employees. In this study, an exploratory qualitative method was used, with informants divided into two groups: 4 employee informants and 4 bureau leaders. The data processing process uses the Nvivo 10 trial to facilitate coding. The results of this study are to find out the cause of task conflicts that occur in the general administration bureau (BAU) is poor communication between employees, while in the financial administration bureau (BAK) the cause is personal variables, and the academic and student administration bureau (BAAK) and the human resources bureau (BSDI) the cause of task conflicts is the unclear structure of employee tasks. Task conflicts that occur in employees in these bureaus lead to disputes and not greetings between employees. The attitude of the leadership in managing task conflicts that occur in employees of each bureau is different, leaders in the financial administration bureau (BAK), human resources bureau (BSDI), and general administration bureau (BAU) by accommodating all information from employees and trying to find the best solution for problematic employees (collaborating), while leaders in the academic and student administration bureau (BAAK) task conflicts with (compromising). The steps taken by the leadership to resolve task conflicts that occurred between employees in the financial administration bureau (BAK), general administration bureau (BAU), and academic and student administration bureau (BAAK) were by conducting integrative bargaining (Win-Win) negotiations. Meanwhile, in the human resources bureau (BSDI), the leadership conducted negotiations using distributive bargaining (Win-Lose).

Keywords: Task conflict, conflict management styles, and negotiation

Sources: http://repository.unair.ac.id/67263/