Conflict management processess in the central administration of the Kwame Nkrumah University of Science and Technology

Abstract

The purpose of this study was to examine conflict management processes of the Kwame Nkrumah University of Science and Technology (KNUST). It was to find out the sources, types of conflict, in the Central Administration, their intensity, the importance heads of department attached to conflict prevention processes and the extent to which conflict management behaviours shown by heads of department contributed to or reduced the amounts of conflict that arose in the central administration of KNUST. Thus, what conflict management processes did the heads exhibit and how well did they manage conflict to reduce tension in order to ensure progress of work in the central administration. Information was obtained from 125 respondents made up of staff from the Vice-Chancellor’s office, Registrar’s office, Finance office, Development office and the Internal Audit Department. Data analysis results indicated that generally conflicts did exist in the central administration. The more heads of department exhibited conflict prevention techniques, the less the intensity of conflict that existed in the central administration. Heads who demonstrated openness, friendliness, honesty, tolerance, organized regular meetings with staff, encouraged teamwork, free discussion of issues and avoided the use of threats had reduced levels of conflict. Heads employed methods such as persuasion, compromise, arbitration, collaboration in resolving the conflicts which occurred.