Conflict Management & Resolution

Presenter:Muhammad Saad Mazhar

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Introduction to Meezan Bank

Islamic bank based in Karachi, Pakistan.

Publicly listed company with a paid-up capital of Rs. 9 billion.

 Offers a range of personal and corporate Islamic banking products and services.

 In-house Shariah Advisor and a Shariah Supervisory Board composed of Shariah scholars 

Mission Statement:“To be a premier Islamic bank, offering a one-stop shop for innovative value added products and services to our customers within the bounds of Shariah, while optimizing the stakeholders value through an organizational culture based on learning, fairness, respect for individual enterprise and performance.”

Vision Statement:“Islamic banking as banking of first choice to facilitate the implementation of an equitable economic system, providing a strong foundation for establishing a fair and just society for mankind.”

SWOT Analysis of Meezan Bank:

SWOT

Strength

• Pioneer in the industry of Islamic Banking.

• Wide range of national network of branches.

• Facility of online banking.

• Value added features,like,ATMs,Visadebitcard.

• Effective Customer services.

• Cordial Working environment.

Weakness

• Limited Marketing and advertising area.

• Low degree of satisfaction of the employees.

• Difficult targets set for the employees.

• Stressful job.

• High turnover of staff due to dis satisfaction.

• Lack of Training programs for the employees.

• No involvement of lower level management in Decision making 

Opportunity

• Diversion of people mind from conventional banking services to Islamic banking services.

• Global acceptance of Islamic banking system.

• Improving economic conditions.

•  Appreciating foreign exchange reserves.

• Investment and Growth opportunities.

• Industrial development

Threats

• Growing competition in the Islamic banking .• Establishment of Islamic banking branches by conventional banks.• Lack of awareness (missconception) amongst general public about Islamic banking.• Cumbersome procedures of credit facilities.•  Aggressive marketing by conventional banks

Highly Centralized organization

Prevent Conflicts

Satisfaction as to conflict Management

Implemented MBO

Meezan Bank w.r.t Conflict Management

Introduction to SchlumbergerWorld's largest oilfield services company.

 Employs approximately 120,000 people

Representing more than 140 nationalities and working in more than 85 countries.

Its principal offices are in Houston, Paris, and the Hague

Mission Statement:“One of the world’s largest leading oilfield service providers”

“To be the world’s leading supplier of technology, integrated project management and information solutions to customers working in the oil and gas industry worldwide.”

Vision Statement:

Schlumberger w.r.t Conflict Management

Highly decentralized Organization

Espouse Innovation

Mutually searching for a solution 

Shared Interests

SWOT of Schlumberger

Strength

1.One of the world’s largest leading oilfield service providers 2.Global operations 3.Employs nearly 100,000 and operates in over 80 countries4.Excellent technology5,Large scale mergers and acquisitions improving its brand value

Weakness

1.Legal issues 2.Declining revenues3.Severe cases of environmental issues4.Oil spill controversies

Opportunity1.Acquisitions by buying out competition 2.Increasing demand for fuel

Threats

1.Government regulations 2.High Competition 3.Environmental laws 4.Economic instability

Results of our Survey

How we Conducted our Research?

Our Primary Sources:1. Face to face interview2. Telephone interview3. Computer assisting personal

interviewing (CAPI)4. Paper-pencil-Questionnaires

Our Secondary Sources:

1. Official Website of Marriot International.2. Blogs3. Published Articles4. Wikipedia5. Google6. Various related Websites

Schlumberger vs Meezan Bank

Article 1: Line Managers and the management of workplace conflict

• Have the stronger tendency to resolve the rational disputes

• Avoidance of HR Practices by Line Managers

• To improve understanding of the role played by line managers in organizations.

• The most detailed study of the area in Ireland

• Productively focus on the views and assessments of line managers themselves.

Article 1: Line Managers and the management of workplace conflict

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Article 2: Manifest Conflict and Conflict Aftermath inFranchise Systems: A 10-Year Examination*

• The Conflict in Meineke’s Case

• Manifest Conflict

• Latent Conflict

• Conflict Aftermath

• long-lasting injury to a franchise relationship.

• residual effects of manifest conflict.

Article 2: Manifest Conflict and Conflict Aftermath inFranchise Systems: A 10-Year Examination*

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• Resulting from the highly demanding pressures.

• The central aim of this article

• The Moderating role of Organizational Commitment

Article 3: Reducing the effects of work–family conflict on job satisfaction: the kind of commitment matters

Article 3: Reducing the effects of work–family conflict on job satisfaction: the kind of commitment matters

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Article 4: Rethinking Intractability: A NewFramework for Conflict

• Challenging new book about intractable conflicts

• Intractability" is a controversial concept

• "Do not use a term that undermines everything we are trying to do," argued Mr. Adnan Latif

• These conflicts are not hopeless, and they most certainly are worth dealing

• . Intractable conflicts need a different, more multi-faceted, and more prolonged approach.

Article 4: Rethinking Intractability: A NewFramework for Conflict

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Article 5: Angel Investors’ and Entrepreneurs’ Intentions to Exit Their Ventures: A Conflict Perspective

• Exit represents one of the key events in the relationship

• Goal Conflict and Task Conflict

• Entrepreneurs have a strong sense of psychological ownership

• Findings tell us that incompatibilities must be considered.

• This study is not without limitations, which provide opportunities for future research.

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Article 5: Angel Investors’ and Entrepreneurs’ Intentions to Exit Their Ventures: A Conflict Perspective

Comparison between Schlumberger and Meezan Bank with respect to Conflict Management and Resolution:Schlumberger Meezan Bank

They encourage conflicts so as to come up with new ideas to innovate the system

They usually prevent conflicts in order to stabilize the system with peace.

It is a decentralized organization, which implies constant feedback from customers w.r.t conflict management techniques

It is a highly centralized organization, which doesn’t give much consideration to conflict aspects.

They always try to reach the root cause of the conflict in order to make the most of the conflict.

They usually make the attempt to avoid conflicts for the sustainability of regular operations.

They use proactive strategy to confront the conflicts They usually rest on reactive strategy to get away from conflicts.

They regard conflicts as an opportunity to forge ahead. They regard conflicts as an obstruction for a progressive future.

They always put their finger on the pulse to analyze the future situations of conflicts.

They remain indolent and unwilling to discover new aspects as to quality management.

They are not highly satisfied with their conflict management and resolution techniques in order to retain the hunger to shake up the system down the road

They are well satisfied with the level of their conflict management and resolutions.

Group Recommendations as to Conflict Management

• Listen for what is felt as well as said

• Make conflict resolution the priority rather than winning or "being right."

• Focus on the present.

• Pick your battles.

• Be willing to forgive

• Know when to let something go.