REVIEW OF ORGANIZATIONAL CONFLICT

Professor Stephen Ackroyd is the emeritus Professor of Organizational Analysis at the department of Organization, Work and Technology at the University of Lancaster. He is the author of many books and did many researches in the public and private sectors.

INTRODUCTION
This article is divided into three parts, first part deals with inter organizational conflict, several past studies elaborates the conflict within the organization and their reasons. Second part is about inter-organizational conflict that is conflict between organizations and third part deals with past and future organizational conflict, it is the composition of that has been discussed in first two parts of the article. It includes the classical theories to understand the historical background of conflict between and within organization.

SUMMARY
Author starts the article with the comparison of conflict between old and modern societies, modern societies faces less conflicts then the societies in past. Moreover in intra organizational conflict author recognizes that organization originates many conflicts ranges from mild to extreme. He acknowledges the studies of several writers which have worked in the field of organizational behavior, some of the scholars recognize the conflicting behavior as a disease to organization and identified different names for that behavior, some of them includes anti-social behavior, dysfunctional behavior, work place deviance etc. conflict arises if there is misperception on the part of employees that there is difference between their interest and their employers interest but author negates the view by arguing that if the perception is rationalize the conflict would also be reasonable. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected. There are disputes over how revenues should be divided, how the work should be done and how long and hard people should work. There are jurisdictional disagreements among individuals, departments, and between unions and management Besides that author includes the work of Fredrick Taylor (father of scientific management), he also founded the differences between interest of employees and managers and used various techniques to promote adequate relationship between them.

The main reason for the conflict in the organizations is the individuals working in the organization, as organization is the combination of the different people coming from different backgrounds, having different perceptions, values, attitudes, culture and behaviors. The collision of these intangibles causes conflict between the groups in the organization. The work of several scholars identified various reasons for the conflict between employees and their employers, some of them are intensity of working effort, equipments and machinery used in the performing tasks, goal conflict, rejection of employee input, vague task assignments, performance evaluations, work scheduling, and workloads.etc. Conflict between employees is oftentimes the result of social interaction. Workplace interdependence and such things as job frustration, personality characteristics, and differences in culture, race, values, gender, personal preferences, and social status can cause conflicts. Conflict between co-workers is a result of different personalities, workload allocation, goal conflicts and ethics. Labor process theory (LPT) concept of Marx analyzed the relationship between operatives (supervisors) and their managers. Author defines the work of Armstrong, he defines the major reasons for conflict and they are the professions existing in the organization at all levels. Organization consists of individuals coming from different professions and each of them wants to broaden the area and scope of their profession in the organization. In most of the organizations top management doesnt take technically skilled people or technocrats on board and neither involves them in decision making process, this inadequate attitude of the administration or top management towards technically skilled people, gives rise to conflict. Furthermore in article several groups has been defined which controls the organization at various levels. These are the groups who runs the company and they represents the company on board as well, they decides each and everything for the organization but sometimes these groups are also the sources of conflict in the organization. There are three parties who jointly runs the organization, firstly there are entrepreneurs or share holders who are the owners of the company. Second is top management or directors of the company and third are non executive directors. Most of the conflict is recognize between executives and share holders, although share holders are owners of the organization they have little say on board. Managers enjoy more power than the shareholders. Most of the decisions are taken by top executives as they are highly qualified and skilled, they are well aware of the policies and strategies prevailing in the organization. Some of the rationales preceding of conflict found within the organization and it is inevitable as the organization is based on the relationship between all the groups found in the organization at all levels. The second part of the article is focused on the conflict between organizations, interorganizational conflict is the conflict that arises across different organizations, when different

businesses are competing against one another and socio economic groups strike outside the organization resulting in the conflict between organizations. Market is filled with several organizations whose objectives, policies, missions, strategies and staff are different from other organizations in the market. Market is full of competition between or among different organizations, there would be monopoly in the market, a particular organization enjoys the power. Each organization wants to get maximum benefit by attaining their goals and objectives successfully and while doing that they collide with other organizations which have the same aspirations. There are organizations whose objectives are to earn profit and in some situations these organizations can bankrupt their competitors and become a monopolistic organization. Organizations must be proactive in order to survive in the market. Some organizations act as an aspiration for the new organization, growth of these particular organizations is slow but once they develop, they stabilize for longer period of time. The reasons for conflict between organizations are the resources which are scarce. The conflict between organization can be severe when there will be coercive downsizing, breaking up and selling off. When companies acquire or take over their rivals firm conflict becomes acute. In the last part of the article, author defines the view of Karl Marx who first recognizes the conflict as a reason for change and look conflict in social formations. He defines conflicts between two classes; capitalist and working class (or workers). Capitalist use their capital as resources and workers use these resources and give their labor for the production of goods and services, owned by capitalist, who estimate the value of those goods and services and give a little proportion of that value to workers in the form of wages. This creates conflict between working class and capitalist. According to Marx, organizations which belong to economic circle are source of intensified conflict which can be resolved by pushing the conflicts into political set up. Capitalism supports particular groups and their organizations. The rise in capitalism resulting in conflicts, industrial capitalism developed in Britain was the achievement of a group which gave rise to wealth and political influence against the existing culture. Destruction of existing economy, remaking of traditional economy, rising of industrial capitalism and labor markets creation, all resulted in instability and uncontrollable conflict. It was recognized that by developing economy and welfare state, conflicts of capitalism can be reduced.

CRITICAL ANALYSIS
Article is very comprehensive and full of knowledge; author uses all the expertise of the field; organizational conflict. The article focuses not only on past but also on modern and future period.

The first and second part of the article is more understandable and inclusive of all the related studies in past which make the ideas more clear. Besides the good side, article lacks in some areas. There is a lack of connectivity and consistency of ideas. Article is completely based on literature review and author has cited the views of several scholars but at the same time he negates and criticizes their views that make the article ambiguous and difficult to analyze. The last part of the article is quite difficult to understand, he discusses different economies in the article which are rather unclear. The main focus of the author is on defining the reasons for conflict between organizations but he does not focus much on the resolution and management of the conflict.

CONCLUSION
Overall, the article is a result of great effort; it contains work of many scholars who has worked in the field of organizational conflict. It would be more interesting if author sum up his own ideas and views about the topic.