MEKELLE UNIVERSITY

COLLEGE OF BUSINESS AND ECONOMICS

DEPARTMENT OF MANAGEMENT

THE ROLE OF EFFECTIVE COMMUNICATION IN RESOLVING CONFLICT

(IN CASE OF ETHIO TELE COM.IN MEKELLE SEMEN REGION BRANCH)

ARESEARCH PAPER SUBMITTED TO MANAGEMENT DEPARTMENT INPARTIAL

FULFILLMENT FOR REQUIREMENT OF BA DEGREE IN MANAGEMENT

PREPARED BY: ID NO
1, KIBROM PAWLOS …………………………………CBE/UR 11 48 76/09
2, BETANYA TEKALGN……………………………… CBE/UR 11 53 04/09

ADVISOR: MEBRAT AREGAWI (MBA)

JUN E,2019
MEKELLE, ETHIOPIA
 Acknowledgement
First and for most we would like to thank our almighty God for his protection and help at every
steps of our life and success of our work. Next to that we would like to express our sincere
gratitude to our Advisor Mebrat Aregawi for his Advice and comment in all of our paper and also
to the general manager, employees of the organization for their greater support in giving
information of the study of the organization and co-operation to fill the questionnaire.
Finally we would like to thank our family for their financial support and valuable moral until the
study have been finished.

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 ABSTRACT
The main objective of this study was the role of effective communication in resolving conflict in
a given organization. Effective Communication is crucial element in our lives and it is base for
the organizational objective achievement. This research is descriptive type of research design.
The stratified sampling technique was used. The study data were collected from Ethio-Telecom
Mekelle branch employees of the organization. The study was conducted with the population
total employees 340 and sample size 77. The main problem that was identified in the
organization is communication gap. Therefore, effective communication plays a greater role in
resolving this problem.

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Table of Contents page
Acknowledgement....................................................................................................................................I

abstract........................................................................................................................................................II

CHAPTER ONE..........................................................................................................................................1

INTRODUCTION.......................................................................................................................................1

1.1). Background of the study..................................................................................................................1

1.2 Background of the organization.........................................................................................................2

1.2.1 Vision.........................................................................................................................................2

1.2.2 Mission.......................................................................................................................................2

1.3 Statement of Problem.........................................................................................................................3

1.4 Research questions............................................................................................................................3

1.5 Objective of the study........................................................................................................................3

1.5.1. General objectives.....................................................................................................................3

1.5.2. Specific Objective......................................................................................................................3

1.6. Significance of the Study..................................................................................................................4

1.7. Scope of the study.............................................................................................................................4

1.8. Limitation of the study......................................................................................................................4

CHAPTER TWO.........................................................................................................................................5

REVIEW OF RELATED LITERATURE...................................................................................................5

2.1. DEFINITION OF COMMUNICATION..........................................................................................5

2.2. Importance of Communication.........................................................................................................5

2.3. Type of Communication in Organizations........................................................................................6

2.4. Factor that Affect Communication...................................................................................................8

2.5. Functions of communication............................................................................................................9

III
 2.6. Definition of Conflict.....................................................................................................................10

2.7. Type of Conflict in Organization....................................................................................................11

2.8. The Effect of Conflict on Organization..........................................................................................12

2.9. Cause of Conflict in Organizations.................................................................................................13

2.10. Conflict Management or resolution techniques.............................................................................13

2.11. Role of effective communication in resolving conflict..............................................................15

CHAPTER-THREE
RESEARCH METHODOLOGY..............................................................................................................16

3.1 Research design...............................................................................................................................16

3.2 Sources and data collection..............................................................................................................16

3.3 TARGET POPULATION..................................................................................................................................16

3.4 Sample size and sample Technique.................................................................................................16

3.5 Method of data analysis and interpretation......................................................................................18

CHAPTER FOUR.....................................................................................................................................19

DATA ANALYSIS AND INTERPRETATION.......................................................................................19

INTRODUCTION.................................................................................................................................19

4.1. Respondents Background Information............................................................................................19

4.2.Conflict condition and reason for conflict........................................................................................21

4.3.Condition of conflict avoidance and resolving technique conflict...................................................22

4.4.Condition of Discussion about conflict situation.............................................................................23

4.5 Managers and employees relationship conditions...........................................................................24

4.6 Condition of communication in the organizations...........................................................................25

4.7. Communication role and its constraints..........................................................................................27

CHAPTER FIVE.......................................................................................................................................29

Conclusion and Recommendation.............................................................................................................29

Conclusion.............................................................................................................................................29

IV
 Recommendation...................................................................................................................................30

Reference...................................................................................................................................................31

APPENDIX...............................................................................................................................................32

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 CHAPTER ONE
INTRODUCTION

1.1. Background of the study

Communication is the process of sharing ideas, information and messages with others. The most
basic communication methods that is known to man are verbal(speech) and non-verbal
expression such as facial expressions and body language(Ivonglin Mary Am young and Steven
L.Mc Shane.1996.Effective /good communication usually requires a two way flow of
information from delivering message work on creating a flow of message and feedback. A
sender conveys a message, and receiver responds with feedback and perhaps a new message
(Cullinan: 1996) Inaccurate communication can lead to conflict and negativity in the workplace.
It could even lead to the cancellation of deal or the loss of good will.
On the other hand, conflict is a disagreement of ideas between and among people. Conflict has
both destructive and constructive sides. Destructive conflict could be solved as it accurse, others
wise it is a challenge to the growth of any organization. Constructive conflict could increase
innovation and creativity. Communication in modern history has many important activities.
Among these it has great role in resolving destructive conflict and increasing constructive
conflict.
Conflict often occurs due to the lack of opportunity, ability, or motivation to communicate
effectively. As communication is essential to the communities of a given organization, especially
for managers to coordinate the human and other resources of the organization. They require
ability to communicate effectively.

1.2 Background of the organization

The introduction of telecommunication services in Ethiopia date back to 1894. Year after the
invention of telephone technology in the world. It was minilik the king of Ethiopia who
introduced telephone technology to the country around 1894. However, the first Ethiopia pioneer
of telephone was his cousin in Ras Mekonnen who comes back with telephone apparatus in 1889
after his visit of Italy. In 1952, telecommunication service were separated from the postal
administration and structured under the ministry of transport and communication.
The reorganization of telecommunication services during the dirge regime under the Dirge
regime the Ethiopian telecommunication was reorganized as: Ethiopian telecommunication

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services form Oct. 1975 to Feb. 1881.Ethiopian telecommunication authority on Jan.1981. It
retained this name until Nov 1996. In 1996 Ethiopian telecommunication established as
corporation. (http, en, Wikipedia, org/Wiki/ETC

1.2.1 Vision
All Ethiopian society access information on equitable basis.Ethio-telecom shall be an
internationally recognized strong and vibrant world class information communication technology
infrastructure and services provider.

1.2.2 Mission
The company wishes to connect every Ethiopian through information communication technology
to provide services that enhance the development of our nation to build a successful brand
known for its consideration.

Develop and maintain modern information and communication network infrastructure capable of
supporting voice data and video services equitable across the country and the high capacity,
digital connectivity to the services.

1.3 Statement of Problem

As long as people work in organization together, conflict is totally unavoidable. This means as
people work together the incompatibility of goals attitude, emotions or behaviors lead to
disagreement between them. Conflicts occur because people do not agree on goals. Issues,
perceptions and people inevitably compete for the scare resource (Cullinan: 1996).
In general an organizational behavior is a field of study that investigates impact of individuals
and groups behavior within the organization for the purpose of applying the knowledge towards
improving organizational effectiveness.

Any aspect of activities that affect the effective communication in any organization is considered
to the subject of organizational behavior.

Basically the effective communication in the organization either individually or in group

contributes to the success or failure in organization in which they are working (Marry, 2005).

The researchers have known this problem by asking HRM and employees about the problem of
communication gap in ethio telecom as well as by referring the past researches that were done
related to the study.

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 Hence studying this research enables us to know how communication is vital to predict their
action to specific situations and influence their works towards achieving organizational, group
and individual goals.

There is a gap or problem in ethio-telecom Semen Region Mekelle branch .As it is large
organization and it has a number of labor force having different attitudes towards communication

While studying the effective role of communication in resolving conflict is very important,
academic research on the individual and group behavior in Ethiopia is rare.

The few works conducted on this study have not paid particular attention for communication way
of resolving conflict.

This study aims at filling this gap with aim of bringing of the theoretical literature on the
communication role in resolving conflict by taking ethio-telecom Semen Region in Mekelle
branch.

Any organization has no meaning without communication. To avoid or reduce above conditions,
communication has a vital role. Communication is not only used for conflict resolving but also it
is the basis for the organizations objectively achievements: increasing productivity’s, job
satisfaction, getting information about competitors dimension, to cope with modern information
technology and any activities in any field of study. Thus, the fact that communication is the
crucial element in our lives.

1.4 Research questions

1. What are the major factors that cause conflict between individual and group employees in
the organization?
2. What is the role of effective communication to resolve conflict in the organization?
3. In what place communication have ineffective in the organization?

1.5 Objective of the study.

1.5.1. General objectives

The general objective of this study was to identify the role of effective communication in conflict
resolving process.

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1.5.2. Specific Objective
The study specifically addressed the following objectives:
 To identify the major factor that cause of conflict in Ethio-telecommunication, Mekelle
branch.
 To find out the major constraints put on communication not achieve(hinders) the desire
objectives or resolving conflict.
 To describe the contribution of effective communication in resolving conflict.

1.6. Significance of the Study

 For student researcher:- The student researcher is beneficiary or advantageous on
getting knowledge about the study and enhancing experience on conducting such
assessment and get satisfying when the study solve for the problem.
 For organization:- After conducing this research the organization would be important,
when the manager see the identifying problems and take corrective action /measurement
to resolve the conflict.
 For other researchers: - Other researchers can take this study as reference for
conducting other similar assessment.

1.7. Scope of the study

Even if communication has many roles in different situation or condition of any organization, the
researcher focused only on the role of effective communication in resolving conflict, because as
it is known destructive conflict is challenging for any organization. The study researcher used to
study how this destructive conflict can get solution. This research limited or restricted to the
public sector with particular referred to Ethio-telecom (MekelleBranch)

1.8. Limitation of the study

While conducting this study, the researchers faced the following challenges.
 Lack of experience for student researchers as it is the first time to conduct a
research.
 Lack of up-dated literature that are related to the study.
 Unwillingness of very few employees to respond to questionnaires and not returning
question paper.

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 CHAPTER TWO
REVIEW OF RELATED LITERATURE

2.1. DEFINITION OF COMMUNICATION

According to (Robbins 1994) Communication is the process transmitting or sharing meaning,
idea, feeling, thought, experience, knowledge, and skill. For some purpose through the
transmission of symbolic message this mean if no information have been conveyed,
communication has not taken place for communication to be successful the meaning must be
imported and understood perfect communication, it such a thing existed would be when a
transmitted thought or idea was perceived by the receiver exactly as it was envisioned by the
sender. Communication in organization is the process of transmitting decisions and other
information from one member or one part of organization to another.

2.2. Importance of Communication

Success in organization is dependent to a great degree up on the ability of the manager to
understand other people. Managers can understand their employees through proper
communication. Your ability to clearly write, listen and speak also have success in life when
ever you will be. Employers require their employees to have excellent communication skills in
witting, speaking, and listening. Getting acceptance of polices, winning cooperation of others,
getting ideas and instructions clearly understood, and bringing about desired change in
performance are also dependent up on efficient communication in the organization. Yosichelal
and Todiwos (2006)
1. Communication facilities efficient and smooth running of an organization:- Common
cause of organizational inefficiency are related to poor communication. However, effective
communication enables an organization to secure cooperation between persons and assures
performance and achievement of goals. Endalcachew Yasichelal (2006)
2. Communication is the basis for decision making:- The quality of decision in an
organization depends on the amount and quality of information, which is effected through
communication, available to the manager. Yosichelal and Tadiwos (2006)

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3. It enables proper planning and coordinating:- misunderstanding can be removed with
communication. Communication enables an organization its long-term plans to be achieved and
its activities properly controlled and coordinated. Robbins (1996)
4. Communication brings higher productivity of minimum Cost:- Communication is
important enhance the moral workers (willingness to work) of the employee. It also helps to
increase productivity and to minimize cost productivity by producing more and more out put with
the usage of less and less resource.
5. Facilitate democratic management:- Communication enables participation of member of the
organization in many function. Promote the democratic participation. Robet J. House (1995)
6. Communication binds people together:- It introduces the sense of corporation and produces
the will to work very hard. It helps to establish and disseminate goals of an organization that
brings help people together for common goal.
7. Communication is the life blood of organization:- Because organization by definition is the
group of people working together to achieve a common goal. Its effectiveness requires a great
deal of interaction and without communication an organization cannot function people in
organization exchange information ideas, felling and proposals, make decisions, plans, policies,
rules contractual agreement that all require effective communication. Robbins (1995)
8. The art of communication is extremely important for manger:- Because he or she must
achieve result through other people in the organization. All the management tasks such as
planning, organizing, staffing, directing, motivation, controlling coordinating and representing,
require two way communications. It has been observed that those persons who occupy critical
point within an organization communication network tend to strengthen their positions as leaders
who make decision that affect others.

2.3. Type of Communication in Organizations

People communicate with each other in a number of way that depend up on the message and its
context in which it is being sent. Choice of communication channel and your style of
communicating also affect communication. Therefore, there is variety type of communication.

Ideas and feelings can be shared only if they are represented by symbols are thing that stand for
something else. According to HG Field and Robet J. House (1995 there are two type of
communication means that verbal and nonverbal communication.

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1. Verbal communication:-
Written and oral communication media have favorable and unfavorable nature. Consequents,
they are often used together so that the favorable qualities of each can complement the other.
2. Non-verbal communication:-
Non-verbal communication is any message the sender communicator without using word. This
type of communication sometimes referred to as body language, such as gesture, eye conduct,
facial expression, and physical appearance. According to P. Robbing (1993, P. 332)
communication can be classified based on their channels, formal and informal communication.

1. Formal communication
Formal Communication follows the chain of command and is recognized official transfer of
messages.
2. Informal Communication
Informal communication arises from the social relationships that evolve in the organization and
they are not available or feasible through formal channels. The same authors’ classified
communication based on its direction as up word, down ward, lateral and diagonal.
Upward communication
Upward communication flows to higher level in the group or organization. It is used to provide
feedback to higher. Ups inform them of progress toward goals and relay current problems.
Upward communication keeps managers aware of how employees feel about their job, co-
workers, and the organization in general. Manger also kloy on upward communication for ideas
on how thing can be improved.
Down ward communication
Communication that flows from one level of a group or organization to a lowest level is down
ward communication. It is used by group leaders and mangers to assign goals, provide job
instruction, inform underlines of polices and procedure point out problems that need attention
and , after feedback about performance.
Lateral communication
When communication takes place among members of the same worth group, among member of
work teams at the same level and among managers at the same level or similar tasks in a

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horizontally equivalent personal to perform activity. Those all are described as lateral
communication.
Diagonal communication
While it is probably the least w\used direction of communication organization diagonal
communication is an important institution where member cannot communicate effectively
through other direction for example, the controller of a large organization may wish to conduct a
distribution cost benefit analysis. One part of that tasks may involve having the solves force send
a special report directly to the controller/comptroller rather than going through traditional way.

2.4. Factor that Affect Communication

Almost all conflict involve communication problem, as both a cause and effect.
Misunderstandings, resulting from poor communication and it can easily cause a conflict. Thus
communication is central to most conflict situation (Stewrt and Sylvia 2006).
The main factors that affect communication are:
1. Misinterpretation of communication
People often say something that are not interpreted in the right way of statement. When people
are angry with each other, the likelihood of misinterpreting communication is greatly increase to
the point where it is almost inevitable.
2. Failure to understand on opponent’s perspective
People have different perspective. Often conflict arises from different perspectives depending up
on cultural background, economic position, and religious beliefs. Therefore, they need effective
Communication to understand the perspective (point of view) of other parties to a conflict.
3. Language difference
Conflicts happen when people speak different languages. Even it is difficult for skilled
translators to transmit complex feelings and emotion as clearly as they are originally spoken.
4. Misinterpreted motives
Motives can be misinterpreted as easily as statements can be misunderstood. When parties are in
conflict, there is a tendency to assume the opponent’s motives are malign even when they are not.
5. Lack of communication channels
Often disputants do not have reliable methods for communicating with opposing parties. This
may be because of they do not want to communicate or afraid to contact their opponents.
6. Not listen actively

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When someone talks, we hear, but too often we do not listen. Listening is a active search for
meaning, whereas hearing is passive. In listening two people are engaged in thinking the sender
and the receiver.
7. Status difference
It is related to power and the organizational hierarchies pose on other barrier to communication
among people of work especially with in manger employee pair. Because the employee is
dependent up on manger as the primary link to the organization, the employee is more likely to
distort upward communication than either horizontal or down ward communication.

2.5. Functions of communication

Communication serves as many type of function. Among these functions (Stephen P. Robbins
(1996) put four basic categories:
1. Control
Communication acts to control member’s behavior in several ways. Organizations have authority,
hierarchies and formal guidelines that employees required to flow. When employees for instance,
are required to first communicate any job related grievance to their immediate boss to flow their
job description or to comply with company policies communication is performing a control
function. But informal communication also controls behavior when work group feas or harass a
member who produces too much and makes the rest of group look bad, they are internally
communicating with, and controlling the member behavior.
2. Motivation
Communication fosters motivation by clarifying to employees what is to be done, how well they
are doing and what can be done to improve performance if its subpar. The formation of specific
goals and reinforcement of desired behavior all stimulate motivation and require communication
and also feedback as process toward the goals is the one which stimulate motivation and require
communication.
3. Emotional expression
For many employees, their groups is primary source for social interaction mechanism by which
members have their frustration and feeling of satisfaction. Communication, therefore, provide
areas for the emotional expression of feelings and fulfillment of social needs.

4. Information

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The other functions that communication performs relates to its role is facilitating decision
making by transmitting the data, identify and evaluate the alternatives.
In addition to the above function, communication involves on the resolution process of conflict.
Poorly navigated conflict can damage and even destroy relationship. However, by using effective
communication we can resolve the conflict situations.
According to Cullinan (1996), successfully resolving conflict involves empathy, flexibility and
maturity as Mach as it does effective communication.

2.6. Definition of Conflict

Conflict can be defined as any situation in which incompatible goals, attitude emotions or
behaviors to disagreement between two or more organization members of group. This conflict
occurs because people do not always agree on goals, issues perception and people inevitable
complete. (Robbins 1983).

2.7. Type of Conflict in Organization

Conflict in organization is the discord that arises when the goals interests or values difference
among individuals or groups are incompatible.
Not all conflict is bad in fact some types of conflict encourage new solutions to problems and
enhance the creativity in the organization. Therefore, mangers should stimulate functional
conflict and prevent dysfunctional conflict. According to Debral L. Nelson (1995) conflict is
classified in to functional and dysfunctional.
1. Functional conflict
It is a healthy, constructive disagreement between two or more people. Functional conflict can be
produce new ideas learning and growth among individual. When individuals engage in
constructive conflict, they develop a better awareness of themselves and others.
2. Dysfunctional conflict
It is unhealthy, destructive disagreement between two or more people. It is dangerous. It focuses
away from the work to be done on the conflict.. Excessive conflict drains energy that could be
used more productively. Individual involved in dysfunctional conflict tend to act before thinking,
and they often rely on threats, deception and verbal abuse to communication. In dysfunction
conflict, the losses to both profiles may be exceed to any potential gains from the conflict
Robbns (1983) classify with the following categories.

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  Conflict with in individual:- occurs when individual is uncertain about what work he or
she is expected to perform, when some demands of the work conflict other demand, or
when the individual is expected to do more than he/she feels capable of doing. This type
of conflict often influence how individual responds to other type of organization conflict.
 Conflict among individual:- in the same organization is frequently seen a being caused
by personality differences more often. Such conflicts erupt from role related pressures
(as between mangers and subordinate) from the manager in which people personalize
conflict between groups.
 Conflict among individuals and group:- Is frequently related to the way individual deal
with the pressure for conformity imposed on them by their work group. This means on
individuals may be punished by his/her work group for exceeding or falling behind the
group productivity norms.
 Conflict among groups in the same organization: - is the type of conflict with in which
line staff and labour management conflict.
 Conflict among organization:- In the economic aspect has been consider an inherent an
desirable form of conflict in many counties companies.
 Conflict among individual indifferent organization:- This is also the conflict that
occurs between people that work in different organizations.

2.8. The Effect of Conflict on Organization

Both functional and dysfunctional conflicts have their own effect in organization performance
and productivity.

Regarding to Debral L. Nelson (1994) the following are the effects of functional and
dysfunctional conflict.
 Functional conflict:- It can produce new ideas learning, and growth among individuals.
Functional conflict can improve working relationship, have accomplished something
together. By releasing tension and solving problems in working together. Moral is
improved. Functional conflict can lead to innovation on positive charge for the
organization. Because of it tends to encourage creativity among individual, this positive
form of conflict can translate in to increased productivity.

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  Dysfunctional Conflict:- Is conflict that lead to decline in communication or the
performance of group. It can be an overabundance of conflict or lack of sufficient
motivated conflict. Dysfunctional conflict with in organization is motivating egos of
employees with competing ambitions. It often lead to higher stress and a likelihood that
employees will burn out.

2.9. Cause of Conflict in Organizations

Conflict is pervasive in organizations. To manage it effectively mangers should understanding
the many sources of conflict.

According to Debrot L. Nelson (1994) the cause’s conflicts related to the organization includes:
 Specialization:- Highly specialized job can lead to conflict because people have little
awareness of the tasks of others perform.
 Interdependence:- work that is interdependent requires groups or individuals to depend
on one other to accomplish goals.
 Common Resources:- any time multiple parties must share resources and there is
potential for conflict. This parental is enhanced when the shared resources become
scarce.
 Goal difference:- when work groups have different goals, these goals may be
incompatible. Often these types of conflict occurs because individuals do not have
knowledge of an other department’s objectives.
 Work over load:- To much work can arise because of organizational constraint that
prevent efficient, insufficient number of staff members to share the load, or in equitable
distribution of work are some individuals have heavier workloads than others.
 Communication Gap:- Is the state occurs when what is being said is not been
communicated to address properly and completely. Actually communication gap is the
biggest hurdle in achieving the organizational goals, and doesn’t help at all in
achievement of organizational goals.

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2.10. Conflict Management or resolution techniques
Conflict resolving skills are predictor of managerial success. All conflict requires skills of the
manger. The manger’s task is to stimulate functional conflict and prevent or resolve
dysfunctional conflict. According to (Derbal. Nelson and James Campbell quick 1994).
Stimulation techniques
Encourage competition by offering bonuses, incentive pay and citation of outstanding
performance may lead to produce conflict as group struggle to outdo each other.
Resolving technique
When conflict has negative contribution, the situation calls for resolving. The following
strategies are applied to resolve these conflict.
1. Withdrawal or Avoidance
This strategy calls for a party to withdraw or ignore the conflict situation. It is the best response
when the conflicts are trivial, potential losses from an open conflict resolution our weigh
possible gains and when there is no insufficient time work through the issue adequately.
2. Compromise
In the case of compromise, each party is required to give up something of value in order to get
another thing each party moves to find a middle ground. There is no clear winner or loser, rather
than willingness to short object of the conflict and accept and accept a situation that provides
incomplete satisfaction for both parties concerns.

3. Collaboration
Is typing to identifying a mutual beneficial solution of both parties through, problem solving. It
promotes mutual problem solving by both conflict parties. It is a situation where each conflict
party desires to satisfy full the concern of all parties.
4. Confrontation
In this strategy, the conflicting parties are forced to verbalize their position and disagreements.
The objective to identify a person to favor one solution or another and thus resolve the conflict
with skilled leadership and willingness to accept the associated stress by all side a national
solution can frequently be founded.
5. Arbitration

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It is conflict resolution or resolving strategy when the arbitrator or third party acts as judge.
However, the authority of the arbitrator may also vary according to the rules set by the
negotiations.
6. Negotiation
Negation occurs when two or more parties either individuals or groups discuss specific proposal
in order to find out a manual’s acceptable agreement. It is a common way of setting conflicts in
business.
7. Mediating Conflict
The mediator is a person who participate in resolving conflict between two principal parties by
helping them each a mutually acceptable agreement. It is a neutral third party that facilitator a
negotiated solution by using reasoning and persuasion, suggesting alternatives etc.
8. Punishment
The out of punishing that is applicable of an unpleasant stimulus or penalty for the purpose of
eliminating or correcting undesirable behavior.
9. Court Judgment
In common law system, the interpretation of law is decided by the judge according to the rule of
low.
10. Discussion
An extended communication dealing with some particular topic discussing or exchanging reason,
examination by argument debote and disputation.

2.11. Role of effective communication in resolving conflict

Conflict can ignite from the smallest word or action and can speak destructive responses and
behaviors. Unresolved or poorly navigated conflict can damage and even destroy relationships.
Conflict does not move to be destructive however, handled effectively conflict can actually
contribute to stronger, deeper relationship and can help to address ongoing problem and concern.
Effective communication skills serve a key role in successfully resolving conflict, both in the
home and in the work place. Also effective communication usually requires two-way flow of
information rather than simply delivering message, work on creating a flow of message and
feedback. (Cullinan 1996).

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 CHAPTER-THREE
RESEARCH METHODOLOGY
The methodology was the core or, key of scientific study as it was the way through which
finding were to be achieved. This was an essential pre requested for the validity and reliability of
the result to be found out.

3.1 Research design

The researcher used a descriptive study of research design because it described the role effective
communication in Ethio-telecom.
Research design was the master plan that specified the methods and techniques that affected for
the purpose of addressing the objective of research study.

3.2 Sources and data collection

The researchers used different data collection methods in order to get the necessary information.
The researchers used primary data and secondary data to achieve the goal. Primary data were
collected by using questioners within the employees in Ethio telecom Semen Region In Mekelle
branch. Secondary data were used for supporting the theoretical part of the study and were
obtained from library books, papers, internet and other that were maintained on the reference
part.

3.3 TARGET POPULATION

The target population of the study had the total number of employees in Semen Region Mekelle
branch they contained Ten (10) department. Those divisions namely direct channel, in direct
channel, financial ,HR, operation and Maintenance, supply and sourcing, project, Enterprise,
Regional operation director , fixed access network. Regional operation director has the highest
power from the other department.

3.4 Sample size and sample Technique

Due to the time and financial incapability of the researcher sample was mandatory.
As a result the target population of the study has total number of 340 employees ’ which the
researchers taken 77 employees as a sample.

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The sample from each sub division [strata] the department took as the following. And each of
the sub division was known as strata or stratum. As stated the above department has 340
employee of which the researcher needed to take 77 of them as a sample and they determined
as follows.

n = Ni
1+Ni (e) 2

= 340
1+340(0.1)2

= 77

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Department Target population(N) Sample size(n)
Direct channel 30 7
Indirect channel 10 2
Financial 23 5
Human resource 7 2
Operation and Maintenance 90 20
Supply and Sourcing 81 18
Project 7 2
Enterprise 12 3
Operational director 15 3
Fixed access network 65 15
TOTAL 340 77

3.5 Method of data analysis and interpretation

Once all the required data was gathered, it was time to perform data analysis and prepared report
on the basis of the collected data has taken. The data collection, description and other related
activity has taken more than two months. The collected data were processed, means editing,
coding and classifying on the common characteristics that was descriptive.

Data analysis was the further transformation of the processed data to look for patterns relations
among the data group. In this study descriptive analysis (like percentage & tabulation) would be
used to analyze the available data which referred to the transformation of raw materials in to a
form that made easy to understand and present by using tabulation, and percentage.

CHAPTER FOUR
DATA ANAYSIS AND INTERPRETATION
INTRODUCTION
As it was explained in the methodology section the information mentioned here was gathered by
distributed 77 questionnaires to employees of Ethio-telecom in Mekelle branch. Among these

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questionnaires five not returned. Therefore, the remaining 72 were used for analysis and
interpretation of data.

4.1. Respondents Background Information

The respondent’s background information included data about sex, age educational status and
level of service.
Table4.1. Sex distribution of respondents
Sex Number of Respondents Percentage (%)
Male 42 58.33
Female 30 41.66
Total 72 100

Source filled questionnaire primary data.

As the table number show that among the total 72 respondents 42(58.33%) were male and the
remaining 30(41.66%) were female this shows that the majority of the respondent employees
were male in the activity of organization.
Table4.1.2. Age distribution of respondents
Age Number of Respondents Percentage (%)
18-25 14 19.2
26-30 14 19.2
31-40 34 47.2
41-50 10 13.8
>50 0 0
Total 72 100

Source filled questionnaire primary data

Regarding to the table number the range age out of the total respondent 34(47.2%) were
between (31-40) year of age,14(19.4%) were 26-30 year of age,10(13.8%) were (41-50) year of
age,14(19.2%) of them were between (18-25) year of age and unfortunately, greater than 50years
of age were not participating in the questionnaire filling.

Table4.1.3. Information regarding to educational status an level of service of the

respondents
N0 Item Respondents Percent
1 Educational status No %

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  10 completed 2 2.77
 12 completed 5 6.94

 Diploma 1 1.38

 First degree 49 68.05

15 20.83
 Muster/degree
Total 72 100
2 Level of service
Less than 2 year 16 22.22
2-5 year 10 13.88
5-10 year 15 20.83
10-15 year 23 31.94
15-21 year 8 11.1
Total 72 100
Source Questionnaire primary data
Item 1 table Number that shows for out of 72, 49(68.05%) the respondent were first degree,
1(1.38%) of the respondent were diploma, 5(6.94%) of the respondent replied 12 completed,
2(2.77%) of the respondent 10 completed, the rest respondents were muster degree 15(20.83).
This shows that majority parts of the organization employees have first degree. It is good
education status in resolving conflict.
Item 2 table number shows that level of service the respondent 16(22.22%) were the replies less
than 2 year level of service, 10(13.88%) level respondents replies 2-5year level of service,
15(20.83%) the respondent replies 5-10 year level of service, 23(31.94%) of the respondent
replies 10-15 year level of service, the last is 8(11.1%) respondent between 15-21 year level of
service. Simply we understood from the table above 15-21 year level of service is relatively less
from the rest.

4.2.Conflict condition and reason for conflict

Conflict occurs because people do not always agree on the goals, issue, perception, and son on.
Conflict is pervasive in organization to manage it.Effective manger should understand the
employees source of conflict (Debrcal 1994)
Table4.2. conflict condition reason behind conflict
N0 Item Respondents Percent

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1 No %

Existence of conflict with in organization.

 Yes 54 75
 No 18 25

Total 72 100
2 Person for conflict with in organization
 Work over load 28 38.8
 Lack of information 7 9.72

 Communication gap to resolve conflict 37 51.38

Total 72 100
Source questionnaire was filled 2011E.C
Regarding the information in above table1, 54(75%) of the respondents replied they faced
conflict with the workers of their department. The remaining 18(25%) respondents replied they
did not face any conflict. This shows that the majority part of employees faced with conflict.
As table2, the respondents replied 28(38.8%) were work over load conflict occurs in the
organization, 7(9.72%)respondents replied lack of information existence or faced conflict and the
reaming 37(51.38%) respondents replied conflict that faced communication gap resolving
conflict. This show that the majority respondent replied faced conflict due to communication gap
to resolve conflict.

4.3.Condition of conflict avoidance and resolving technique conflict

To avoid is by functional conflict and stimulated function conflict management advice to conflict
management skilled and they can use stimulation resolving technique.

Table4.3. condition of conflict avoidance and techniques of conflict avoidance

N0 Item Respondents Percent
No %

1 Employee’s attitude towards the avoidance of conflict

situation.
- Yes 54 75
- No 18 25
Total 72 100

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2 Employees attitude on the technique use to resolve
conflict
 Discussion 50 69.4
 Arbitration 17 23.61

 Court judgment 3 4.16

 Punishment 2 2.7

 Compromise
Total 72 100

Source filled questionnaire primary data

According to the information on the Table1, 54(75%) of the respondents replied conflict
occurring between or among employees in an organization were avoided and 18(25%) of the
respondents were replied that the conflict could not avoided. This implies that most of employees
think on the avoidance of conflict with in their organization.
Table2 as indicate table number show that 50(69.4%) respondents avoid conflict through
discussion, 17(23.61%) respondents replied that conflict can be avoid through arbitration, 0(0%)
respondents replied that conflict avoid through compromise 3(2.4%) of the respondents
responded this conflict avoid through punishment and the remaining 3(4.16%) respondents
replied conflict can avoid by going to court. This implication show that employees of Ethio tel-
com give priority to discussion for resolving conflict than others alternatives or techniques to
resolve conflict.

4.4.Condition of Discussion about conflict situation.

Discussion is a useful technique in resolving conflict.
Table4.4. Condition of Discussion about the conflict situation.
N0 Item Respondents Percent
No %

1 Existence of discussion concerning conflict

- Yes 48 66.6
- No 24 33.3
Total 72 100

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2 Time interval of discussion with in organization
concerning conflict.
 One a month 20 27.7
 Twice month 38 52.7

 Once a year 14 19.4

Total 72 100
The reason for nonexistence discussion on conflict
resolving
 Because it is almost use less 8 11.1
 Because management don’t attention or
employs. 10 13.8
 Because there is no enough time 54 75

 Others 0 0
Total 72 100
Source Questionnaire primary data 2011E.C
As indicated the table1, from total 72 respondent were 48 (66.6%) of the respondent replied there
were discussion concerning conflict that occur in there organization the remaining 24(33.3%) of
the respondent replied there were no any discussion concerning the conflict that occurs in their
organization. The information show that most of employee agreed on existence of discussion
concerning conflict with in organization.
-Regarding to item 2 table Number the information show the time interval discussion with in
organization confirming conflict from the total 72 of respondent 20(27.7%) of the respondent
replied that there was discussion about conflict once a month, 38(52.7%) of the respondent
replied that there was discussion twice a month the rest. 14(19.4%) of the respondent replied that
there was discussion about conflict condition once a year. This shows that from the respondents
who agreed on the existence of the discussion were at least twice in a month in Tel-com.
-According to the information in the table number item3, 8(11.1%) respondents replied that
because of almost useless discussion regarding conflict, 10(13.8%) respondents replied due to
less attention,54(75%) respondents replied that due to not having enough time. This shows that
the management were not having enough time to discuss less two months.

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4.5 Managers and employees relationship conditions
Management can have communication with subordinate on the purpose to assign goal provide
job instruction inform underlining feedback about performance. This type of relationship
between manager and employees is down ward communication on the other hand subordinate
can communicate with their manager to provide feedback.
Table4.5. Respondents of management frequency or compliants.
N0 Item Respondents Percent
No %

1 Respondent of management frequency or complaints

- High
- medium 13 18.05
- Low 53 73.6
6 8.3
Total 72 100

Source:- Questionnaire gathered primary data 2011.

The information table number show that 13(18.05%) of the respondents replied that grievance of
employees were highly answered, 53(73.6%) of the respondents replied that the condition of
employees Grievance was medium, the remaining 6(8.3%) respondents replied that the
employees frequent state that management lowly response the employee complaint. This shows
that medium management responses were applied in answering employee grievances or
complaints.

4.6 Condition of communication in the organizations

-communication in organization is the process of transmitting decisions and other information
form one member an organization to other.
Table4.6. Condition of communication in the organization.
N0 Item Respondents
No % Percent

1 Employees attitude toward the role of communication

to resolving conflict with their organization.
- Yes

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 - No 57 79.16
15 20.83
Total 72 100
2 Function of communication with in organization
- Sufficient 54 75
- Not sufficient 18 25
Total 72 100
3 The reason for not sufficient function of
communication with in organization.
- Lack attention 30 41.6
- Difference in attitude formation 13 18.05
- Lack of awareness regarding communication 40.27
use 29
Total 72 100
4 The level of communication role in resolving conflict
the company.
- High 30 41.6
- Medium 38 52.7
- Low 4 5.5
Total 72 100

Source filled questionnaire primary data 2011E.C

Regarding to the information table number show that 57(79.16%) of respondents replied that
they think communication plays role in resolving conflict that occurred between employee in
organization and the remaining 15(20.83%) respondents replied that communication does not
play any role in conflict resolving process. Generally conclude that majority employee replied
communication play a key role in resolving conflict in organization.
As indicated table number2 show that 54(75%) of the respondents replied that communication in
their organization was sufficient and the reaming 18(25%) of the respondents replied that the
communication process in their organization was not sufficient. This shows that there relatively
sufficient communication as the majority respondent answer.
Regarding to table3 show that 13(18.05%) respondents replied that attitudinal difference of
employee on the communication, 30(41.6%) respondents replied that the reason lack of attention

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and the remaining 29(40.27%) of the respondent replied that lack of awareness regarding
communication use.
According to table4 show that 38(52.7%) respondents replied that the role of communication in
resolving conflict is medium, 30(41.6%) respondents replied that the role communication in
resolving conflict is highly and the remaining 4(5.5%) respondents replied that the role of
compunction in resolving conflict was relative low. This show that the majority of the
respondents response that a relatively sufficiently communicate in the organization is medium.

4.7. Communication role and its constraints

Success in organization is dependent to a great degree up on the ability of manager to understand
the people.
Almost all conflict involve communication problem as contend cause and a effect
misunderstanding resulting from poor communication easily cause a conflict.
Table 4.7. Communication role and its constraints
N0 Item Respondents
No % Percent

1 Employees relationship in their day to day activities of

organization
- Supervisor 24 33.3
- Co-workers 28 38.8
- Subordinate 20 27.7
Total 72 100
2 Employees give more value towards
- Resolving conflict 42 58.3
-Accomplishment of order work 30 41.6

Total 72 100
3 Factor that affect communication not to achieve its
goal (resolving conflict)

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 - Cultural difference 14 19.4
- Language difference 3 4.16
- Difference attitude toward communication 55 76.38
Total 72 100
Source: questionnaire gathered primary data 2011
As indicated table1shows that 24(33.3%) respondents replied that they have high relation with
their supervisor, 28(38.8%) of the respondents replied that they have relation with their co-
worker and the remain 20(27.7%) respondents replied that their relationship with their
subordinates. This shows that the large numbers of employees were highly related with their co-
workers in day to day activity.
Regarding to table2 implies that 30(41.6%) of the respondent replied that they gave more value
for accomplishing ordered work, 42(58.3%) respondents replied that they gave more value to
communication role resolving conflict. This shows that they gave more emphasize to resolve
conflict.
According to table3 show that 55(76.38%) respondents replied that attitudinal difference was the
most constraint for communication not to achieve its objectives, 14(19.4%) respondents replied
that cultural difference was the constraint to communication and the remaining, 3(4.16%)
respondents replied that language difference was the constraint to communication. This shows
that the majority employees put attitudinal difference toward communication as a major
constraint.

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 CHAPTER FIVE
CONCLUSION AND RECOMMENDATION
CONCLUSION
Based on the analysis of the workers of EthioTelecom in Mekelle branch,the conflict condition
of communication and application of communication with in the organization were concluded as
the following important points.
 The majority part of employees faced conflict with other employees of their organization
was communication gap to resolve conflict. This shows that there were conflict and the
source of conflict due to lack of effective communication in the organizational structure.
 Employees think on the avoidance or handling conflict more with in their organization
and they gave more value for discussion from the resolving conflict techniques of
communication.
 Majority employees put a major reason for the problem or conflict was not getting
enough time for discussion. This shows that the employees of the organization haven’t
enough time to assess the consequence of conflicts in the organization effectively.
 Majority of employees replied that communication play a great role in resolving conflict.
This reflected that there was a good awareness of employees how effective
communication is important in resolving conflict.
 As the response of majority respondents, communication in their organization was
sufficient.
 As observed in the study a large number of employees were highly interact with their co-
workers in their day to day activity rather than their supervisors and subordinates.
 Employees gave more value for resolving conflict to accomplish order work in the
organization.
 Difference attitude toward communication were the major factor that affect
communication role not to achieve its goals.

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Recommendation
Effective Communication is essential to the employees of a given organization especially for
managers to coordinate human and non-human resource of an organization and to resolve
conflicts effectively. To coordinate these human resources they should avoid conflict that occurs
between employees.
Based on the obtained and the addressed conclusions the researcher identified the following
recommendations as a possible solution to be considered by respected body.
 The members of the organization should be well trained in problem solving and how to
achieve common goals.
 Nearly all employees believed that conflict can be avoided through discussion. There
fore, the organization is advised to give positive attitude towards discussion technique in
conflict resolving process.
 The employees who were not getting enough time was the major reason for existence of
little discussion and that lead to conflict. Therefore, employees should give more
emphasis for time discussion and make effective communication.
 Role of communication in resolving conflict was less effective in the organization, that might be
declined the quality of service, for that reason management is advised to use effective
communication that is the corner stone of strong and healthy relationship in overall employees’
activities in the organization.
 Difference in attitude of employee to ward communication was the major factor that
communication role not to achieve its goals (resolving conflict). Thus, the management advised
to encourage the employee’s attitude on positive thinking of communication in conflict resolving
by discussion.

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 Reference
1. Mary Ann Young and Stephen L. Mc Shane (1976) Organizational behavior 1 st ed Canada,
Canadia Cataloguing publisher
2. Cvllinan: (1996)
3. Stephen P. Robbins, (1994), business Communication 3rd ed, Business Communication
Canada conidia Cataloguing publisher.
4. Stephen, P. Robbins (1996) organizational behavior 7th ed, USA, Prentice Hall Inc
5. Derbal L. Nelson and James Copbell quick (1994) Organizational behavior 2 nd ed, USA, west
publishing company.
6. Cvllinan, (1998) Business communication 2nd ed. Harcourt Brace college publisher.
7. Stecuort and sylivia (2006) communication with in organization 4th ed, USA prentice Hall Inc.
8.Endalcahcew Kassa, Yaschelal Shitaye and Tadiwose Neway, (2006) General Business
Communication.
9. Robet J. House 1995. Perspective of organizational behavior.

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 APPENDIX
Mekelle University
College of Business and Economics
Department of Management
Questionnaire to be filled by the employees of Ethio-telecom in Mekelle Branch
A research questionnaire is prepared for educational purpose that the objective of the research is
only to know what extent communication is applied in Ethio-Tele com mekelle branch. I kindly
request the employees to help me in answering the following questions.
NB
No need of writing name
Please put “X” mark for the correct answer inside the box
Part I: Personal information
1. Sex Male  Female 
2. Age 18-25 26-30 31-41 41-50  Above 50 
3. Qualification Less than 12  12 completed  First degree 
MS degree  PH degree /3/ 
4. Level of service Less than 2 years 2-5 year 
5.10 years  10-15 year  15-21 year 
Part II:
Did you face a conflict with workers of your department and /or other department?
Yes  No 
6. If you answer for question number (5) is “yes” what was the reason for conflict?
Work over load  communication gap to relative conflict 
Lack of information  others-----------------------------
7. Do you think that the conflict between /among employees of an organization is avoidable?
Yes  No 
8. If you answer for question number (7) is “yes” by what techniques
Discussion  punishment  compromise 
Arbitration Court judgment 

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9. Is there any discussion in you organization concerning conflict?
Yes  No 
10. If your answer for question number (9) is “yes” How many time?
Once a month  once a year  Twice a month other,,,,,,,,,,,,,,,,,,,,,,,,
11. if your answer for number (9) is “No” what is /are the reason)
Because it is almost use less 
Because the management do not give attention or emphasis 
Because there no enough time  others 
12. How do you see the level of employee, grievances or complaint answered by management?
High  Medium  Low 
13. Do you think communication play a key role in resolving conflict that occur between
employees in a organization?
Yes  No 
14. How do you see the communication that takes place in your organization?
Sufficient  Not sufficient 
15. If your answer for question number (14) is “not” sufficient what is are the reason?
Lack of attention  lack of awareness regarding communication use 
Difference attitude for communication  others _____________
16. If your answer for question number (14) is sufficient what level of communication have in
conflict resolving?
High  medium  Low 
17. With whom do you have high relationship in your day to day activities in your organization?
Superiors  Co-worker  subordinates 
18. Among the following communication roles, to which do you give more value
Resolve conflict  accomplishment of order work 
Other ______________
19. What constraint do you think put communication not to achieve the desire objective of
resolving conflict?
Cultural difference  difference in attitude towards communication
Language difference  other _________________

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