in the Ministry of Youth and Sport in Iran

International Research Journal of Applied and Basic Sciences
© 2015 Available online at www.irjabs.com
ISSN 2251-838X / Vol, 9 (4): 596-602
Science Explorer Publications
Weighting Organizational Conflict Sources through
Analytical Hierarchy Process (AHP) in the Ministry of
Youth and Sport in Iran
*Tahereh Azmsha1, Faride Ashraf Ganjouei2, Saeid Sadeghi Boroujerdi3, Ali zarei2
1. Academic Member in Department of Sport Management, Faculty of Physical Education And Sport Sciences,
Shahid Chamran University of Ahvaz
2. Assistant Professor of Sport Management, Department of Physical Education Central Tehran Branch, Islamic
Azad University Tehran
3. Associate Professor Sport Management, Kourdestan University.
*Corersponding Author : Tahereh Azmsha
Abstract: The purpose of this study is weighting the sources of organizational conflict through Analytical
Hierarchy Process (AHP) in the Ministry of Youth and Sport of the country. The method of this study is of
mixed a method that has been conducted in the field study form. The population consists of 20 sports
executives and professionals. Due to the nature of the study, the sample was considered as equal to the
population.This study consists of two stages. The first step of this research is qualitative Delphi method
consisting of studying articles, documents and interviews and questionnaires and the second step
consists of a quantitative method ofdescriptive - heuristic (AHP) type. After the first phase of the study, 10
sources of organizational conflictwere identified.The results showed that the components of the sources
of organizational conflict of differentiated component has been with score (0/146) and the lowest value of
the functional contrasts with score (0/046).
Keywords: Analytical Hierarchy Process (AHP); Conflict of Sources; Ministry of the Youth and Sport; Iran
INTRODUCTION
Organizational conflict is a normal part of our everyday lives. Conflicts are created when there is
nocoordination and compatibility between the needs of the individual and the organization. Conflict is an inevitable
thingand is created due to different goals and ideas and it should be guided and minimized (Hoteop et al. 2010:
2).Organizational conflict is our basic and ubiquitous part of our corporate life. Indeed, given the diversity of the
organization's workforce, coupled with globalization and corporate events and common human experience,
knowledge managers managing organizational conflict seems inevitable (Yi-Hui-Lee, 2011: 43). Undoubtedlythe
ability to overcome conflict is one of themost important skills that people need (Bankovskaya, 2012:
16).Organizations where there is less conflict generally fail in a competitive environment.Members of these
organizations are either too heterogeneous that have little preparation to adjust with or adapt to a changing
environment or are happy with the status quo in a way that they imagine they have no need to improvement of the
status quo (Patok 2010: 2). Conflict is a process in which a conscious effort is being made by a person to attempt
to neutralize the individual b’s attempts. As a result, the individual bbecomes desperate on the path to his goal or
he adds the individual ‘a’ to his interests (Robbins, 2006, quoted in Bennerrman, 2012: 1). The conflict is, in
another sense, a function of gaining power (McDonald, 2011: 21).Studies on high and middle level managers
indicate that an average of twenty percent of their time is spent on management of Organizational Conflicts (Amin
Al-Din, 2009: 5). Because of the importance of managing conflict, it is more important than decision-making skills,
leadership, organization, and communication; and organizations and individuals can improve their personal and
general effectiveness with conflict management (Yi - Hui - Lee, 2011: 41).Conflicts are not created by themselves
and have various reasons. Studies show that the main causes of the conflicts involves three factors including:
communication differences, structural differences, and individual differences (Nadin, 2012: 111).Organizations
Intl. Res. J. Appl. Basic. Sci. Vol., 9 (4), 596-602, 2015
have different means of communication, dreams, religious andpolitical views, and cultural backgrounds (Richie et
al, 2007: 46). In many communities, these differences lead to conflicts between individuals and groups of species
(groups).Therefore, the existence of differences, dangers, and incentives distinct from one another in organizations’
staff from one side and sustainability of the organization and coordination of efforts of individuals and other
components of organizations from the other side make the organizational context inevitable in confronting
organization conflicts (Amin Al-din, 2009: 2).
In many organizations, especially sports organizations that have a daunting task, conflict is in form of a
serious problem. Maybe this phenomenon does not have such a power in any place that lead to the dissolution of
the organization, but without a doubt it can be awfully effective on the function of organization or create conditions
that make most organizations lose their most efficient forces (Rahim, 2002, 207).The present complexity in the
structure of most of organizations causes conflict among those groups of members whose duties are
interdependent but their roles are incompatible with one another (Zikic, 2012, 202). These conflicts are seen in
greater organizations (ministries) each of which compete with one another for receiving scarce sources (Amin Aldin, 2009: 2). Conflicts resulted from incompatibility of role may overlap with conflicts resulted from individual
differences or information deficiencies. Personal differences of members generally remain dormant unless it is
emerged by an organization stimulus such as cross-functional responsibilities (Bankovskaya, 2012: 12). One of the
reasons, which make employeesperceive that roles granted to them are incompatible, is that it is working based on
different data bases.They are in contact with various groups of individuals and are placed in different reporting
systems and receive instructions from different managers (Rahim, 2002, 207). In a research done by Amin Al-din
(2009) investigating conflict management in Malaysian sporting organizations, they concluded that the competition
for gaining power, focus, incompatibility in objectives are of the most effective sources in creating conflict in
Malaysian sporting organizations (Ministry of Youth and Sport of Malaysia, National Council of Sport, and
Malaysian Olympic Council). One of the other effective sources in organizational conflict is pressures that are
resulted from the environment. Conflicts resulted from personal differences and incompatibilities of role and
incompatible objectives are intensified to a great extent by a stressful environment (Patok, 2010: 3)."Baron"
suggests, in a research paper while citing numerous research, that personality traits may cause interpersonal
conflicts (McDonald, 2011: 14). Zikicet al., came to the conclusion during a study in 2012that from 25 success
factors of managers, conflict management plays the most important role in the success ofmanagers (Zikic et al.,
2012: 203).
Yi – Hui – Lee (2011) dealt with a research titled “Conflict in Virtual Relations within the Enterprise” as well
and the results of this research demonstrated that three sources are identified as the most effective obstacles in
the creation of organizational conflict including communication issues, variety of organizational culture, and
incompatible objectives.
It is true that the Physical Training Organization had changed to a ministry, but it should not be forgotten
that the potential conflicts in the previous Physical Training Organization, which had been resulted from inefficient
and political forces, have still remained in the roots of the Ministry of Youth and Sport and regarding the haphazard
integration of the Ministry of Youth, which was directly responsible for the affairs of the young such as marriage,
employment, loans, etc., with the Ministry of Youth and Sport, which has separate objectives and policies
compared to the Ministry of Youth, will include more than ever the conflict in role, role ambiguity, and incompatibility
of objectives in the body of the Ministry of Youth and Sport.
Restructuring and change of name of the Physical Education Organization of Islamic Republic of Iran to the
Ministry of Youth and Sport, of course, increases the demand and the needs of society from this organization.
Ministry of Youth and Sport will be an organization of great diversity and high extensity ranging from the sport
construction to public education of sports, and all the great responsibility of the Ministry of Youth and Sports is
acknowledged.This issue encompasses the needs to change the organizational chart, the rise of new powers, a
clear definition of objectives, and preventing the conflicts because, in case of the emergence of organizational
conflict, organization’s forces, instead of convergence and optimal use of the mind, will be after neutralizingeach
other that it completely will cause less efficiency insources and the organization will not be able to provide their
services (Mozaffari et al., 1391: 100).
Another issue is the lack if identification of the sources of organizational conflict in the Ministry of Youth
and Sport that should cover a wide range of people that cause the organization to be shown inefficient in the view
of the customers and instead of paying attention to customer in this wide range, the attention of organization be
directed to its inner problems and issues. From the other side, another concept that brings this organization into
focus is the interest of the young in sports and following them especially in championship sectors that have had the
national pride with itself like in Olympic Games 2012, London that good results in Greco-Roman wrestling lead to
the pride and national honor for the young.
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Another important issue that is raised here is the public attitude and culture towards sports.Obviously, it is
impossible to ignore the role of sport as an agent of vitality in the society. It is obvious that an organization that has
such duties should have dynamic and vibrant organizational environment that, regarding the status quo and the
existence of traditional views as an inseparable section in the authorities’ outlook from one side and the existence
of traditional forces or individuals with such thoughts that control fundamental changes in the organization, it is
reminding us of this fact that until sources of organizational conflicts are not identified, the possibility of changes in
the minds of these traditional forces is perhaps far a remote thing. Regarding the above cases, researches are
trying to identify the main sources of conflict by identification and weighing these sources through semi-structured
interview and field survey with Analytical Hierarchy Process (AHP) approach from experts and elites that had been
in contact with, or working in, this ministry (previous Physical Training Organization).
Since the researches have dealt more to the management, strategies for solving conflict, and styles of
conflict management in organizations, (without regard to this important point about the nature of the sources of
organizational conflict) naturally this will be a new discussion topic in order to increase organizational efficiency in
the Ministry of Youth and Sport. And also, the lack of integrated researches and consequently the scientific hole
related to sources of conflict and the absence of a comprehensive research for investigation of this source in the
ministry of youth and sport of the country and the lack of identification of these sources for next steps of effective
management in the Ministry of Youth and Sport, have made the researcher of this study more adamant for doing a
scientific research.
Based on what mentioned, researchers attempt to scientifically find proper answers for the following questions:
Is it possible to independently extract the main sources of conflict, particularly in this ministry, from among various
sources of conflict that are in theoretical bases in the Ministry of Youth and Sport and to obtain a precise weighing
of sources of organizational conflict?
METHODOLOGY
Regarding the main objective of the research and the proposed issues, the method of doing this research
is mixed method. Grounded theory is used for making the conceptual model of the research. Mixed research
method is of sequential exploratory type that is a qualitative and then a quantitative method is done in the form of
descriptive-exploratory and of field study type. The statistical population in the first stage of the research, which is
research’s Delphi stage, is gotten with N=25 from university faculty members whose range of activities has been
related with the Ministry of Youth and Sport (or the previous Physical Training Organization), senior managers of
the Ministry of Youth and Sport, chief executive officers of the Ministry of Youth and Sport, Parliament member who
have had constant cooperation background with the Ministry of Youth and Sport (or the previous Physical Training
Organization), and also from prominent experts of physical training that have had at least masters’ degree. The
statistical population in the second stage of the research, which is the researching stage, includes: sport managers
and experts that have experience of working in the Ministry of Youth and Sport (previous Physical Training
Organization) together with university elites in the special field of sport management and planning in a 27-year-old
period from 1365 to 1392 with a number of N=20. In Delphi and AHP stages, accessible and selected samples that
have been qualified for this research have been considered. Regarding the nature of the research, the sample is
considered as equal to the population.
The Second Stage of the Research
At first the designer and analyst team is formed from a 4-member group including the researcher,
supervisor and faculty advisor in order to design the questionnaire. And later, it is dealt with the investigation of the
sources causing organizational conflicts in the Ministry of Youth and Sport, the investigation of the sources causing
organizational conflicts in sport organizations in different countries and a review of the theoretical principles and the
literature of the topic and comparing them with one another by referring to the present information in internet bases,
books, and various journals. Then, first stage Delphi questionnaire is sent to the selected group. Respondents
should respond in yes and no forms with regard to the objective of the research and research components, and
finally the questionnaire are completed by adding component or components (in case of detection) at the end of
each section. After the end of the first stage of Delphi, the questionnaires are collected and the components with 60
percent of respondents’ positive answers will stay in this questionnaire and others with less than 60 percent
positive answer (yes) are eliminated. In this stage, regarding the importance of research, some of the Delphi
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1
questionnaires are completed with semi-structured interviews and finally, after repeating this stage, the results
obtained from two Delphi stages the number of sources of organizational conflicts reached 10.
Table 1 indicates range, the number, and variety of samples and the number of interviews with separate work and
social status in the Delphi method.
Table 1. The Range, the Number, and Variety of Samples and the Number of Interviews with Separate Work and Social Status
in the Delphi Method
Job and Social Position and Condition
Faculty members and university professors in the field of planning and
management of sports
Senior executives of the Ministry of Youth and Sport and General Manager of
Provincial Youth and Sports
Parliament Member
Master’s degree and sport specialist
Total
No. of People
10
No. of Interviews
4
7
2
1
7
25
1
3
10
The Second Stage of the Research:
The goal of this stage of the research is weighing and ranking the identified components from the second
stage of the research. A number of 10 sources of organizational conflict are identified in the second stage. It has
been several years that Multiple Attribute Decision-making«MADM» methods have opened their place in the
science of decision-making in which choosing a method from among the available strategies or
prioritizingapproaches have been proposed. Among these, Analytic Hierarchy Process (AHP) has been used more
than other methods in management. AHP is one of the most versatile multi-purpose decision-making techniques
that were invented for the first time by theIraqi-born Thomas L. Sa’ati in the 1970s. AHP reflects the human natural
behavior and thinking. This technique investigates complex issues based on their mutual impacts and changes
them to a simple form and deals with solving them.
AHP can be utilized when the act of decision making is facing with some competing options and decision making
criteria. The considered criteria can be both quantitative and qualitative. The basis of this method is based on
paired comparisons. Decision-maker begins by providing a hierarchical tree.Hierarchical decision tree indicates the
comparison elements and the competing options evaluated in the decision. Then a series of paired comparisons is
carried out. These comparisons indicate the weight of each factor in line with the competing alternatives evaluated
in decisions. Ultimately, the logic of AHP combines the matrices resulted from thepaired comparisons with one
another to let theoptimized decision be achieved. All (AHP) questionnaires have been completedtogether with
interviews.
As it is indicated in the table 2, a number of 20 AHO questionnaires are filled and given back.
Table 2. Completed Questionnaire in AHP Stage
Type of Organization
University Faculty Members in the Field of Sport Management and Planning (University Elites)
Senior executives of the Ministry of Youth and Sport and General Manager of Provincial Youth
and Sports
Parliament Member
The Federations’ Board of Directors
CEO of Persepolis Club and Director of the Former Physical Training and Sport and Youth
Total
No. of People
5
8
1
4
2
20
1
Semi-structured interview and of conceptual interview type (it is with the aim of explaining and conceptual description of a
phenomenon or subject. In this method, the interviewer is trying to explain a phenomenon in relation to notions of conceptual
structure. Questions in this style of interviewing are with the exploration of meaning and conceptual dimensions of principal
terms and their position and relation with conceptual networks) is done with a number of sport managers that are working or
had been working more than ten years in sports (the physical training organization in the past and currently the Ministry of
Youth and Sport) and also interviewing a number of university elites that have had or have executive experience in sports and
also specialist and elite professors of university, it is dealt with the factors related to the main components if the research.
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Findings of the Research
Table 3 indicates the stages of Delphi method that has been done during a 3-month period.
Table 3. Stages of Delphi Method
Entered Components in the first stage of Delphi:
Same level authorities, policies of organization, performance evaluation, competitive environment of the organization, specialization,
ambiguity in accountability, large gaps between the face validity of the jobs, subtle control, organizational hierarchy, personality
traits, perceptions, cultural differences, contrasts payroll, organizational stress, scarce resources, dependencies between t asks,
incompatible goals, differentiation (different values and beliefs), ambiguity and conflict of role, communication problems, unclear
regulations, conflicting mandates, imbalanced evaluation and reward system, mental stress of environment, duty conflicts, and
failure in information systems.
Modified Components from the First Stage:
Same level authorities, policies of organization, performance evaluation, competitive environment of the organization, specialization,
ambiguity in accountability, large gaps between the face validity of the jobs, subtle control, organizational hierarchy, pers onality
traits,incompatible goals, differentiation (different values and beliefs), ambiguity and conflict of role, communication problems,
unclear regulations, conflicting mandates, imbalanced evaluation and reward system, mental stress of environment, duty conflicts,
and failure in information systems, lack of an update organization (communications and automation system), individual’s trait
anxiety, gender gaps, and appointing and dismissals of directors.
Extracted Components from Delphi Second Stage
Incompatible goals, differentiation (different values and beliefs), ambiguity and conflict in role, communication problems, ambiguous
laws, conflict of authorities, inconsistent evaluation and reward systems, environmental stresses, conflicts of duty, and failure in
information systems of organizations.
Finally, after extraction of the two-stage Delphi questionnaires, ten main source of organizational conflict in
this study were identified as follows: 1. Incompatible goals, 2. Differentiation (different values and beliefs), 3.
Ambiguity and conflict of role, 4. Communication issues, 5. Ambiguous laws, 6. Conflict of authorities, 7.
Inconsistent evaluation and reward systems, 8. Mental Stress of the environment 9. Duty Conflicts, 10. Defects in
the organization's information systems.
Table 4. Determining the Obtained Rates of Organizational Conflict by Analytical Hierarchy Process (AHP) for Integrated
Number of Questionnaires
Sources of Organizational Conflict
Differentiation
Ambiguity and conflict in role
Communication Problems
Incompatible goals
Ambiguous Laws
Conflict of authorities
Inconsistent evaluation and reward systems
Mental and environmental stresses
Defects in information system of organization
Duty Conflicts
Score
0/146
0/14
0/139
0/135
0/112
0/102
0/065
0/058
0/058
0/046
Rank
1
2
3
4
5
6
7
8
9
10
0.16
0.14
0.12
0.1
0.08
0.06
0.04
0.02
0
Figure 1. Comparison of the Scores Obtained from Sources of Organizational Conflict by Analytical Hierarchy Process (AHP) for
Integrated Number of Questionnaires
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The obtained results from the calculations indicate that the inconsistency rate for the integrated
questionnaires of 20 of the elites has been equal to 0/06 and the highest score obtained from among the
components of the sources of organizational conflict has been related to the differentiation component with the
score 0/146 and the lowest score has been related to duty conflicts with score 0/046.
DISCUSSION AND CONCLUSIONS
Based on the findings of the research in the section of Analytical Hierarchy Process (AHP) showed that of
the 20 studied individuals, 2 persons (10%) female and 18 (90%) are male.The most frequency is related to the
age group 54 years old with 7 individuals (%35) and the lowest frequency is related to the age group 43 years old
with 1 individual (%5). Furthermore, the descriptive findings of the research indicate that of the 20 studied
individuals, 6 individuals (%25) are PhD, 9 (%45) are masters’, and 5 individuals (%30) are bachelors. Regarding
the frequency distribution related to the experience among the studied population indicate that of 20 individuals the
lowest frequency is related to the working experience of 13 years or more with 1 individual (%5) and the most
frequency is related to 27 years or more with 6 individuals (%30). Also regarding the frequency distribution related
to the management experience among the studied population indicate that of 20 individuals the highest frequency
is related to the management experience of 10 years and 14 years with 4 individuals (%20) and the lowest mean is
related to management experience of 16 years with 1 individual (%5). Following the findings of the research about
the frequency distribution of education major among the studied population indicate that 10 people (%50) have
studied Physical Education, 2 people (%10) education Technology, 3 people (%15) Laws, and 5 people (%25)
Sport Management. Based on the research findings, in the Ministry of Youth and Sport of Iran, regarding the
simultaneous integration of two separate ministries of the youth with fixture - Cultural or Sports - General approach,
particularly, ten sources of creation of organizational conflict are identified which respectively are differentiation,
ambiguity and conflict in role, communication problems, incompatible goals, ambiguous laws, conflict of authorities,
inconsistent evaluation and reward systems, mental and environmental stresses, defects in information system of
organization. Strong correlation between the sources of organizational conflict obtained in the Ministry of Youth and
Sports according to research results of (Amin Al-din et al, 2009) confirm this important fact that in foreign
organizations like those in Malaysia only two sources of incompatible objectives and specific power are identified
as the sources effective in conflict in sporting organizations of Malaysia; this is in a while that ten main sources are
identified in the Ministry of Youth and Sport of Iran. It seems that most of the disagreements of the managers and
staff are resulted from the lack of proper knowledge in both parties of these objectives and the lack of clarity in the
objectives. Given this finding, it is recommended that the long-term goals which are formulated by the directors
should be quantitatively measurable, realistic, understandable, challenging, hierarchical organization, accessible,
and be compatible with the aimsof the organizational units because if these long-term goals are specified in aclear
manner,it will be highly beneficial that reduction of conflicts between managers and employees is one of them
(Shirazi, 2011: 4).Increased commitment to the overarching goals of the Ministry of Youth and Sport from
managers and the experts of this ministry results in the less focus of managers and experts on individual and
sector’s objectives and consequently reduction of conflict as a consequence of cooperation (Bartlett, 2009:
91).Attempts in order to create a dynamic and vibrant working condition with the aim of accelerating the process of
growth and achievement to objectives of organization with the participation of managers and experts because the
main body of the ministry are not let to be involved in the formation of the ministry’s objectives that this aim will
success with the participation of managers and experts in the development of objectives; the attempts of the
Ministry of Sport and Youth directors to enhance the corporate loyalty in the experts and alignment of opinion of
specialists with organizational goals.Participation of units’ members in decision-makings about job evaluations and
organizational expectations and objectives can prevent the creation of conflict in organizations.
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