Conflict in Schools Its Causes & Management Strategies

<br /><div align="center" class="MsoNormal" style="text-align: center;"><br /></div><div class="MsoNormal"><br /></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1SMhEmfwk49nE_QhsK9gb7A5pMmwW5jhY89qy6bP4MaEHaG2dZtk8UoE1Jk0Q6hN-cJYJFjKYqwD6ZQJunJhj1bA3wfK4meUDCK7DZdGcRdU7Ig9Vsu_XfzbRQZTYP8yYS2IcFsWOxiY/s1600/Conflict-Resolution-FB-2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="627" data-original-width="1200" height="167" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1SMhEmfwk49nE_QhsK9gb7A5pMmwW5jhY89qy6bP4MaEHaG2dZtk8UoE1Jk0Q6hN-cJYJFjKYqwD6ZQJunJhj1bA3wfK4meUDCK7DZdGcRdU7Ig9Vsu_XfzbRQZTYP8yYS2IcFsWOxiY/s320/Conflict-Resolution-FB-2.png" width="320" /></a></div><br /><div class="MsoNormal"><br /></div><div class="MsoNormal"><br /></div><div class="MsoNormal"><br /></div><div class="MsoNormal"><br /></div><br clear="ALL" style="mso-ignore: vglayout;" /><div class="MsoNormal"><br /></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div align="center" class="MsoNormal" style="line-height: 150%; text-align: center;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict in Schools: Its Causes & Management Strategies<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Introduction:</span></b><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict presently continues to be a factor in academic life. Schools frequently appear to be centers of tension; on occasion, they are perhaps a manifestation of problems in the community. The term conflict is viewed in a variety of ways because of its confusion with those conditions which lead to situations of different conflict. Thomas (1976) defines conflict as “the process which begins when one party perceives that the other has frustrated, or is about to frustrate, some concern of his”.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict involves situations in which differences are expressed by interdependent people in the process of achieving their needs and goals, and it arises when a difference between two or more people necessitates change in at least one person in order for their engagement to continue and develop.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Because of diverse and varied definitions of conflict, attitudes towards it and images of its role are also varied. Conflict in schools takes different forms; for example teachers seem reluctant to obey the principals, they do not seem to follow rules or accept extra work, they do not easily get along with their principals. Principals too adopt an authoritative approach, for example they pressurize teachers for an uninterrupted working of the school activities. It, therefore, becomes common that conflict between teachers and the school principal occur frequently at any time in the school. In institutions, conflict occurs between various individuals because of their frequent interaction with each other. Conflict is an expression of hostility, antagonism and misunderstanding between the staff members. Conflict is inevitable and often good, for example, good teams always go through a "form, storm, norm and perform" period. Getting the most out of diversity means often-contradictory values, perspectives and opinions.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict is often needed. It:<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">i).<span style="mso-tab-count: 1;">         </span>Helps to raise and address problems.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">ii).<span style="mso-tab-count: 1;">        </span>Energizes work to be on the most appropriate issues.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">iii).<span style="mso-tab-count: 1;">       </span>Helps people "be real", for example, it motivates them to participate.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">iv).<span style="mso-tab-count: 1;">       </span>Helps people learn how to recognize and benefit from their differences.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict in Schools- Its Causes & Management Strategies<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict is not the same as discomfort. The conflict isn't the problem - it is when conflict is poorly managed that is the problem.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict is a problem when it:<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(1) Hampers productivity <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(2) Lowers morale <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(3) Causes more and continued conflicts <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(4) Causes inappropriate behaviours<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict Management in School<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">The better educators and students understand the nature of conflict, the better able they are to manage conflicts constructively. Moran (2001) sees conflict management as “a philosophy and a set of skills that assist individuals and groups in better understanding and dealing with conflict as it arises in all aspects of their lives”. Conflicts as a concept never remain positive or negative but it has always been seen as a basic and result oriented part of school life.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflicts offer competitive as well as cooperative context in the organization but it varies according to the situation. Problems exist in managing conflicts when the context is competitive/individualistic or when the context and the conflict resolution procedures are incongruent. The effectiveness of a conflict resolution and peer mediation program may be limited when the classroom and school context is competitive.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Sources of Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">The possible sources of conflict are poor communication, competition for common but scarce resources, incompatible goals and the like14. Fisher (1997) notes, “…both individuals and groups have undeniable needs for identity, dignity, security, equity, participation in decisions that affect them. Frustration of these basic needs….becomes a source of social conflict” 15<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">According to Plunkett and Attner (1989), the sources of conflict include; shared resources, differences in goals, difference in perceptions and values, disagreements in the role requirements, nature of work activities, individual approaches, and the stage of organizational development16. Gray and Stark (1984) suggested that there are six sources of conflict.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">These are: <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">1) Limited resources; <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">2) Interdependent work activities; <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">3) Differentiation of activities; <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">4) Communication problems;<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">5) Differences in perceptions; <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">6) The environment of the organization.<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-spacerun: yes;"> </span>According to these writers, conflict can also arise from a number of other sources, such as:<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-spacerun: yes;"> </span>1) Individual differences (some people enjoy conflict while others don't); <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">2) Unclear authority structures (people don't know how far their authority extends); <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">3) Differences in attitudes; <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">4) Task symmetries (one group is more powerful than another and the weaker group tries to change the situation; <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">5) Difference in time horizons (some departments have a long-run view and others have a short -run view). Another author Deutch in camp bell et-al (1983:187) identified a list of sources of conflict. These are; control over resources, preferences and nuisances, values, beliefs, and the nature of relationships between the parties.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">The classification of conflict is often made on the basis of the antecedent conditions that lead to conflict. Conflict may originate from a number of sources, such as tasks, values, goals, and so on. It has been found appropriate to classify conflict on the basis of these sources for proper understanding of its nature and implications. Following is a brief description of this classification.<o:p></o:p></span></div><div align="center" class="MsoNormal" style="line-height: 150%; text-align: center;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Causes/ Factors leading to conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Affective Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This is defined as “a condition in which group members have interpersonal clashes characterized by anger, frustration, and other negative feelings”.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-spacerun: yes;"> </span><b style="mso-bidi-font-weight: normal;">Substantive Conflict</b><o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Jehn (1997b) characterized this type of conflict as “disagreements among group members’ ideas and opinions about the task being performed, such as disagreement regarding an organization’s current strategic position or determining the correct data to include in a report”.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict of Interest<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This is defined as an inconsistency between two parties in their preferences for the allocation of a scarce resource. This type of conflict occurs “when each party, sharing the same understanding of the situation, prefers a different and somewhat incompatible solution to a problem involving either a distribution of scarce resources between them or a decision to share the work of solving it”<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict of Values<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This occurs when two social entities differ in their values or ideologies on certain issues. This is also called ideological conflict.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Goal Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This occurs when a preferred outcome or an end-state of two social entities is inconsistent. In rare cases “it may involve divergent preferences over all of the decision outcomes, constituting a zero-sum game”.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Realistic versus Non-realistic Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Realistic conflict is associated with “mostly rational or goal-oriented” disagreement, non-realistic conflict “is an end in itself having little to do with group or organizational goals”.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Institutionalized versus Non-institutionalized Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">The former is characterized by situations in which actors follow explicit rules, and display predictable behaviour, and their relationship has continuity, as in the case of line–staff conflict or labour–management negotiations. Most racial conflict is non-institutionalized where these three conditions are nonexistent.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Retributive Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This conflict is characterized by a situation where the conflicting entities or factions feel the need for a drawn-out conflict to punish the opponent. In other words, each party determines its gains, in part, by incurring costs to the other party.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Misattributed Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This relates to the incorrect assignment of causes (behaviours, parties, or issues) to conflict. For example, an employee may wrongly attribute to his or her supervisor a cut in the employee’s department budget, which may have been done by higher-level managers over the protest of the supervisor. <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Displaced Conflict<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">This type of conflict occurs when the conflicting parties either direct their frustrations or hostilities to social entities that are not involved in conflict or argue over secondary, not major, issues.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict Resolution Skills/ Strategies<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">David W. Johnson and Roger T. Johnson (1996) hold that Conflict resolution and peer mediation programs are often promoted as a way to reduce violence (and destructively managed conflicts) in schools28. Management of conflict is a human relations concept long recognized in business and industry as a necessary component of the developmental process. Sweeney and Caruthers (1996) define conflict resolution in a most general and concise way, “the process used by parties in conflict to reach a settlement”.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Hocker and Wilmot (1985) initially discuss conflict management styles in terms of assumptions. <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Their assumptions are</span></b><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">:<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">•<span style="mso-tab-count: 1;">           </span>People develop patterned response to conflict.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">•<span style="mso-tab-count: 1;">           </span>People develop conflict styles for reasons that make sense to them.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">•<span style="mso-tab-count: 1;">           </span>No one style is automatically better than another.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">•<span style="mso-tab-count: 1;">           </span>People's styles undergo change in order to adapt to the demands of new situations31.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Robbins (1974) concentrates on strategies specifically labelled as resolution techniques. <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">He lists eight techniques as follows:<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(1) Problem solving <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(2) Super ordinate goals <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(3) Avoidance <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(4) Smoothing <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(5) Compromise<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-spacerun: yes;"> </span>(6) Authoritative command <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(7) Altering the human variable <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(8) Altering structural variables.<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Thomas (1971) examines conflict management strategies by focusing on general strategies used by administrators in an educational setting. In his research he points out that there is no difference between management and leadership; hence, manager is synonymous with leader. <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Thomas eight strategies for management are:<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(1) Citizens advisories <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(2) Confrontation sessions <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(3) Sensitivity training<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(4) Process involvement <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(5) Educational pluralism <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(6) Volunteerism <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(7) Cooperative studies <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(8) Failure.<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Since conflict is seemingly unavoidable, particularly in a scholarly setting, it is obviously necessary for administrators to be able to recognize conflict, to view its constructive as well as destructive potential, to learn how to manage conflict, and to apply conflict management strategies in a practical way.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Jhonson & Jhonson (1996) state that conflicts are resolved constructively when they <o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(a) Result in an outcome that all disputants are satisfied with, <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(b) Improve the relationship between the disputants, and<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">(c) Improve the ability of disputants to resolve future conflicts in a constructive manner. Conflict Resolution Education (CRE) and Ohio Department of Education (ODE) define conflict resolution as a philosophy and set of skills that assist individuals and groups to better understand and deal with conflict as it arises in all aspects of their lives. <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Bodin and Crawford (1999) maintains that since school is an entity which composes of different people with different generational ages and that negotiation and mediation must be identified as the best strategies for eliminating conflicts. Three types of situations demand from the negotiator to face and find solution to them; these situations are task and relationship oriented conflict, intellectual and emotion oriented conflict and compromise and win conflict. Conflict management is deemed to be successful if it has achieved its goal by reaching a win-win, or approach-approach or consensual agreement which is accepted by both parties.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Mediation is another way of conflict management used today. Bentley (1996) describes mediation as a form of problem solving process where a neutral third party assists disputants to reach a mutually acceptable agreement. Mediation proves as an effective method because it involves a democratic and structured process that enables disputants to resolve their own conflict, with the assistance of trained peers. <o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Deutsch (2005) argues that mediators follow these steps:<o:p></o:p></span></b></div><div class="MsoListParagraphCxSpFirst" style="line-height: 150%; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">a)<span style="font: 7.0pt "Times New Roman";">      </span></span></span></b><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">They establish a working alliance with the parties,<b style="mso-bidi-font-weight: normal;"><o:p></o:p></b></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">b)<span style="font: 7.0pt "Times New Roman";">     </span></span></span></b><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">They improve the climate between the parties,<b style="mso-bidi-font-weight: normal;"><o:p></o:p></b></span></div><div class="MsoListParagraphCxSpLast" style="line-height: 150%; mso-list: l0 level1 lfo2; text-indent: -18.0pt;"><!--[if !supportLists]--><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">c)<span style="font: 7.0pt "Times New Roman";">      </span></span></span></b><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">They address the issues, and that (d) they apply pressure for settlement. <b style="mso-bidi-font-weight: normal;"><o:p></o:p></b></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Mediators should adopt the following skills in order to handle conflict, namely;<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">a.<span style="mso-tab-count: 1;">         </span>They must be able to establish a working relation with each of the conflicting parties,<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">b.<span style="mso-tab-count: 1;">         </span>They must be able to establish a cooperative problem- solving attitude among the parties,<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">c.<span style="mso-tab-count: 1;">         </span>They must be able to develop a creative group process and group decision making, and<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">d.<span style="mso-tab-count: 1;">         </span>They must gather considerable substantive knowledge about the problems around which the conflict centers.</span><b><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><o:p> </o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conclusion:<o:p></o:p></span></b></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Conflict management styles are essential in order to utilize them for handling conflicts in the schools. Prominent conflict handling styles include; competing, avoiding, collaborating, compromising and accommodating. Competing style characterizes assertiveness and uncooperativeness and it occurs when the parties involved work for their respective gains at the expense of opposite party. This style is described as power-focused style and might is right approach can best summarize this approach. Second style is avoiding which is both unassertive and uncooperative; in this the person involved work neither for his own benefit nor bothers about the other party. This is sometimes considered as best because it works on the principle of leave one alone. Collaborating approach is opposite of avoiding and is characterized by both assertiveness and cooperativeness. This style focuses on satisfying the needs of both parties involved. In this both parties agree on working together. A collaborative approach to conflict management, we argue, may enhance levels of trust and cooperation between the president and the board. Collaboration may be an especially useful strategy for resolving and/or regulating conflicts and loosening the grip of dissension where confrontation involves stakeholders with differential power and resource42. Compromising style is a mid way approach for conflict management, it adopts an intermediate course between assertiveness and cooperativeness and it is effective when both parties agree on sacrificing some concerns for achieving a solution. Finally, accommodating style is characterized by both unassertiveness and cooperativeness and it is the opposite of competing style. In this style an individual gives up some of his concerns so as to accommodate the needs of his adversary.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">There is still, however, a long way to go before conflict resolution and peer mediation training is managed constructively in every classroom and school43. However, it may be underscored that conflict-free atmosphere is conducive to constructive and creative work. Sincere efforts should be made to resolve tensions & cultivate an atmosphere of mutual acceptance and tolerance, accommodation & understanding. Uncalled for tensions & conflicts so often lead to mental stresses & strains that, in turn, cause psycho-somatic diseases & deformities.<o:p></o:p></span></div><div class="MsoNormal" style="line-height: 150%;"><br /></div><div align="center" class="MsoNormal" style="line-height: 150%; text-align: center;"><br /></div><div align="center" class="MsoNormal" style="line-height: 150%; text-align: center;"><b style="mso-bidi-font-weight: normal;"><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">References<o:p></o:p></span></b></div><div class="MsoListParagraphCxSpFirst" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Karen L. Fleetwood, (1987), The Conflict Management Styles And Strategies Of Educational Managers, A thesis submitted to the Faculty of the University of Delaware in partial fulfilment of the requirements for the degree of Master of Arts in Communication<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">E. M. Beck and Michael Betz (1975), A Comparative Analysis of Organizational Conflict in Schools Sociology of Education, Vol. 48, No. 1, American Sociological Association, p 60.<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Thomas, K.W. (1976). Conflict and Conflict management. In M.D. Dunnette (Ed.), Handbook of industrial and organizational psychology. Chicago: Rand McNally, pp. 889-935.<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-spacerun: yes;"> </span>Denohue, W. A. and B. Kott. (1992), Managing Interpersonal Conflict. Newbury, Park Calif.: Sage Publication.<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Gebretensay Tesfay (2002), A Study of factors that generate conflict between government secondary school teachers and educational managers in Addis Ababa Administrative Region, A Thesis presented to The School of Graduate Studies Addis Ababa University, p.3<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Chandan, Jet. (1994). Organizational Behaviour, New Delhi: Vikas Publishing House pvt. Ltd. P.271<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Carter McNamara, Basics of Conflict Management, Adapted from the Field Guide to Leadership and Supervision. Retrieved from http://managementhelp.org/intrpsnl/basics.htm, dated: 15-3-2010<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">8.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">David W. Johnson and Roger T. Johnson (1996), Review of Educational Research, Vol. 66, No. 4, American Educational Research Association, pp. 459- 506<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">9.<span style="font: 7.0pt "Times New Roman";">                  </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Tschannen-Moran, M. (2001). The effects of a state-wide conflict management initiative in schools. American Secondary Education, 29, p.3.<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">10.<span style="font: 7.0pt "Times New Roman";">              </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Kinard, J. (1988). Management, Toronto: D.C. Health and company. P. 303<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">11.<span style="font: 7.0pt "Times New Roman";">              </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Jhonson & Jhonson, Ibid, p.498<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">12.<span style="font: 7.0pt "Times New Roman";">              </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Hanson, E.M. (1991). Educational Administration and Organizational Behavior (3rd Ed), Boston: Allynard Bacon. p.271<o:p></o:p></span></div><div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">13.<span style="font: 7.0pt "Times New Roman";">              </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Fisher, R.J. (1997). Interactive conflict resolution. Syracuse University Press: Syracuse, New York. P.6<o:p></o:p></span></div><div class="MsoListParagraphCxSpLast" style="line-height: 150%; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 7.1pt; margin-right: 0cm; margin-top: 0cm; mso-add-space: auto; mso-list: l1 level1 lfo1; text-indent: -7.1pt;"><!--[if !supportLists]--><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;"><span style="mso-list: Ignore;">14.<span style="font: 7.0pt "Times New Roman";">              </span></span></span><!--[endif]--><span dir="LTR"></span><span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 150%;">Plunkett, W.R.and Raymond, F. Attner (1989). Introduction to Management, Boston: PWs-Kent Publishing, p.437<o:p></o:p></span></div><br />

Conflict in Schools Its Causes & Management Strategies

Conflict in Schools: Its Causes & Management Strategies Introduction: Conflict presently continues to be a factor in academic life. Scho...

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Panipat 2019 Full HD movie watch and Download

<div class="separator" style="clear: both; text-align: center;"><br /></div>Panipat is a 2019 Indian Hindi-language epic war film directed by Ashutosh Gowarikar. Starring Arjun Kapoor, Sanjay Dutt and Kriti Sanon in the lead roles, it depicts the events that took place during the Third Battle of Panipat. The film was theatrically released in India on 6 December 2019.<br />Box office‎: ‎est. ₹49.29 crore<span style="white-space: pre;"> </span>Production company‎: ‎Ashutosh Gowariker Pro...<br />Music by‎: ‎Ajay−Atul<span style="white-space: pre;"> </span>Language‎: ‎Hindi<br />‎Sadashivrao Bhau · ‎Parvatibai · ‎Ahmad Shah Durrani · ‎Mantra<br /><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXkFFYs8Ty2toQqAjHxtN81iw7ywUA88qFd9aL0NPH10WAzSbaLKVYIzvGct7G-0zAb3JQ0bt3LUWWk8Jf9UjKAkPF2z67nQRfOV-GIfW7c9covPNrfetcXtNdATKNYB-gBmOUTauEsPY/s1600/unnamed.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: center;"><img border="0" data-original-height="512" data-original-width="366" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXkFFYs8Ty2toQqAjHxtN81iw7ywUA88qFd9aL0NPH10WAzSbaLKVYIzvGct7G-0zAb3JQ0bt3LUWWk8Jf9UjKAkPF2z67nQRfOV-GIfW7c9covPNrfetcXtNdATKNYB-gBmOUTauEsPY/s400/unnamed.jpg" width="285" /></a><br /><script src="//sailif.com/bnr.php?section=General&pub=242799&format=468x60&ga=a" type="text/javascript"></script><noscript><a href="https://yllix.com/publishers/242799" target="_blank"><img alt="ylliX - Online Advertising Network" src="//ylx-aff.advertica-cdn.com/pub/468x60.png" style="border:none;margin:0;padding:0;vertical-align:baseline;" /></a></noscript>In 1761 Sadashiv Rao Bhau leads the Maratha army against the invading forces of Ahmad Shah Abdali -- the king of Afghanistan.<br />Initial release: December 5, 2019 (United Arab Emirates)<br />Director: Ashutosh Gowariker<br />Budget: 1 billion INR<br />Producers: Sunita Gowariker, Rohit Shelatkar<br /><br />Songs<br /><script src="//sailif.com/slider.php?section=General&pub=242799&ga=a&side=random" type="text/javascript"></script>1<br />Mard Maratha<br />Ajay-Atul, Kunal Ganjawala, Sudesh Bhosale, ...<br />6:05<br />2<br />Mann Mein Shiva<br />Kunal Ganjawala, Padmanabh Gaikwad, Deepanshi Nagar<br />5:18<br />3<br />Sapna Hai Sach Hai<br />Shreya Ghoshal, Abhay Jodhpurkar<br />5:27<br />Critic reviews<br />‘Panipat’ packs in a layered narrative that delves into the complex politics of the period, the intricate workings of war strategies versus might and the importance of forming alliances. Full review<br />Sreeparna Sengupta<br />Times of India<br />One of the reasons why 'Panipat' keeps you hooked is because of the director's depiction of the complex politics behind a battle. Full review<br />Madhuri V<br />Filmibeat<br />The burden on Arjun Kapoor is too heavy for him though he rises manfully to the challenge. Full review<br />Saibal Chatterjee<br />NDTV<br />For all its occasional positives, Panipat ends up as just an average affair. Full review<br />Anna MM Vetticad<br /><script src="//sailif.com/bnr.php?section=General&pub=242799&format=468x60&ga=a" type="text/javascript"></script><noscript><a href="https://yllix.com/publishers/242799" target="_blank"><img alt="ylliX - Online Advertising Network" src="//ylx-aff.advertica-cdn.com/pub/468x60.png" style="border:none;margin:0;padding:0;vertical-align:baseline;" /></a></noscript><iframe allowfullscreen="" frameborder="0" height="360" marginheight="0" marginwidth="0" scrolling="NO" src="https://cloudvideo.tv/emb.html?sdvbe7bhhxtd=thumb.cloudvideo.tv/75/03/00281/y97t1dolo7vz_xt" width="640"></iframe><script src="//sailif.com/bnr.php?section=General&pub=242799&format=468x60&ga=a" type="text/javascript"></script><noscript><a href="https://yllix.com/publishers/242799" target="_blank"><img alt="ylliX - Online Advertising Network" src="//ylx-aff.advertica-cdn.com/pub/468x60.png" style="border:none;margin:0;padding:0;vertical-align:baseline;" /></a></noscript>Firstpost

Panipat 2019 Full HD movie watch and Download

Panipat is a 2019 Indian Hindi-language epic war film directed by Ashutosh Gowarikar. Starring Arjun Kapoor, Sanjay Dutt and Kriti Sanon in ...

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A transitional approach to change

<script src="//uprimp.com/bnr.php?section=General&pub=242799&format=728x90&ga=g" type="text/javascript"></script><noscript><a href="https://yllix.com/publishers/242799" target="_blank"><img alt="ylliX - Online Advertising Network" src="//ylx-aff.advertica-cdn.com/pub/728x90.png" style="border:none;margin:0;padding:0;vertical-align:baseline;" /></a></noscript><b>Lewin’s change management model</b><br />Lewin’s model is one of the most popular approaches, and it’s easy to see why. By splitting the change process into three stages you can break a large, unwieldy shift into bitesize chunks which account for both the processes and people in your company.<br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiaQzHtCwVWpZxCawBgP2VNpts6C-H6mvv5fd59-vpe9fxu7sFi5Dyik34XeZrOKlAdsv462EuIOm7_gqlvn2zvzIJ7Z7KCG0TY1-qHqQgtq9bIo9pDEXjzsarHkg5CL-XPbOJ65H5kldk/s1600/Fotolia_78956811_XS.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="316" data-original-width="380" height="266" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiaQzHtCwVWpZxCawBgP2VNpts6C-H6mvv5fd59-vpe9fxu7sFi5Dyik34XeZrOKlAdsv462EuIOm7_gqlvn2zvzIJ7Z7KCG0TY1-qHqQgtq9bIo9pDEXjzsarHkg5CL-XPbOJ65H5kldk/s320/Fotolia_78956811_XS.jpg" width="320" /></a></div><br /><b>Lewin describes three stages of change management:</b><br /><br /><b>Unfreeze</b><br /><b>Make changes</b><br /><b>Refreeze</b><br /><br />Each stage is a little hefty and requires delving into detail, so I’ll split each into its own section below.<br /><br /><b>The method</b><br />Unfreeze your process and perceptions<br />Upon realizing that your company needs to change, the first step is to “unfreeze” your current process and take a look at how things are done. This means analyzing every step and human interaction for potential improvements, no matter how in-depth you have to go and how much you need to unearth.<br />By doing this you’re helping to eliminate any existing bias and commonly accepted mistakes. This gives you the perspective you need to change the cause of your problems, rather than just the symptoms.<br /><br /><img alt="change management strategy - lewin's change model" height="200" src="https://www.process.st/wp-content/uploads/2017/07/change-management-strategy-lewins-change-model.png" width="400" /><br /><br />Unfreezing also applies to your company’s perception of the upcoming change and their natural resistance to it. Forcing sudden change only breeds resentment, so you need to prepare your team for the new elements in order to let them take hold when deployed.<br />Everyone needs to know what’s wrong with the current process, why it needs to change, what changes are being suggested, and what benefits those changes will bring. This should help to convince them of the need to change and encourage them to stick to the new process.<br /><b>Make your changes</b><br />Once you’ve prepared everyone it’s time to deploy your changes and guide the team as they adapt. Communication, support, and education are vital, as you want to limit any difficulties in the transition and address problems as soon as they arise.<br />As such, you first need to provide any extra education or training that your team will require. If you’re switching a piece of technology then they need to know how to use it, and if you’re adapting a new marketing policy they need to be told what to read to learn about it.<br /><br />Next, you need to make sure that everyone has a place or person they can go to for support on the topic. This can be a regular meeting with their manager, a knowledge base they can refer to, or a mentor that’s guiding them through the process.<br />Finally, you should be communicating regularly with all members of your team (or at least getting their manager to do so). This is primarily to listen to feedback, as this will quickly highlight any problems you need to tackle.<br /><b>Refreeze the new status:</b><br />Once your changes have been deployed, measured, and tweaked according to feedback, you need to “refreeze” your new status quo. This is vital to any change management model – everything you’ve done is pointless if old habits resurface.<br /><br />Regular reviews need to be carried out to check that the new methods are being followed. Rewards should also be given to those who consistently keep to the new method, and those who make a large effort to support and uphold the changes.<br />If you’ve listened to (and applied) feedback then this stage will be a little easier, since your employees will be more invested in the changes. They helped to shape them after all, so it’s natural that they would want them to succeed.<br />Beyond that, any documented processes need to be checked and updated, and all of these checks upheld until the changes become habit. There’s no set amount of time until this happens, but as long as you keep measuring and reinforcing the new state of things, eventually the habit will be set in stone.<br /><br /><b>The good</b><br />Lewin’s change management model is fantastic for when your business needs to drastically change in order to succeed. It also excels at uncovering hidden mistakes which were taken for granted, since you have to analyze every aspect of whatever you’re changing.<br />If you’re carrying out any business process reengineering (see the template for this below) or know that you need to shake up some ingrained mistruths, use Lewin’s model.<br /><br />Due to the scale of the unfreezing process, Lewin’s model can be difficult and time-consuming to enact. This isn’t necessarily a problem (since the changes highlighted are often massive and require a large time investment anyway), but it does mean that using the model for anything less than an in-depth analysis and overhaul isn’t worthwhile.<br />Lewin’s model also requires a great deal of care to be taken beyond the base instructions to support your team and consider their emotions through the turmoil.<br />Massive changes (which this model is suited to) run the risk of alienating employees, since their workflow will be drastically different than before. As such, you need to be especially careful when bringing them on board and keeping up their enthusiasm in the refreezing stage.<br /><br /><b>The verdict</b><br />If you know that your business requires in-depth analysis and improvements, Lewin’s model is a great way to start.<br />By digging up the roots of your methods and completely revamping processes and practices where needed, you can pivot your company at a critical time in its lifespan. Unfreezing and analyzing your model with this method can show you what you need to improve and highlight how to let your team adapt.<br /><div><br /></div><script src="//uprimp.com/bnr.php?section=General&pub=242799&format=728x90&ga=g" type="text/javascript"></script><noscript><a href="https://yllix.com/publishers/242799" target="_blank"><img alt="ylliX - Online Advertising Network" src="//ylx-aff.advertica-cdn.com/pub/728x90.png" style="border:none;margin:0;padding:0;vertical-align:baseline;" /></a></noscript>

A transitional approach to change

Lewin’s change management model Lewin’s model is one of the most popular approaches, and it’s easy to see why. By splitting the change proce...

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Hum Aap Ke Hain Kon Full Movie 720 Blueray Download

<div dir="ltr" style="text-align: left;" trbidi="on"><div dir="ltr" style="text-align: left;" trbidi="on"><div style="text-align: center;"><span style="color: purple; font-size: large;"><b>Hum Aap Ke Hain Kon Full Movie</b></span></div><div style="text-align: center;"><br /></div><iframe allowtransparency="true" frameborder="0" height="80" scrolling="no" src="https://www.facebook.com/plugins/like.php?href=https%3A%2F%2Fweb.facebook.com%2Fdkssdn&width=450&layout=standard&action=like&size=large&show_faces=true&share=true&height=80&appId=753422924741386" style="border: none; overflow: hidden;" width="450"></iframe> <br /><div style="text-align: center;"><b><span style="color: #cc0000;">Stay with us page will take some time to load movie.</span></b><br /><b><span style="color: #cc0000;"><br /></span></b></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD9WYFOGSHQ_kUnUKMLCsKOCw-Spb3wrwq2lJ5RHjfZOI3uXyzWz2z-7vdoDSAbMk3I4KCCaeoL35d_dNc1oIsf-SgIuqNSE8_HfjKnUA0BLmOJ0WT2ycmTXGZTpcPnGN1oNPwbZ1EknQ/s1600/hum+apke+hain+kon+ihkanwal.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgD9WYFOGSHQ_kUnUKMLCsKOCw-Spb3wrwq2lJ5RHjfZOI3uXyzWz2z-7vdoDSAbMk3I4KCCaeoL35d_dNc1oIsf-SgIuqNSE8_HfjKnUA0BLmOJ0WT2ycmTXGZTpcPnGN1oNPwbZ1EknQ/s320/hum+apke+hain+kon+ihkanwal.jpg" width="320" /></a></div>Hum Aapke Hain Koun..! (HAHK;[4] English: Who am I to You) is a 1994 Indian musical romantic-comedy film, written and directed by Sooraj R. Barjatya, and produced by Rajshri Productions. Starring Madhuri Dixit and Salman Khan, it celebrates Indian wedding traditions by relating to the story of a married couple and the relationship between their families; a story about sacrificing ones love for ones family. It is an adaptation of the studio's own Bhojpuri film Nadiya Ke Paar (1982).<br /><br />Earning over ₹1.35 billion (US$20 million) worldwide, the film became the highest-grossing Bollywood film of all time. It contributed to a change in the Indian film industry, with new methods of distribution and a turn towards less violent stories. It was the first Hindi film to gross over ₹1 billion, and when adjusted for inflation, is the highest grossing Hindi film of the 1990s and also still one of the highest-earning Bollywood films ever. Box Office India described it as "the biggest blockbuster of the modern era." The 14-song soundtrack, an unusually large number, is also one of the most popular in Bollywood history, with popular singer Lata Mangeshkar lending her voice for 11 of the 14 songs in the film.<br /><br />Hum Aapke Hain Koun..! won five Filmfare Awards, including Best Film, Best Director, and Best Actress, as well as winning the National Film Award for Best Popular Film Providing Wholesome Entertainment. It made a lasting impact on wedding celebrations in India, which often include songs and games from the film.<br /><br /><div class="a9cP2NsgHYLm1U08zkBt573iR4Jqo6elistedH94iEq28go16Yx0zkJNFtBUPL3sc7v5" style="background: none 0px 0px repeat scroll rgb(255, 255, 255) !important; border: medium none; box-shadow: rgb(238, 238, 238) 0px 1px 1px; color: #5d5d5d; font-family: Verdana, arial; font-size: 11px; margin: 3px 0px; padding: 0px; position: relative;"><a href="http://viid.me/qmKKpB" rel="nofollow" style="color: #006699; display: inline-block; margin: 0px; padding: 10px; text-decoration: none;">Download <span class="quality_1" style="background: none 0px 0px repeat scroll rgb(235 , 97 , 116); color: white; margin: 0px; padding: 4px 10px;">High Speed</span></a> <small style="margin: 0px; padding: 0px;"><span style="color: green; font-size: 10px; margin: 0px; padding: 0px;">(984.57 MB)</span></small></div><div class="a9cP2NsgHYLm1U08zkBt573iR4Jqo6elistedH94iEq28go16Yx0zkJNFtBUPL3sc7v5" style="background: none 0px 0px repeat scroll rgb(255, 255, 255) !important; 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Hum Aap Ke Hain Kon Full Movie 720 Blueray Download

Hum Aap Ke Hain Kon Full Movie Stay with us page will take some time to load movie. Hum Aapke Hain Koun..! (HAHK;[4] English: Who am I to Y...

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Jarugandi 2018 720 P Audio in Hindi & Tamil

IMDb Ratings: 5.9/10<br />Genres: Comedy, Drama<br />Language: Hindi 2.0 + Tamil 2.0<br />Quality: 720p WEB-DL<br />Size: 1.11GB<br />Subtitle: English (Soft Coded)<br />Director: Pitchumani<br />Writer: Pitchumani<br />Stars: Jai, Reba Monica John, Amit Tiwari<br />Movie Plot: A middle class youngster wants to make quick money and lands in a mess.<br /><br /><br /><br />Photos<br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3QvyQamVuY0gBN5dyd_P41Nu_oP5CWf81Wmop7icR87MRYvytMYhoX6MlYbkSmmARHLR7075lufeG1t-PNDJVwitKOgdEui2ITL1WdWieIk1P9xzSAAf6kNKbnlcXLsP1jF_DEA0tMOo/s1600/tamil.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="959" data-original-width="717" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj3QvyQamVuY0gBN5dyd_P41Nu_oP5CWf81Wmop7icR87MRYvytMYhoX6MlYbkSmmARHLR7075lufeG1t-PNDJVwitKOgdEui2ITL1WdWieIk1P9xzSAAf6kNKbnlcXLsP1jF_DEA0tMOo/s640/tamil.jpg" width="476" /></a></div><br /><script src="//p41033.clksite.com/adServe/banners?tid=41033_745278_0&type=floating_banner&size=6&side=center&position=bottom" type="text/javascript"></script> <h3 style="box-sizing: border-box; color: #555555; font-family: Roboto, sans-serif, Arial; font-size: 24px; font-weight: 500; line-height: 1.1; margin-bottom: 10px; margin-top: 20px; text-align: center;">|| Full Movie Download via Single Links Size: 1.1GB ||</h3><div><br /></div><div><div class="view_tab border border-grey-light bg-grey-lighter text-black-light max-w-sm mx-2 shadow px-6 py-4 -mt-1 text-center leading-normal mb-8 md:mb-0 mx-auto" style="background-color: #f2f2f2; border: 1px solid rgb(235, 235, 235); box-shadow: rgba(0, 0, 0, 0.1) 0px 2px 4px 0px; box-sizing: inherit; color: #555555; font-family: Lato, system-ui, BlinkMacSystemFont, -apple-system, "Segoe UI", Roboto, Oxygen, Ubuntu, Cantarell, "Fira Sans", "Droid Sans", "Helvetica Neue", sans-serif; line-height: 1.5; margin: -0.25rem auto 0px; max-width: 30rem; padding: 1rem 1.5rem; text-align: center;"><a href="http://j.gs/DYng" rel="nofollow noopener" style="background-color: transparent; border-color: rgb(235, 235, 235); border-image: initial; border-style: solid; border-width: 0px 0px 1px; box-sizing: inherit; color: royalblue; display: block; line-height: 2; overflow-wrap: break-word;" target="_blank">Download    1st server</a><a href="http://j.gs/DYnh" rel="nofollow noopener" style="background-color: transparent; border-color: rgb(235, 235, 235); border-image: initial; border-style: solid; border-width: 0px 0px 1px; box-sizing: inherit; color: royalblue; display: block; line-height: 2; overflow-wrap: break-word; text-decoration-line: none;" target="_blank">Download     2nd server</a><a href="http://gestyy.com/w6NQba" rel="nofollow noopener" style="background-color: transparent; border-color: rgb(235, 235, 235); border-image: initial; border-style: solid; border-width: 0px 0px 1px; box-sizing: inherit; color: royalblue; display: block; line-height: 2; overflow-wrap: break-word; text-decoration-line: none;" target="_blank">http://gestyy.com/w6NQba</a><br /><a href="http://j.gs/DYnf" rel="nofollow" target="_blank"><span style="color: royalblue;"><span style="border-bottom: 1px solid rgb(235, 235, 235); border-image: initial; border-left-color: rgb(235, 235, 235); border-left-style: solid; border-right-color: rgb(235, 235, 235); border-right-style: solid; border-top-color: rgb(235, 235, 235); border-top-style: solid; box-sizing: inherit; line-height: 2;">M</span></span>EGA.NZ</a>    100% working</div></div>

Jarugandi 2018 720 P Audio in Hindi & Tamil

IMDb Ratings: 5.9/10 Genres: Comedy, Drama Language: Hindi 2.0 + Tamil 2.0 Quality: 720p WEB-DL Size: 1.11GB Subtitle: English (Soft Coded) ...

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How to use unlimited free Zong Internet By Imtiaz Hussain

<br /><div style="text-align: center;"><b><span style="color: #cc0000; font-size: large;">How to use unlimited free Zong Internet By Imtiaz Hussain</span></b></div><div style="text-align: center;"><br /></div><br />DISCLAIMER:This Channel DOES NOT PROMOTE Or Encourage Any illegal Activities,<br />All contents provided by This Channel is Meant for educational purpose only.<br />    For activation of that package follow the instructions:<br /><br /><br /><br /><iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/pSDtRqY_McE?autoplay=1" width="640"></iframe><br /><br /><br /><br />How to use unlimited free Zong Internet By Imtiaz Hussain<br />In this video i will teach you that How to use unlimited free Zong Internet<br />For full details you must watch video<br /><br />Eligible Customer   <span style="white-space: pre;"> </span>Watch video and see procedure and then<br /><br />Wait for reply<br /><br />Then open <span style="white-space: pre;"> </span>MY ZONG APP AND Check remaining MB#zongfreeinternet<br />Copyright Disclaimer<br />Copyright Disclaimer Under Section 107 of the Copyright Act 1976, allowance is made for “fair use” for purposes such as criticism, comment, news reporting, teaching, scholarship, and research.<br />Fair use is a use permitted by copyright statute that might otherwise be infringing.<br />Non-profit, educational or personal use tips the balance in favor of fair use.<br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdjS0tP8_idgREZFpR1HJqpvojFf1hAyWnVY7YomZYVXWHNjPiApQzNYvCoRwr1FP3jJ7-J661M8bMNR23zZT2zYwDVuVujM-Fcy8pH-5Q_ETlCiD0MZFvpEz96Z7WaVv2Q4yU10EKdW6_/s1600/zong+copy.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="415" data-original-width="739" height="356" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjdjS0tP8_idgREZFpR1HJqpvojFf1hAyWnVY7YomZYVXWHNjPiApQzNYvCoRwr1FP3jJ7-J661M8bMNR23zZT2zYwDVuVujM-Fcy8pH-5Q_ETlCiD0MZFvpEz96Z7WaVv2Q4yU10EKdW6_/s640/zong+copy.jpg" width="640" /></a></div><br />Visit Us:<br />About: "Special Offers" channel Provides Online Classes (video) for: Online earning,wordpress, Internet, Whatsapp,Facebook, Youtube,Mobile,Free Internet,Google , Twitter , Data Security, Discovering New Technology, Website Development, Wordpress Tutorials, Online Earning tutorials, Design And Web Hosting Services / Domain Registration and Online Business Promotions Tips & Tricks Online Classes.<br />Jazz, telenor, Warid, Zong, Ufone call history, free miuntes, sms, and free internet.<br />Thanks For Watching#zongunlimitedinternet #zong # freezong<br />You may also like<br />Free Domain: http://zipansion.com/1sFcL<br />Free Hosting: http://gestyy.com/wJxfhG<br /><br />Full Written Guide: www.mytest.com.pk<br />**Stay Connected with me**<br />Facebook-https://www.facebook.com/ihkanwl<br />Twitter-https://twitter.com/ihkanwal<br />WhatsApp  03456800078<br />Website- www.mytest.com.pk<br />Google Plus-https://plus.google.com/+imtiazhussainih<br /><br />How to unlock Zong 4G dongle / wingle free<br />https://youtu.be/Rp339lduOJU<br /><br />How to Make free blog 2018<br />https://youtu.be/JPAXLqCGrKE<br /><br />BEST SEO SETTING FOR BLOGGER<br />https://youtu.be/A25i6h1loGI<br /><br />Install blogger temmpelates<br />https://www.youtube.com/watch?v=tLAOo2J6Uv4<br /><br />Add website to google search console<br />google web master tool site submitt<br />https://www.youtube.com/watch?v=a0avYaOWN1s<br /><br />You may also like them<br /><br />Tips to increase your mobile battery life<br />https://www.youtube.com/watch?v=LzN5MuvjmUA<br /><br />Find any number location<br />https://www.youtube.com/watch?v=g4qLhYe8Ja8<br /><br />Mobilink Free internet<br />https://www.youtube.com/watch?v=O_kMARWEnVM<br /><br />Mobilink Sim free ownership Check<br />https://www.youtube.com/watch?v=brlWWjWCiHc<br /><br />Zong 1GB Free internet<br />https://www.youtube.com/watch?v=k2B9QaqxbRo<br /><br />Mobilink Ecare Account Details & Call records<br />https://www.youtube.com/watch?v=BKnnbvydTYg<br /><br /><br /><br /><br />Zong free internet Unlimited<br />JAzz free internet Unlimited<br />ufone free internet Unlimited<br />warid free internet Unlimited

How to use unlimited free Zong Internet By Imtiaz Hussain

How to use unlimited free Zong Internet By Imtiaz Hussain DISCLAIMER:This Channel DOES NOT PROMOTE Or Encourage Any illegal Activities, All ...

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How to win I Phone mobile in Pakistan Using jazz cash

In this video i will teach you that How you can win free i phone pro 11 in pakistan using Jazz cash app<br /><br />For full details you must watch video<br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbLh6eCPnKpA1OwJmZsScZWtElX4GXfZR14XTFytCW1s7YA1eyYy07Jzz20j3Op066F2zU7R4JOCYT7jkJy_zzn-D89HXnp2hmnL-n4F2EZZazJkn7XTAGMiohCncFCMW6Xt71K2d-TU8/s1600/ihkanwal+iphone+pro11+copy.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhbLh6eCPnKpA1OwJmZsScZWtElX4GXfZR14XTFytCW1s7YA1eyYy07Jzz20j3Op066F2zU7R4JOCYT7jkJy_zzn-D89HXnp2hmnL-n4F2EZZazJkn7XTAGMiohCncFCMW6Xt71K2d-TU8/s320/ihkanwal+iphone+pro11+copy.jpg" width="320" /></a></div><br /><br /><br /><iframe __idm_id__="904907777" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/ZQkwjUgBnTs?autoplay=1" width="640"></iframe><br /><br /><br /><br /><br /><br /><br /><br />Eligible Customer<br /><br />                                Not in use from  1  August      4444<br /><br /><br /><br />Do any one transaction like pay bill, self mobile load minimum 100  Money transfer on CNIC buy ticket<br /><br />Offer validity<br /><br />11 November   2019<br /><br />http://corneey.com/wKcDSY<br /><br /><br /><br />DISCLAIMER:This Channel DOES NOT PROMOTE Or Encourage Any illegal Activities, All contents provided by This Channel is Meant for educational purpose only.<br /><br />    For activation of that package follow the instructions:<br /><br /><br /><br />win free i phone pro 11 in pakistan price<br /><br />win free i phone pro 11 in pakistan amazon<br /><br />win free i phone pro 11 in pakistan app<br /><br />win free i phone pro 11 in pakistan aliexpress<br /><br />win free i phone pro 11 in pakistan cost<br /><br />win free i phone pro 11 in pakistan download<br /><br />win free i phone pro 11 in pakistan deals<br /><br />win free i phone pro 11 in pakistan date<br /><br />win free i phone pro 11 using jazz cash in pakistan app<br /><br />win free i phone pro 11 using jazz cash in pakistan account<br /><br />win free i phone pro 11 using jazz cash in pakistan airport<br /><br />win free i phone pro 11 using jazz cash in pakistan currency<br /><br />win free i phone pro 11 using jazz cash in pakistan card<br /><br />win free i phone pro 11 using jazz cash in pakistan bank<br /><br />win free i phone pro 11 using jazz cash in pakistan bank account<br /><br />win free i phone pro 11 using jazz cash in pakistan business<br /><br />win free i phone pro 11 using jazz cash in pakistan day<br /><br />win free i phone pro 11 using jazz cash in pakistan dollars<br /><br />win free i phone pro 11 using jazz cash in pakistan dollar<br /><br />win free i phone pro 11 using jazz cash in pakistan download<br /><br />win free i phone pro 11 using jazz cash in pakistan election<br /><br />win free i phone pro 11 using jazz cash in pakistan edition<br /><br />win free i phone pro 11 using jazz cash in pakistan exchange<br /><br />win free i phone pro 11 using jazz cash in pakistan exchange rate<br /><br />win free i phone pro 11 using jazz cash in pakistan forum<br /><br /><br /><br /><br /><br />iphone 11 giveaway, free iphone 11, new iphone, apple iphone, iphone user,<br /><br />should i buy iphone 11, iphone 11 free pakistan, iphone 11 price in pakistan,<br /><br /> buy, how to, how to buy iphone, 4k pakistan, sayapa iphone, iphone camera,<br /><br />iphone launch, iphone 11 camera, apple, iphone11 pro max, iphone11 pro, iphone11,<br /><br /> iphone,

How to win I Phone mobile in Pakistan Using jazz cash

In this video i will teach you that How you can win free i phone pro 11 in pakistan using Jazz cash app For full details you must watch vide...

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Get free loan of 10000 in Pakistan

<div style="text-align: center;"><b><span style="color: #990000; font-family: "georgia" , "times new roman" , serif; font-size: x-large;">Apply for loan Now</span></b></div><div style="text-align: left;">You're 2 mintutes away!</div>From getting a Professional line of credit upto<br />Get tension free loan of 10000<br />Apply for loan free in Pakistan<br />Rs 10,000<br /><!-- Start of adf.ly banner code --><div style="width: 728px; text-align: center; font-family: verdana; font-size: 10px;"><a href="https://join-adf.ly/12867637"><img border="0" height="90" src="https://cdn.adf.ly/images/banners/adfly.728x90.1.gif" title="AdF.ly - shorten links and earn money!" width="728" /></a><br /><a href="https://join-adf.ly/12867637">Get paid to share your links!</a></div><!-- End of adf.ly banner code -->Ek dafa form fill karain, aur hasil karain!<br />Please Read Carefully<br />In this video i will teach you that How to install wordpress in Cpanel<br />For full details you must watch video<br />DISCLAIMER:This Channel DOES NOT PROMOTE Or Encourage Any illegal Activities, All contents provided by This Channel is Meant for educational purpose only.<br />    For activation of that package follow the instructions:                    <br /><br /><iframe __idm_id__="583108609" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/MVatzI3slO4?autoplay=1" width="640"></iframe><br /><br />Link 1 <a href="http://gestyy.com/w5GDap">http://gestyy.com/w5GDap</a><br />Link 2 <a href="http://j.gs/DO8L">http://j.gs/DO8L</a><br />Direct Link<br />Full Written Guide:<a href="http://imtiazmeo.blogspot.com/" rel="nofollow" target="_blank"> http://imtiazmeo.blogspot.com/</a><br />Free Domain: <a href="http://zipansion.com/1sFcL">http://zipansion.com/1sFcL</a><br />Free Hosting: <a href="http://gestyy.com/wJxfhG">http://gestyy.com/wJxfhG</a><br />Muaziz sarif, aap say guzarish ki jaati hai ke professional line of credit hasil krnay say pehele form bhartey waqt apnay mahana akhrajaat kee maalumat jitna ho sakay darust andaaz main darj karien. Information ghalat ya incomplete honay ki surat main humara system app k liye behtreen raqam kee nishaan deh nai kr paye ga. Jitna app apnay akhrajat ki information dalein gey, utna he hum appki madad kar sakein gey.<br />* This service is currently available for users in Lahore only. Terms and Conditions Apply<br /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDXOMgM7JxnV0nKTO3CPZYYXWt-ibrJbLU7QaaUXviuHPSfs_XsI_KfgZ3PiHRs6Uj-_YFaXEVyhg_9VN2lSpkr8aiiTJchlpVH1E4QEZfiN06aKG-X5DEWTvnk-CjZ34wAAr-whepmc0/s1600/Imtiaz+Hussain+free+loan+application+copy.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDXOMgM7JxnV0nKTO3CPZYYXWt-ibrJbLU7QaaUXviuHPSfs_XsI_KfgZ3PiHRs6Uj-_YFaXEVyhg_9VN2lSpkr8aiiTJchlpVH1E4QEZfiN06aKG-X5DEWTvnk-CjZ34wAAr-whepmc0/s320/Imtiaz+Hussain+free+loan+application+copy.jpg" width="320" /></a></div><br /><!-- Start of shorte.st banner code --><a href="http://join-shortest.com/ref/8e762391f1"><img height="90" src="//static.shorte.st/bundles/smeuser/img/referral_banners/728x90.png?2019-04-23.0" title="Shorte.st links, biggest payouts. Join now" width="728" />#ref-menu</a><!-- End of shorte.st banner code --><br />

Get free loan of 10000 in Pakistan

Apply for loan Now You're 2 mintutes away! From getting a Professional line of credit upto Get tension free loan of 10000 Apply for loan...

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Active Microsoft office 2010 & 2013 without software

<div style="text-align: center;"><span style="color: #cc0000; font-family: "georgia" , "times new roman" , serif; font-size: large;"><b>Active Microsoft office 2010 & 2013  without software</b></span></div><div style="text-align: center;"><b><span style="color: #cc0000;"><br /></span></b></div><div style="text-align: left;"><b><span style="color: #cc0000;"><br /></span></b></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdU-fKHb1vMINs9DAllqt99X9NWogR0drwlHqyxJcQ-ArGViKpqqndOPfcH9ucTxUsxZQ0QdBN1mZN0t-6jpS-v_JJpaQ1gT9tfJLJqs7qggDaSw6x5LHbXr4DHyrKXsFI90T9QSNPyyI/s1600/office+copy.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="720" data-original-width="1280" height="225" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdU-fKHb1vMINs9DAllqt99X9NWogR0drwlHqyxJcQ-ArGViKpqqndOPfcH9ucTxUsxZQ0QdBN1mZN0t-6jpS-v_JJpaQ1gT9tfJLJqs7qggDaSw6x5LHbXr4DHyrKXsFI90T9QSNPyyI/s400/office+copy.jpg" width="400" /></a></div><iframe __idm_id__="196955137" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="360" src="https://www.youtube.com/embed/x1uSw4V-6d4?autoplay=1" width="640"></iframe> <br /><div style="text-align: left;"><b><span style="color: #cc0000;"><br /></span></b></div><div style="text-align: left;">Active Microsoft office 2010 & 2013, office 2010 & 2013 Pro plus without any software or product key. Here i have shown how to activate Microsoft office 20 10 & 2013 without any software and product key and this process is 100% safe. You don't need to download any kind of software or patch or crack for this. Just follow the process and it will be done. Please comment below if you face any kind of problem.</div><br />Office 2010 & 2013 activator Download Link :<br /><br /><a href="https://imtiazmeo.blogspot.com/p/office-2010-2013.html" target="_blank">Download Here</a><br /><br /><br />Activation text : https://imtiazmeo.blogspot.com<br /><br />how to activate ms office 2013 in windows 7 in hindi,<br />how to activate ms office 2013 32 bit,<br />how to activate ms office 2013 using kmspico,<br />how to activate ms office 2013 using ms toolkit,<br />how to activate ms office 2013 standard,<br />how to activate ms office 2013 crack,<br />how to activate ms office 2013 with batch file,<br />how to activate ms office 2013 using command prompt,<br />how to activate ms office 2013 using microsoft toolkit,<br />how to activate ms office 2013 using cmd,<br />how to activate ms office 2013 with command prompt,<br />how to activate ms office 2013 with kmspico,<br />how to activate ms office 2013 unlicensed product<br />how to activate ms office 2013 in windows 7 in hindi,<br />how to activate ms office 2013 32 bit,<br />how to activate ms office 2013 using kmspico,<br />how to activate ms office 2013 using ms toolkit,<br />how to activate ms office 2013 standard,<br />how to activate ms office 2013 crack,<br />how to activate ms office 2013 with batch file,<br />how to activate ms office 2013 using command prompt,<br />how to activate ms office 2013 using microsoft toolkit,<br />how to activate ms office 2013 using cmd,<br />how to activate ms office 2013 with command prompt,<br />how to activate ms office 2013 with kmspico,<br />how to activate ms office 2013 unlicensed product<br /><br />how to activate office 2016, windows 10, windows 7,  activate microsoft office 2013,<br />windows 8, office 2010 activation, office 2013 product key, professional office activation without software or product key<br /> professional office activation without software or product key, activate office 2013,<br /> windows,microsoft office 2013 activation key, office 2016, office 2013, office, microsoft office 2013,#ms office 2013,<br /> ms office 2013 free download full version, free ms office product key, free ms office key,<br />activation key, microsoft office, activate microsoft office 2010 for free without any software,<br /><br />

Active Microsoft office 2010 & 2013 without software

Active Microsoft office 2010 & 2013  without software Active Microsoft office 2010 & 2013, office 2010 & 2013 Pro plus without ...

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