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CONFLICT MANAGEMENT STRATEGIES AND TEACHING EFFECTIVENESS ON PUBLIC SECONDARY SCHOOLS IN OYO STATE, NIGERIA
CHAPTER ONE:
INTRODUCTION
1.1 Background of the Study
Conflict in educational settings is an inevitable phenomenon due to the complex interactions between students, teachers, administrators, and parents. These conflicts may arise from differences in perspectives, values, expectations, and personalities (Obi, 2017). In public secondary schools in Nigeria, conflict management strategies (CMS) are essential to ensuring that these challenges do not negatively impact teaching effectiveness and student learning outcomes (Ogunyemi, 2019). Teaching effectiveness is the ability of educators to facilitate learning, engage students, and manage classroom dynamics while fostering a positive environment for academic success (Ali & Ahmed, 2020).
In Oyo State, as in many other regions of Nigeria, conflict in schools often arises due to issues such as inadequate resources, lack of proper communication, students’ behavioral problems, and differences in the teaching methods employed by educators (Adeyemo, 2018). The ability of school administrators and teachers to manage these conflicts constructively plays a significant role in enhancing teaching effectiveness and overall school performance (Ogunyemi, 2020).
The role of conflict management strategies (CMS) in enhancing teaching effectiveness has been widely discussed in the literature. Scholars have emphasized the importance of adopting proactive and preventive CMS to improve teacher-student relationships, classroom management, and overall academic performance (Ali, 2019; Kalu, 2021). The application of effective CMS can transform a chaotic classroom into a productive learning environment, where both students and teachers feel motivated and engaged (Dada, 2020).
1.2 Statement of the Problem
In recent years, Oyo State has witnessed increasing conflicts within its public secondary schools. These conflicts often manifest between teachers and students, among students themselves, and between teachers and school administrators. These conflicts are believed to have a significant impact on teaching effectiveness, particularly in the delivery of curriculum content, classroom management, and teacher-student relationships (Adebayo, 2021). The ability to handle conflicts efficiently is essential for maintaining a conducive learning environment, yet many educators and administrators lack the necessary skills to manage these conflicts effectively (Ogunyemi, 2020).
Furthermore, while several studies have examined conflict in Nigerian schools, there is a gap in research regarding the specific conflict management strategies that can enhance teaching effectiveness in public secondary schools in Oyo State. This study aims to fill this gap by investigating the relationship between conflict management strategies and teaching effectiveness in these schools.
1.3 Objectives of the Study
The primary objectives of this study are to:
Examine the different conflict management strategies employed by teachers and administrators in public secondary schools in Oyo State.
Evaluate the impact of conflict management strategies on teaching effectiveness in these schools.
Identify the factors that influence the selection and implementation of conflict management strategies in Oyo State public secondary schools.
Recommend effective conflict management strategies to enhance teaching effectiveness in public secondary schools in Oyo State.
1.4 Research Questions
This study seeks to answer the following research questions:
What are the common conflict management strategies used by teachers and administrators in public secondary schools in Oyo State?
How do conflict management strategies influence teaching effectiveness in public secondary schools in Oyo State?
What factors influence the choice of conflict management strategies in public secondary schools in Oyo State?
1.5 Hypotheses
The study will test the following hypotheses:
H1: There is a significant relationship between conflict management strategies and teaching effectiveness in public secondary schools in Oyo State.
H2: The choice of conflict management strategy is influenced by teacher training and the availability of resources in public secondary schools in Oyo State.
1.6 Significance of the Study
This study is significant for several reasons. First, it will contribute to the existing body of knowledge on conflict management in educational settings, particularly within the context of Nigerian secondary schools. Second, the findings of this study will provide valuable insights for school administrators, policymakers, and educators in Oyo State and beyond, on how to implement effective conflict management strategies that can enhance teaching effectiveness. Moreover, the study’s recommendations can assist in the development of training programs for teachers and administrators on conflict resolution techniques and strategies that foster a conducive teaching and learning environment (Okafor, 2019).
1.7 Scope of the Study
The study focuses on public secondary schools in Oyo State, Nigeria. It will examine conflict management strategies employed by teachers, school administrators, and the impact of these strategies on teaching effectiveness. The study will be limited to a selection of schools in urban and rural areas of the state to provide a balanced view of conflict management in different school settings.
1.8 Definition of Terms
Conflict Management: The process of identifying and addressing differences in a constructive way to prevent escalation and ensure a peaceful environment (Ogunyemi, 2020).
Teaching Effectiveness: The ability of teachers to engage students, manage classrooms, and achieve academic goals (Ali & Ahmed, 2020).
Public Secondary Schools: Schools funded and managed by the government that provide education at the secondary level in Nigeria.
Oyo State: A state in southwestern Nigeria known for its diverse educational landscape.
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ALTERNATIVE DISPUTE RESOLUTION IN RESOLVING COMMUNITY DISPUTE
Abstract:
This work discusses alternative dispute resolution in resolving community dispute
Conflicts especially in Nigeria shall be explored in the course of this paper. Also the concept of sustainable development, conflicts and contradiction in the drive for sustainable development along with approaches to ensuring sustainable development in Nigeria shall also be examined. We shall dwell further on reported cases of conflicts in Nigeria and the incorporation of alternative dispute resolution into the framework for sustainable development. And at the Economic and social development in Africa has been hampered by a number of interrelated issues. These include high cost of credit, low level of education and the imbalance in a rapidly globalising world. There are also many cases of conflicts, almost in the magnitude of organised terrorism. Media reportage has not helped issues either. There is therefore the need to seek alternatives in managing these conflicts. It is this desire that provides motivation for this paper. The conceptual framework of sustainable development as well as the provisions of Alternative Dispute Resolution in dealing end of the paper it shall be proffered that alternative dispute resolution is a better remedy for conflict resolution. We are optimistic that the results will provide viable alternatives to resolving conflicts and thus ensure sustainable development in the continent.
TABLE OF CONTENT:
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Research Problem
1.3 Objectives of the Study
1.4 Significance of the Study
1.5 Research Questions
1.6 Research Hypothesis
1.7 Conceptual and Operational Definition
1.8 Assumptions
1.9 Limitations of the Study
CHAPTER TWO
LITERATURE REVIEW
2.1 Sources of Literature
2.2 The Review
2.3 Summary of Literature Review
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Method
3.2 Research Design
3.3 Research Sample
3.4 Measuring Instrument
3.5 Data Collection
3.6 Data Analysis
3.7 Expected Result
CHAPTER FOUR
DATA ANALYSIS AND RESULTS
4.1 Data Analysis
4.2 Results
4.3 Discussion
CHAPTER FIVE
SUMMARY AND RECOMMENDATIONS
5.1 Summary
5.2 Recommendations for Further Study
References
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CONFLICT RESOLUTION AND PERFORMANCE OF TRADITIONAL INSTITUTIONS IN ANAMBRA STATE: A CRITICAL REVIEW OF THE CONSTITUTIONAL ROLES
CHAPTER ONE
INTRODUCTION
Conflict is as natural as the concept of peace contrary to the global or universal conception. Africans have particular ways of conceptualizing conflict. Traditional definitions of conflict regard it as ―a struggle over values and claims to scarce status, power and resources in which the aims of the opponents are to neutralize, injure or eliminate their rivals‖ (Onigun Otite & Albert, 2001). However, conflict may generally exist wherever or whenever incompatible activities occur and may result in ―win-lose character. The resolution, transformation and management of conflict may also produce a winwin situation.
Conflict takes various forms and dimensions in African societies; it is significant to note that conflict is difficult to define from the perspective of the Africans. It seems to be part of excitement for
Methods of Conflict Resolution in African Traditional Society
networking relationship, whether negative or positive. Consequently, conflicts are in the magnitude of rage, rift, misunderstanding, family and market brawls, skirmishes and wars, public insurrections and assaults. It also includes chieftaincy and boundary disputes. These storms of conflicts are wide spread in Africa (Olaoba, 2005, pp. 2237). Conflict as an element of social interaction has been defined in various dimensions. Some writers argued that, a conflict situation emerges when two or more parties could not agree on an issue. The parties to such conflict may not necessary be the government or nation states. In an incompatible stage among nation- states, every part involved seeks to achieve certain objectives, such as additional or more secure territory, security, access to markets, prestige, alliances and the overthrow of an unfriendly government (Omotosho, 2004)
The study of conflict in Africa has not always been mindful of the need to consider the interaction of local and international factors in the evolution of conflicts between African Nations. African conflict is not susceptible to prediction, although it can be explained. Overt manifestations of conflict are seldom unremitting, even in relations between rival cultures (Robert, 1981, p. 3). Conflict is a particular relationship between states or rival factions within a state which implies subjective hostilities or tension manifested in subversive economic or military hostilities (Quincy, 1971).
There may have been previous researches in this subject. This work gives further explanations and analysis in conflict resolution and performance of traditional institutions in anambra state: a critical review of the constitutional roles
3. To understand the challenges faced by traditional institutions in resolving conflicts.
H0: There is no relationship between conflict resolutions and the performance of traditional institutions
H1: There is a relationship between conflict resolutions and the performance of traditional institutions
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THE CHALLENGES OF CONFLICT MANAGEMENT IN A DEMOCRATIC SOCIETY
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
Conflict is an intrinsic and inevitable aspect of social change. It is an expression of the heterogeneity of interests, values and beliefs that arise as new formations generated by social change come up against inherited constraints. We might agree with John Burton, who argues that conflicts are struggles between opposing forces, implying that the issues are more serious than those relating to disputes, possibly stimulating physical confrontations. But the way we deal with conflict is a matter of habit and choice. It is possible to change habitual responses and exercise intelligent choices. Conflict has now become a persistent feature of modernity and a universal phenomenon but the manner and approach with which we handle conflicts in Nigeria is worth reflecting upon. We should strive to transform potentially violent conflicts into non-violent alternatives. By way of clarifications, the prevention of direct violence and war is sometimes referred to as ‘negative peace’ while the overcoming of structural inequalities and cultural blindness whether actual or perceived, is considered to be ‘positive peace’.
The fundamentals of resolving conflicts involve raising consciousness about cultural differences to enhance intercultural communication and generating guidelines for intercultural interaction. Actors committed to conflict resolution processes have put the strategic structural and psycho-cultural frameworks of resolving conflicts to test in most crisis-ridden regions of the world. The structural theory explained a conflict as one of incompatible interests, which arose from the structure of the community, whether the community is that of a nation, a region, or a local community. On the other hand, the psycho-cultural places a greater emphasis on identifying the fears and misconceptions arising between communities, the lack of available trust for political negotiation work and the need to develop relationships between conflictants that are conducive to negotiation, compromise and cooperation.
There may have been previous researches in the challenges of conflict management in Nigeria. This work gives further explanation and analysis on conflict management in Nigeria, the role of civil society
1.5 Research hypothesis
H0: There is no relationship between conflict management on socio-political, and socio-economic development in Nigeria
H1: There is a relationship between conflict management on socio-political, and socio-economic development in Nigeria
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CONFLICT RESOLUTION IN NIGERIA AND THE PROSPECT AND CHALLENGES FOR PEACE-A CASE STUDY OF IFE-MODAKE CRISIS
CHAPTER ONE
INTRODUCTION
Background to the Study
Nigeria is a large multi-ethnic country where ethnic cleavages remain a critical problem and ethnic violence has erupted periodically. Among the prominent conflicts in Nigeria are: Ife-Modakeke Crisis in Osun State; Yoruba-Hausa Clashes in Shagamu, Ogun State; Eleme-Okrika Conflict in Rivers State; Zango-Kataf in Kaduna State; Tiv-Jukun in Wukari, Taraba State; Ogoni-Adoni in Rivers State; Chamba-Kuteb in Taraba State; Itsekiri-Ijaw/Urhobo in Delta State; Aguleri-Umuleri in Anambra State; Ijaw-Ilaje conflict in Ondo State; Basa-Egbura in Nassarawa State; Hausa/Fulani-Sawaya in Bauchi, among others. These conflicts have provided a pattern that makes scholars to attribute their causes to greed, power and wealth distribution. The impacts of these crises have led to loss of lives, displacement of people, destruction of properties, etc. Thus, the greatest challenge facing the process of conflict resolution in Nigeria is the issue of maintaining balance among the conflicting parties by the third party (preferably the Nigerian Government). This balance, however, can only be met if the roots of the conflict(s) are traced and treated fairly. Going by this analysis, the lessons from the Ife-Modakeke crisis makes a good study because of its strategic importance in Yoruba history; and again, its prospect for conflict resolution in Nigeria.
Conflict resolution in Nigeria is multifaceted in that it refers to a process aimed at resolving ethnic conflicts through constructive means. In most cases, Panels/Committees set up to investigate communal clashes often identify the underlying causes of the conflict and address them through solutions that are mutually satisfactory, self-perpetuating, and sustaining. While it is true that not all conflicts lend themselves to conflict resolution techniques, the Ife-Modakeke crisis makes an exception. In the words of A. R. Asiyanbola (2007), the Ife-Modakeke crisis remains the oldest intra-ethnic conflict in Nigeria which makes the process of peace making a realistic one.1
The Ife and Modakeke are both Yoruba of Osun State in southwestern Nigeria. According to oral tradition, both are descendants of Oduduwa, the perceived progenitor of the Yoruba people.2 The socio-cultural and political systems of the two communities are essentially identical and their geographical distribution largely overlaps. As related as Ife and Modakeke are, however, both have engaged in protracted conflict for over a century. The Modakeke people are generally considered strangers, tenants, and migrants in Ife. On the other hand, the Ifes’ regard themselves as the ‘landlord’ over the people of Modakeke.
Historical accounts suggest that the people of Modakeke migrated and settled in Ile-Ife in the aftermath of the collapse of the Old Oyo empire in the nineteenth century, causing a refugee crisis to the south and resulting in the occupation of their contemporary location.3 Two distinct categories of people were thus created: the original settlers (landlords) and the migrants, tenants, farmhands, and a resettled group considered as refugees (Modakeke).4 These categorizations form the remote causes of the conflicts between the two groups.
It is recognized that the causes of the conflicts between Ifes and Modakekes are many and varied. Historians generally trace the crisis to pre-colonial Nigeria especially during the Yoruba internecine wars of the nineteenth century.5 Some of the identified major conflicts that broke out between the two groups include:
Efforts of the Nigerian government (both the Federal and the State Governments) in resolving these crises and the impact of the resolutions taken have had on the peoples of Ife and Modakeke is worth studying.
Objectives of the Study
This study seeks to achieve the following objectives:
(i) Provide a historical background to Conflict resolution in Nigerian using Ife-Modakeke Crisis as a case study;
(ii) Examine the origin of the Ife-Modakeke Crisis;
(iii) Analyse the various factors responsible for the continuous mayhem between Ife and Modakeke despite the intervention of the Nigerian Government (as the third party);
(iv) Discuss the implications of Ife-Modakeke Crisis and the conflict resolution adopted in the area on the future of peace making among the various ethnic groups in Nigeria.
Statement of the Problem
Conflict resolution in Nigeria is still in its developmental stage. The Ife-Modakeke Crisis in Osun State; Yoruba-Hausa Clashes in Shagamu, Ogun State; Eleme-Okrika Conflict in Rivers State; Zango-Kataf in Kaduna State; Tiv-Jukun in Wukari, Taraba State; Ogoni-Adoni in Rivers State; among others all follow the same pattern of escalation. While the Ife-Modakeke crisis remains the oldest of these conflicts, there is a need to develop an adaptive conflict resolution model that would arrest the situation before escalation. Using Ife-Modakeke as a case study, the causes, course and effects of ethnic conflicts in Nigeria could be understood and would have a long term implication for peace process in Nigeria.
Literature Review
Scope of the Study
This study covers conflict resolution in Nigeria using Ife-Modakeke crisis as case study. It also focuses on the various resolutions and peace processes initiated by the Nigerian government, the various community stakeholders, and the peoples of Ife and Modakeke in resolving the crisis.
Limitation of the Study
While this study attempts to give a comprehensive detail on conflict resolution in Nigeria, it does not attempt to historicize conflict resolution in all the conflicting regions of the country.
Significance of the Study
This study is of practical importance to the indigenes of both Ife and Modakeke who are the main actors in the crisis. This study will expose their historical origin of these two communities which should unite them rather than separate them.
It will also help both the indigenes of the two communities to understand the history, traditions, customs, beliefs and taboos of the other group in other to accommodate each other.
This study is useful to scholars’ especially historians, political scientists, peace educators and conflict resolution experts.
Finally, this study is of strategic importance to the Nigerian government especially in the area of conflict resolution. It will help policy makers to detect early conflict, manage early escalation of conflict and ensure peaceful relations among the various ethnic groups in Nigeria.
Research Methodology
This study adopts the historical research methodology. historical research methodology is most appropriate in studying the history of a particular society. It has a documentary value of the local achievements and challenges faced by the people.
In regard to the above method, this research depends largely on primary sources especially oral tradition, chants, war songs, official documents (from the Osun State Government and from the Federal Republic of Nigeria), pictures, and many more. Over twenty people have been contacted in the two communities of Ife and Modakeke for oral interview. Different modes of collecting data (mostly oral interview) were adopted. Tape recorder was employed to collect data. The language used in collecting data was Yoruba and later transcribed to English language and then cross-examined to check their level of objectivity and relevance.
In addition to the above, field work were carried out in the two communities so as to get first such hand information as regards the perceptions of the indigenes concerning the crisis.
Secondary sources were also sourced to enrich this research work. Published works on the history of the peoples of Ife and Modakeke were consulted to provide a scholarly guideline on the causes, course and effects of the Ife-Modakeke crisis and its overall implication on peace building in Nigeria.
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CONFLICT ANALYSIS: AN EFFECTIVE TOOL FOR CONFLICT RESOLUTION AND TRANSFORMATION
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
A conflict is often more complex than it seems. How do the participants frame the conflict? To what extent are their views alike, and how do they differ? How do others frame the conflict? What seem to be the immediate or proximate factors behind the conflict? Are there deeper livelihood, institutional, political or other structural factors behind the conflict? Trying to manage a conflict as a single, isolated event may be of little use if it is intertwined with wider problems or issues.
Who is involved in the conflict?
Effective consensus building depends on engaging all the stakeholder groups that are relevant to a conflict. It is therefore important to identify stakeholders accurately. Are there any groups who are not present but who have a direct or indirect role in the conflict, such as administrators, resource users from neighbouring communities or migratory populations (herders, farmers or labourers)?
What motivations or incentives exist for the parties to settle their conflict?
Trying to get people to settle their conflict through ACM or other means may be difficult if the parties do not feel or perceive a need to manage or resolve it. In addition, there may be economic, political, cultural or other incentives that influence the parties’ willingness to engage in conflict management. Equally important is to find out whether there are people who would benefit from continuation of the conflict, or who would resist attempts to stop conflict (do some people have an interest in perpetuating the conflict?).
What conflict management strategies have been tried in the past?
It is very important to consider what strategies have already been tried to resolve the conflict. What were the results of these effort? What are the advantages or disadvantages or pursuing the same strategy or strategies for the present conflict?
The more mediators know and understand about the situations in which they are working, the less likely they are to make mistakes, and the more likely to assist stakeholders effectively.
A conflict analysis helps to:
clarify and prioritize the range of issues that need to be addressed;
identify the impacts of conflict;
identify the root causes and contributing factors of conflict in order to determine appropriate responses;
determine the stakeholders’ motivations and incentives through an understanding of their interests, needs and views of the conflict;
assess the nature of relationships among stakeholders, including their willingness and ability to negotiate with each other;
identify existing information about the conflict and what further information is needed;
evaluate the capacity of existing conflict management institutions or practices to deal with the conflict;
build rapport and understanding among stakeholders, where possible; enhance the problem solving and analytical skills of local stakeholders in addressing current and future conflicts (capacity building is an important part of participatory conflict analysis);
increase understanding of the links between the broader social, political and economic context and resource use conflicts.
Many methods and tools are available for analysing conflicts. No single set of procedures or practices works for all situations. Rather than a blueprint, this section presents guiding principles for what strategies and techniques are available, and what sort of information might be gathered.
1. A conflict analysis must be based on a wide range of views about the sources of conflict. Conflicts are about perceptions and the meanings that people attribute to events, policies and institutions.
2. A conflict analysis helps stakeholders to reconsider their perspectives, which are often heavily influenced by emotions, misunderstandings, assumptions, suspicions and mistrust. In conflict situations, emotion can easily overwhelm logic and reason. It is therefore important to distinguish opinion from fact. Balancing emotions and reason (Fisher and Brown, 1988: 43 – 63) is an important aspect of conflict management, not because facts are more important than perceptions or feelings, but because stakeholders deal with them in different ways.
This transformation of perspective is vital in creating space for collaboration in conflict management. It is an integral step in moving away from rigid and inflexible positions towards exploring possible shared interests. This is an important outcome of analysis, which is determining what paths are open to negotiation and identifying common needs or goals that can be met through collaboration.
3. Conflict analysis must examine the broader development context (social, economic, political) and not just consider natural resource management concerns.
4. Any conflict analysis is only preliminary and must be refined and studied carefully as the process gets under way.
5. Conflict analysis is not an end in itself. It is part of the process of defining and learning about the issues (capacity building). For this learning process to happen, conflict analysis must be carried out in a participatory manner. Through exchanges of information it becomes more likely that people will focus on real problems in the negotiation process. However, people are likely to be cautious about revealing some types of information.
6. It is important to know what is worth knowing. The type and amount of information needed from conflict analysis varies from case to case. While it is often assumed that more information is better than less, not all information may be relevant, truthful or useful. In addition, perceived information needs are likely to be constrained by limited time, resources or expertise. When taking such limits into account, it is necessary to define what is meant by “sufficiently” detailed, accurate and reliable information. Data collection or analysis that goes beyond this is not necessary.
1.2 Statement of the problem
The conflict stakeholders reflect on their positions, interests and needs in comparison with those of other stakeholders. Depending on the circumstances, the mediators may conduct the conflict analysis as a joint multistakeholder event. When there are severe tensions, it may be done separately with the different stakeholder groups. However, at some point, the different stakeholders need to share their analyses in order to promote better understanding of each other’s points of view.
1.3 Objectives of the study
1. To understand the impact of conflict analysis
2. To understand the relationship between conflict resolution and conflict analysis.
1.4 Research Questions
1. What is the impact of conflict analysis
2. What is the relationship between conflict resolution and conflict analysis.
1.5 Research Hypothesis
H0: There is no relationship between conflict resolution and conflict analysis.
H1: There is a relationship between conflict resolution and conflict analysis.
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THE ROLE OF TRADITIONAL RULER IN MAINTAINING PEACE AND HARMONY. A CASE STUDY OF ISOKO NORTH, OZORO TOWN
TABLE OF CONTENT:
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
1.2 Statement of the Research Problem
1.3 Objectives of the Study
1.4 Significance of the Study
1.5 Research Questions
1.6 Research Hypothesis
1.7 Conceptual and Operational Definition
1.8 Assumptions
1.9 Limitations of the Study
CHAPTER TWO
LITERATURE REVIEW
2.1 Sources of Literature
2.2 The Review
2.3 Summary of Literature Review
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Research Method
3.2 Research Design
3.3 Research Sample
3.4 Measuring Instrument
3.5 Data Collection
3.6 Data Analysis
3.7 Expected Result
CHAPTER FOUR
DATA ANALYSIS AND RESULTS
4.1 Data Analysis
4.2 Results
4.3 Discussion
CHAPTER FIVE
SUMMARY AND RECOMMENDATIONS
5.1 Summary
5.2 Recommendations for Further Study
References
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
Prior to 1861 when Britain annexed Lagos, governance in what is known as Nigeria revolved around Traditional rulers. There is no doubt that traditional rulers in Nigeria have witnessed the erosion of their powers. This political scenario had elicited so many arguments among stakeholders and traditional rulers on their role and relevance in the emerging political arrangement. It is on this note that this research may be timely and necessary to re-examine the relevance of traditional rulers in the Local government administration with particular reference to the Ozoro Kingdom in Isoko North Local Government Area of Delta State.
Traditional Institutions and their rulers have suffered extensively from the imposition of colonial rule, revolution, wars and post independence political development in Nigeria.
As earlier noted, before the advent of colonialism, traditional rulers were both the political, social, cultural and economic administrators of their various localities. They were parts of the immutable African culture which ensured harmony and stability in the society. However, the situation changed when colonial rule was imposed on African societies which Nigeria is an integral part. It was at this period that Traditional Rulers, were subordinated and became instrumental for the realization of the objectives of the indirect rule system.
It is pertinent therefore to know who a traditional ruler is. Many views have been given over the years. It is the intention of the researcher to offer few definitions. According to Orewa ( 1978) a traditional ruler is:
an Oba, Emir, Obi or Paramount Chief who before the advent of the colonial government in Nigeria had complete sovereignty over his territory and was not subject to any other higher authority within or outside his domain (Orewa, 1978 :151).
In the same way, the Oba of Benin in a conference held at Ibadan on the 11th September, 1984, defined a traditional ruler as:
The traditional head of an ethnic community whose stool conferred the highest traditional authority on the incumbent since the time before the beginning of British rule. (Omo N’ Oba N’ Edo Uku Akpolokpolo, Erediawa, 1984).
The law of the former Western Region also applicable in Delta State defines traditional rulers as:
the traditional head of an ethnic group or clan who is the holder of the indigenous polity or who has been appointed to the position in accordance with the customs and tradition of the area concerned by instrument or order of the state government and whose title is recognized as traditional ruler by the government of the state (Tonwe and Ola, 2005:156).
Having attempted a conceptualization of Traditional Rulers, it would be imperative to give a brief record of power configuration and regional bases of traditional rulers and their localities that gave birth to the modern Nigerian State. It should be borne in mind that every region and locality has its unique power structure.
In the Ibo pre-colonial society of the present day Nigeria, Robert Ola observed that “these traditional rulers or authorities were considered by their people as repositories of religious, executive, legislative as well as judicial functions” (Robert Ola, 1984:23). In addition, the autonomous local community according to Ogunna (Ogunna, 1987:363) the Ibo traditional political system was a federation of villages each village was composed of kindred units. Local government under the Ibo pre-colonial political system was therefore carried out by the village elders (Idichie) and kindred units head. In such areas where traditional rulers did not exist the elders or family heads meet at the village square to decide issues as they affect the generality of the people.
The Northern regional base has the Emirs as the repository of religious, legislative, executive and judicial functions.
The Yoruba speaking society also has their own power configured around the Obas. However, the Obas were not absolute king when compared to the Hausa-Fulani counterparts.
The Ozoro Kingdom situated in the defunct Mid-western region which later metamorphosed into Delta State has Ovie as its paramount ruler. Like his counterpart in other parts of the country, the Ovie performs executive legislative and judicial functions (Oyolo, 2007:23). He also performs religious function in collaboration with the high priest “Opara” ( Akegwure, N.D.: 9).
The uniqueness of these various kingdoms, empires, and emirates are indications that traditional rulers were the nucleus of governance in their various territories. It further shows that the geographical spheres of these authorities were localized. It therefore means that no traditional ruler had jurisdiction over the entire geographical area which later became Nigeria.
The emergence of Traditional Rulership into the Nigerian polity could be traceable to the Lugardian administration when he said thus:
Our aim…. Is to rule through the existing Chiefs to enlist them on our side in the work and progress of good governance… (our) is that we may make of these born rulers…. Type of British officials working for the good of their subjects in accordance with the ideals of the British empire (Whitetaker, C.S. Jr., 1970:16).
The enlistment of traditional rulers into the indirect rule system further consolidated the powers of these natural rulers. They became more recognized when the native courts were integrated into the English Legal system. While the evolving state drifted towards independence. However, things began to change when it seems as if these born rulers had reached their apogee with the introduction of democratic values and agitation by nationalists struggle. The situation became worsened when the military took over government from the elected leaders at the early years of Nigeria’s independence. The final blow came when the 1979 constitution refused to grant any executive role to traditional rulers in the local government level.(Federal Republic of Nigeria : 1979). Many Nigerians became critical on what role traditional rulers should play in the emerging political order . Gbong Gwon of Jos, a traditional ruler on the Nigerian Television Authority’s National News Broadcast of 8th July, 2009 was reported to have opposed constitutional role for traditional rulers contrary to Senator David Mark’s opinion of finding a specific role for them in the 2009 constitution following the review of the 1999 constitution.
These two views best capture contemporary thinking on the issue, an acknowledgement that there is a problem and a situation involving our Royal Fathers and that something needs to be done. The delema however remains finding the best way forward in order not to compromise the ancient institutions that traditional rulers represent, which is that of acting as custodians of native customs, traditions, culture and as spiritual fathers of members of their immediate communities. The most surprising issue is that this vital institution of traditional rulers that controlled their locality in the pre-colonial society up till the later part of colonialism has been questioned, should these traditional institutions be abolished?
1.2 Statement of the Problem
Traditional rulers over the years from the pre-colonial society were the custodian of the people’s culture and tradition. They were also involved in the western government as introduced then from colonial days. In short, records had it that some traditional rulers were members of the house of Chiefs in the Northern part of the country during the period of 1944 –1951. Again, the Macpherson Constitution allowed traditional rulers in the north and western regions to make direct input into the selection of the members of Regional House of Assembly.
Traditional Rulers also legislated along side with the Regional Houses of Assembly.
The situation gradually changed as independence approached. It was worsened after independence. It became confusing that many issues were raised after the enactment of the 1979, 1989 and the 1999 constitutions. Some of the envisaged problems facing the traditional institutions are:
Whether Traditional rulers are well fitted for contemporary governance arguing that traditional institutions are archaic.
The constitution of Nigeria made little or no provision for traditional rulers.
Traditional rulers in the country are not well funded.
Whether Political and military government’s interference in traditional affairs has been a threat to their relevance in contemporary governance.
Corruption among traditional rulers had weakened their powers.
Many traditional rulers are easily manipulated by political and military leaders for their selfish purposes.
Many traditional rulers only reign and not rule.
1.3 Objectives of the Study
The research is aimed at unveiling the roles of the traditional rulers, their impact in government and how they can contribute to a more viable united Nigeria.
In this effort, the researcher shall delve into the past and shall critically examine the present to enable him project into the future.
To be concise, these objectives are:
To examine carefully the roles of traditional rulers in the present democratic governance.
To evaluate their roles and effectiveness over the years to the present democratic government.
To examine if they have become more or less relevant and determine why they are so as the case may be.
d. To make recommendations where appropriate to the local government and other levels of government towards the enhancement of the Nigerian polity.
1.4 Research Questions
In order to have a thorough grasp of the understanding of this research, certain questions need to be asked. These are:
What are their roles in contemporary government?
How has the constitution enhanced the roles of traditional rulers in the country?
What are their problems in contemporary governance?
How have they lost their votes in contemporary governance?
How have they performed in their responsibility ?
What precipitated the weakness of traditional rulers in contemporary governance?
What makes traditional rulers to reign without ruling?
1.5 Proposition
Peace and harmony in governance is the bedrock of national unity.
Traditional rulers are the custodian of custom and tradition.
Good governance with respect to the Nigerian democracy cannot be achieved without the grassroots mobilization.
National development and progress shall be elusive without the support of traditional rulers.
1.6 Limitation
The study is carried out within the purview of traditional rulers and the modern governance in the present day Nigeria.
However, data shall be collected from the Ozoro Kingdom in Isoko-North Local Government Area of Delta State.
The reason is that the Researcher believes that he might not be able to access the state council of chiefs at the Federal level and Council of states.
It was in consonant with the 1999 constitution that the Researcher chooses to study the roles of traditional rulers in the traditional council at the Isoko North Local Government Area of Delta State with particular reference to the Ozoro Kingdom.
1.7 Significance of the Study
The research work is directed at contributing to knowledge of the Nigerian politics. These are:
It is aimed at knowing the relevance of the traditional institution, roles and contribution to the contemporary Nigeria democracy.
It is also significant in knowing the extent of involvement of traditional rulers in this democratic dispensation.
The study is also of great importance since it shall reveal the connectivity or relationship that exists among traditional rulers and democratic government.
It shall also indicate the area of weakness so that improvement and adjustment can be made so as to improve the Nigerian state.
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THE ROLE OF NGOS IN PEACE BUILDING
CHAPTER ONE
INTRODUCTION
Background of the study
Highest on the list of prime value for Nigeria a town in Bornu state, Nigeria, is peace. Peace is the most valuable public commodity, yet the most elusive (Francis David, 2006). These four years (2009-2014) of Insurgency has brought loss of lives and halted economic activities in various parts of Nigeria. The activities of bokoharam have brought devastating effects on Nigeria which has resulted in loss of lives both human and livestock, suffering, destruction of infrastructures and public/private facilities, disruption of economic/socio-economic activities like agricultural, trade etc. This situation has threatened not only the internal peace and security of Nigeria but also the peace in Nigeria and beyond. So alarming is the fact that most of these areas affected by insurgency lack the will to stop this social charade and have fallen prey to continuous usury and subtle manipulation by politicians who take advantage of this situation to involve in shady deals like kidnapping and arm deals using insurgency as a cover (Chiedu, 2013). Peace building has therefore become the most pressing challenge faced by Nigeria at large and Nigeria in particular. This situation is so partly because of feudal system of leadership which encourages total submission to authority without question which carries with it, ineffective terror control means.
Despite the effort of government through its institutions like the armed forces, religious bodies, NGOs etc, to curb the excesses of insurgence in Nigeria, peace has continued to elude her and sustainable development, stopped. On that note, this project will seek to show the role of NGOs in peace building.
Although insurgency is not easily defined, it may be said to be the use of force, usually violent, as a means of coercing a target population to submit to the will of the terrorists (Asika,4:2009). Insurgency is intended to elicit or maximise fear and publicity, making no distinction as to combatants and non combatants in a conflict.
There is no legally agreed upon definition of the term ‘Insurgency’, but a recent United Nations (UN) document describes it as any ‘act which is intended to cause death or serious bodily harm to civilians or non combatants with the purpose of intimidating a population or compelling a government or an international organisation to do or abstain from doing any act’. The word ‘Insurgency’ is both emotionally and politically laden, particularly as it imports issues of national liberation and self-determination. Insurgency takes many forms, including political, philosophical, ideological, racial, ethnic, religious and ecological issues. The taxonomy of Insurgency, including precipitating motivations and considerations, is now a subject of intense study. Whether the one as seen in Nigeria can be reduced to a type may be an interesting subject, but for purposes of this work, the primary concern is the threat of insurgency. Insurgency is one objective of organised terrorism, just as terrorism is one of several strategies of insurgency. Both terrorism and insurgency may be used by states in their internal operations. Terrorism and terrorist tactics constitute part of the strategies and tactics of insurgency. The operational tactics are essentially those of guerilla warfare. The object is to intimidate, frustrate and raise the feeling of uncertainty, imminent danger and the loss of hope, so as to cripple or limit all aspects of human activity and normal livelihoods. Al Qaeda, Boko Haram, MEND and, lately, Jama’atu Ahlissunnah Lidda’anati Wal Jihad, are currently international and local Nigerian examples of terrorist networks. Until recently, Nigerian terrorist activity was thought to be motivated by ethnocentric considerations. Currently, there appears to be a pronounced religious content in the character of insurgency in Nigeria. A few of the earlier experiences merit examination here, as a guide in estimating the character, trend and intensity of the current campaign, as well as the role of NGOs in peace building in Nigeria.
STATEMENT OF THE PROBLEM
Previous research works on the role of NGOs in peace building in Insurgency affected areas especially Nigeria shows that there is no government that can take on single handily, the weight of peace building in form of aid. Among the various actors that participate in these processes are the nongovernmental organizations (NGOs), which fulfil a pivotal role in terms of establishing and maintaining essential services like assisting refugees and internally displaced populations and helping to strengthen societies.
NGOs increasingly work “in the field,” providing humanitarian relief and development assistance in post terror places like Nigeria. As they carry out their work, they face many serious problems. Insurgencies often deny them access to those in need, terrorist groups demand payoffs, and local violence threatens the safety and even the lives of field personnel. Donors also subject these NGOs to political pressure, diminishing their neutrality. Nongovernmental Organizations face a lot of challenges in the discharge of their duties often caused by Insurgent activities. They are faced with the dilemma; should they negotiate with terrorists to deliver aid, or should they maintain independence and impartiality. Some Nigerian agencies like WACOL operate only through local partners because they cannot negotiate with terrorist-affiliated groups. Red Cross has resorted to having armed escorts and allow Movement for Peace in Nigeria (MFPIM) and Africa Awake to supervise the aid distribution. Although impartiality is valuable for the long term operation in Nigeria, humanitarian aid agencies feel they are forced to compromise these principles in an effort to gain aid access according Osueke (2006)
OBJECTIVES
With the spate at which insurgence has dealt a heavy blow on Nigeria, economically, socially and otherwise, this research work will seek to highlight challenges of insurgency. Non Governmental Organizations (NGOs), the role of NGOs in peace building in Nigeria and the way forward.
So as to achieve the purpose of this research the following will be looked into:
To assess the role of NGOs in Peace Building.
To examine the effectiveness of NGOs in the peace building in restive areas in the North East.
To identify the way forward for NGOs in the peace building campaign.
RESEARCH QUESTIONS
So as to achieve the objectives stated above, the following research questions were used as a guide in achieving the objectives of this research work:
What are the roles of NGOs in peace building?
How effective have NGOs been in peace building in Nigeria?
What is the way forward for NGOs in the peace building campaign?
SIGNIFICANCE OF STUDY
One of the benefits of this research work is to researchers and academics. It will be of tremendous help to governments and their agencies in tackling insurgency and the challenges that comes with it.
The findings and recommendations of the researcher will help bring to the fore the role of Nongovernmental Organizations in peace building coupled with limitations to their work.
It will also be readily available for international organizations that may need insight into what it is like for NGOs working in Nigeria.
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CONFLICT ANALYSIS: AN EFFECTIVE TOOL FOR CONFLICT RESOLUTION AND TRANSFORMATION
CHAPTER ONE
INTRODUCTION
1.1 Background of the study
A conflict is often more complex than it seems. How do the participants frame the conflict? To what extent are their views alike, and how do they differ? How do others frame the conflict? What seem to be the immediate or proximate factors behind the conflict? Are there deeper livelihood, institutional, political or other structural factors behind the conflict? Trying to manage a conflict as a single, isolated event may be of little use if it is intertwined with wider problems or issues.
Who is involved in the conflict?
Effective consensus building depends on engaging all the stakeholder groups that are relevant to a conflict. It is therefore important to identify stakeholders accurately. Are there any groups who are not present but who have a direct or indirect role in the conflict, such as administrators, resource users from neighbouring communities or migratory populations (herders, farmers or labourers)?
What motivations or incentives exist for the parties to settle their conflict?
Trying to get people to settle their conflict through ACM or other means may be difficult if the parties do not feel or perceive a need to manage or resolve it. In addition, there may be economic, political, cultural or other incentives that influence the parties’ willingness to engage in conflict management. Equally important is to find out whether there are people who would benefit from continuation of the conflict, or who would resist attempts to stop conflict (do some people have an interest in perpetuating the conflict?).
What conflict management strategies have been tried in the past?
It is very important to consider what strategies have already been tried to resolve the conflict. What were the results of these effort? What are the advantages or disadvantages or pursuing the same strategy or strategies for the present conflict?
The more mediators know and understand about the situations in which they are working, the less likely they are to make mistakes, and the more likely to assist stakeholders effectively.
A conflict analysis helps to:
clarify and prioritize the range of issues that need to be addressed;
identify the impacts of conflict;
identify the root causes and contributing factors of conflict in order to determine appropriate responses;
determine the stakeholders’ motivations and incentives through an understanding of their interests, needs and views of the conflict;
assess the nature of relationships among stakeholders, including their willingness and ability to negotiate with each other;
identify existing information about the conflict and what further information is needed;
evaluate the capacity of existing conflict management institutions or practices to deal with the conflict;
build rapport and understanding among stakeholders, where possible; enhance the problem solving and analytical skills of local stakeholders in addressing current and future conflicts (capacity building is an important part of participatory conflict analysis);
increase understanding of the links between the broader social, political and economic context and resource use conflicts.
Many methods and tools are available for analysing conflicts. No single set of procedures or practices works for all situations. Rather than a blueprint, this section presents guiding principles for what strategies and techniques are available, and what sort of information might be gathered.
1. A conflict analysis must be based on a wide range of views about the sources of conflict. Conflicts are about perceptions and the meanings that people attribute to events, policies and institutions.
2. A conflict analysis helps stakeholders to reconsider their perspectives, which are often heavily influenced by emotions, misunderstandings, assumptions, suspicions and mistrust. In conflict situations, emotion can easily overwhelm logic and reason. It is therefore important to distinguish opinion from fact. Balancing emotions and reason (Fisher and Brown, 1988: 43 – 63) is an important aspect of conflict management, not because facts are more important than perceptions or feelings, but because stakeholders deal with them in different ways.
This transformation of perspective is vital in creating space for collaboration in conflict management. It is an integral step in moving away from rigid and inflexible positions towards exploring possible shared interests. This is an important outcome of analysis, which is determining what paths are open to negotiation and identifying common needs or goals that can be met through collaboration.
3. Conflict analysis must examine the broader development context (social, economic, political) and not just consider natural resource management concerns.
4. Any conflict analysis is only preliminary and must be refined and studied carefully as the process gets under way.
5. Conflict analysis is not an end in itself. It is part of the process of defining and learning about the issues (capacity building). For this learning process to happen, conflict analysis must be carried out in a participatory manner. Through exchanges of information it becomes more likely that people will focus on real problems in the negotiation process. However, people are likely to be cautious about revealing some types of information.
6. It is important to know what is worth knowing. The type and amount of information needed from conflict analysis varies from case to case. While it is often assumed that more information is better than less, not all information may be relevant, truthful or useful. In addition, perceived information needs are likely to be constrained by limited time, resources or expertise. When taking such limits into account, it is necessary to define what is meant by “sufficiently” detailed, accurate and reliable information. Data collection or analysis that goes beyond this is not necessary.
1.2 Statement of the problem
The conflict stakeholders reflect on their positions, interests and needs in comparison with those of other stakeholders. Depending on the circumstances, the mediators may conduct the conflict analysis as a joint multistakeholder event. When there are severe tensions, it may be done separately with the different stakeholder groups. However, at some point, the different stakeholders need to share their analyses in order to promote better understanding of each other’s points of view.
1.3 Objectives of the study
1. To understand the impact of conflict analysis
2. To understand the relationship between conflict resolution and conflict analysis.
1.4 Research Questions
1. What is the impact of conflict analysis
2. What is the relationship between conflict resolution and conflict analysis.
1.5 Research Hypothesis
H0: There is no relationship between conflict resolution and conflict analysis.
H1: There is a relationship between conflict resolution and conflict analysis.
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ASSESSMENT OF THE INFLUENCE OF CONFLICT RESOLUTION ON THE PERFORMANCE OF AN ORGANIZATION
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
The assessment of conflict management on organization harmony cannot be over-emphasized as it has become a virtual tool used in promoting organizational development. Certainly for organizational development to take place there must be proper conflict management as such, conflict management has become indispensable in any organization or managerial setting in order to succeed.
Conflicts are inevitable parts of organizational life since the goals of different stakeholders such as the employee and employers are often incompatible. Gordon (1997) sees conflicts as the result of incompatible potential relationships, this occurs as a result of one party perceiving that another party has impeded, or will frustrate one or more of its concerns. Johnson (2000) views conflict as a struggle or contest between people with opposing needs, ideas beliefs, values or goals while Steers (1998) refers to conflicts as a process in which individuals or groups feels that other individuals or groups have frustrated or are about to frustrate their plans, goals, beliefs or activities.
Conflict is a part of organizational life and may occur between individuals, between the individual and the group and between a group.
Mayo (1949) stated that production depends on the relationship of workers where he divided workers into groups, that is the management and the employees. He emphasized that there must be cordial relationship between these groups of workers before any organizational harmony could take place or exist. He further stated that management should always give priority to the need of other employees so that they will have a sense of belonging and as such, increase productivity, but that whenever, the management ignore the need of employees, there would be no harmony and as such productivity will decrease. In a nutshell, this scholar is emphasizing on the importance of conflict resolution or management as the cornerstone and central dynamics of organization harmony.
This study is on the influence of conflict resolution on the performance of an organization. It stresses or focuses on the causes and types of industrial conflicts as well as the important roles trade unions and other key actors in conflict resolution play as well as the effect or influence of conflict resolution or organization performance.
1.2 STATEMENT OF THE PROBLEM
There are many problems facing the organization and their effects widely varies, some of these problems includes: lack of proper welfare package for the employees, problems of poor condition of work, high rate of labour turnover as well as nonchalant attitude of management to workers, low workers productivity among many others.
As a result of these problems enumerated above, industrial conflicts may arise between management and employees. With these statement of problems in view, the research is focused on thorough investigation of what influence does conflict has on workers productivity and how can conflict resolution affect or influence workers performance?
1.3 OBJECTIVES OF THE STUDY
Conflict is a broad topic as can be seen from the introduction and its an imperative factor in organization harmony and performance therefore this research work will attempt to look at the influence of conflict resolution or organizational performance using Kaduna State civil service as a case study with a view to proffering some solutions to industrial disputes or conflicts.
The following are the objectives of this study:
1. To examine the influence of conflict resolution and management in promoting and enhancing organizational performance.
2. To identify resolution mechanism, introduced by Kaduna state civil service in the resolution and management of conflict
1.4 STATEMENT OF THE HYPOTHESIS
This study formulated the following hypothesis:
Ho: Conflict resolution and management do not have significant influence on organizational performance
Hi: Conflict resolution and management have significant influence on organizational performance.
1.5 SIGNIFICANCE OF THE STUDY
This study is significant for the following reasons:
i) It is an attempt to bring into light the problems faced by the civil service in Nigeria most especially before and during strike action.
ii) The findings of this study is also significant to employee associations, trade unions, employers union, labour ministry, organizations and the society at large.
iii) It is an avenue for assessment of all the machineries put in place by the government to help in maintaining industrial peace in the Kaduna state civil service.
iv) Practicing managers will also find this study rich and ideal reference material as it recognizes ways and tools to tackle problem of industrial conflict management in public organizations.
v) It is imperative to study the role of Kaduna state civil service realizing the important part the workers and trade union play in national integration.
vi) Finally, to those in the academia and conflict researchers, this study will serve as a spring board for further investigation.
1.6 SCOPE OF THE STUDY
Industrial conflicts remains a problem that deserves to be minimized. This study will be restricted to the causes, effects or influence, and types of conflicts on organizational performance.
Therefore, this project is intended to examine the possible causes of civil service unrest and also look at what influence does conflict resolution have on the performance of public organizations. The study will source its data from the target respondents who are civil servants in Kaduna state and as well use secondary sources of data such as textbooks, journals and internet.
1.7 HISTORICAL BACKGROUND
The historical background of Kaduna state civil service can be traced to the defunct northern Nigerian regional public service which was itself an off-shoot of the public service of Nigeria and southern Cameroon which originated from the colonial service or the united kingdom.
Kaduna state formally known as north central state public service commission was created in 1954 along with the premier’s office and the minister of home affairs. The public service known before now was replaced by the civil service commission established in 1974 the Kaduna state civil service commission now operates in line with the reforms which came into being in 1986 under the regime of General Ibrahim Babaginda. The reform was designed to resolve the uncertainty in the role of the political head and that of his chief civil service leader and to infuse new life into the civil service giving it purpose and direction thereby overhauling it to make it more efficient and effective.
Kaduna state civil service which comprises all staff working under the state including ministries and local governments of the state. Kaduna state civil service is headed by the head of the state civil services permanent secretaries, directors and others etc.
1.8 DEFINITION OF TERMS
EMPLOYEE: This refers to any worker or persons that is employed by another person, organization or government.
EMPLOYER: This means a person, industry company, organization or government that pay people to work for them.
CIVIL SERVICE: This refers to workers of all grades (skilled and unskilled) who are gainfully employed in any organization belonging to the government or government agency or service other than the military.
MANAGEMENT: Those who coordinate and control resources towards achieving the objectives of an organization. This involves planning, organizing, coordinating and controlling the activities of the organization.
INDUSTRIAL CONFLICT: This refers to a conflict or dispute or difference of opinion between management and involves or employees on the terms of employment or other work related factors.
LABOUR/MANAGEMENT RELATIONSHIP: This refers to the process by which employers refers to the process by which employers and employees relate regarding the terms and conditions of employment.
COLLECTIVE BARGAINING: Is the process that involves the negotiation, drafting, administration and interpretation of a written agreement between employees of a union for a specific period of time.
TRADE UNION: Trade union is a group of workers with the ideology and believe who come together to negotiate with employers about wages, working conditions and other work related matters.
ORGANIZATIONAL HARMONY: This is the ideal state of peaceful existence and agreement between employers and employees in productivity.
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