Abstract
The study investigated the conflict management styles adopted in the Federal Polytechnic, Ede and the possible effects on the organizational performance of the institution since 1992. It focused on the causes, types, effects and strategies for managing conflicts with a view to suggesting ways of improving the performance and productivity of the school. The study employed descriptive research design and used questionnaire to collect data from 100 senior officer’s cadre of the institution. The research revealed that the major cause of organizational conflicts in the institution was related to communication and inter-group conflict was the main type observed. About 50% of the respondents believed that conflicts interfere with organization operations by way of wasted resources. About 74% believed that conflicts can be managed through collaboration and bargaining. It was established that gender, position held in the polytechnic, and experience influenced the opinion of senior staff officers on the causes, effects, and conflict management strategies in the polytechnic. To improve the relationship between management and other stakeholders, management should encourage the spirit of team work. Provision of basic facilities like office accommodation and furniture should be improved. The beginning and end of year briefings used in the institution should be sustained and made inspiring and motivational in nature. Management should adopt an open policy strategy so that different groups can move closer, collaborate and make some compromises where possible so that the objectives of setting up the polytechnic will be achieved.