Managing Conflict in OrganizationsTransaction Publishers, 31 Des 2010 - 311 halaman After much debate by business professionals, organizational conflict is now considered normal and legitimate; it may even be a positive indicator of effective organizational management. Within certain limits, conflict can be essential to productivity. This book contributes to the investigation of organizational conflict by analyzing its origins, forms, benefits, and consequences. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. Managing Conflict in Organizations is a vigorous analysis of the rational application of conflict theory in organizations. Conflict is inevitable among humans. It is a natural outcome of human interaction that begins when two or more social entities engage one another while striving to attain their own objectives. Relationships among people or organizations become incompatible or inconsistent when two or more of them desire a similar resource that is in short supply; when they do not share behavioral preferences regarding their joint action; or when they have different attitudes, values, beliefs, and skills. This book examines these root causes of organizational conflict and offers constructive perspectives on its consequences. |
Isi
| 1 | |
| 15 | |
Organizational Learning and Effectiveness | 33 |
Conflict Management Design | 45 |
Intrapersonal Conflict | 67 |
Interpersonal Conflict | 87 |
Intragroup Conflict | 117 |
Intergroup Conflict | 139 |
The Measurement of Conflict | 173 |
Epilogue | 203 |
Appendix A | 215 |
Appendix B | 241 |
References | 263 |
| 287 | |
| 295 | |
Ethics and Morality | 157 |
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Istilah dan frasa umum
5-factor model affective conflict amount of conflict analysis appropriate associated attainment Austin Daily Herald avoiding styles behavior Chapter compromising styles conflict involves conflict management conflict styles decision designed diagnosis disagreements discriminant validities discussed dominating style Don Nelson dysfunctional employees ethical factor analysis factor loadings five styles functional goals group members groupthink handling conflict handling interpersonal conflict handling such conflict Hormel implementation indicate individual integrating style intergroup conflict intervention Jehn Joan job performance leadership learning and effectiveness managing conflict measure minutes moral needed negotiation organizational conflict organizational effectiveness organizational learning organizational levels organizational members outcomes participants parties person position problem solving process conflicts Rahim Reference Group Norms relationship RNId ROCI-I ROCI–II role conflict Sample satisfaction of concerns social solutions staff Step strategies structural styles of handling subgroup leaders subordinates subscales substantive conflict task tion transactional analysis type of conflict UFCW wage workers