Managing Conflict in Organizations
Routledge (Verlag)
978-1-4128-5579-2 (ISBN)
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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 behavioural 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.
M. Afzalur Rahim
List of Tables and Figures Preface 1. Introduction Contributions from Various Disciplines Organizational Conflict Summary 2. Nature of Conflict Defining Conflict Threshold of Conflict Conflict and Competition Classifying Conflict Styles of Handling Interpersonal Conflict Summary 3. Organizational Learning and Effectiveness Defining Organizational Learning Types of Learning Organizational Effectiveness Characteristics of the Old Paradigm Conflict Management in the New Paradigm Summary 4. Conflict Management Design Nature of Conflict Management Contingency Approach Conflict Management Process Major Research Challenges Summary 5. Intrapersonal Conflict Types of Intrapersonal Conflict Role Role Conflict Role Ambiguity A Model of Role Conflict and Ambiguity Consequences of Role Conflict Managing Intrapersonal Conflict Summary 6. Interpersonal Conflict Prisoner's Dilemma A Model of Conflict Consequences of Interpersonal Conflict Negotiation Managing Interpersonal Conflict Summary 7. Intragroup Conflict Types of Groups Effects of Intragroup Conflict Managing Intragroup Conflict Summary 8. Intergroup Conflict Dynamics of Intergroup Conflict Effects of Intergroup Conflict Managing Intergroup Conflict Intervention Summary 9. Ethics and Morality Ethics and Morality Defined Behavioral Perspectives for Conflict Management Ethical Evaluation of Conflict Management Ethics and Leadership Structure Four Methods of Discourse Practical Methods and Conflict Management Styles Stages of Moral Development Conclusions Summary 10. The Measurement of Conflict Development of the ROCI–I Development of the ROCI–II Uses of the Inventories Summary 11. Epilogue A Design for Managing Conflict Ethics of Managing Conflict Measurement of Conflict Appendix A: Cases Case 1. Allen Manufacturing Corporation Case 2. New Employee at the Credit Union Case 3. Minnis Service Case 4. The Hormel Strike at Austin, Minnesota Appendix B: Exercises Exercise 1. Contract Building Exercise 2. Technique of Role Analysis Exercise 3. Job Design Exercise 4. Transactional Analysis Exercise 5. Managing Interpersonal Conflict Exercise 6. Team Building Exercise 7. Intergroup Problem Solving Exercise 8. Organizational Mirroring Exercise 9. Analysis of Task Interdependence References Author Index Subject Index
| Erscheint lt. Verlag | 30.8.2015 |
|---|---|
| Verlagsort | New York |
| Sprache | englisch |
| Maße | 152 x 229 mm |
| Gewicht | 430 g |
| Themenwelt | Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion |
| Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation | |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| Wirtschaft ► Volkswirtschaftslehre | |
| ISBN-10 | 1-4128-5579-9 / 1412855799 |
| ISBN-13 | 978-1-4128-5579-2 / 9781412855792 |
| Zustand | Neuware |
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