Thematische Bibliographien / Conflict management

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Auswahl der wissenschaftlichen Literatur zum Thema „Conflict management“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 30. Juli 2024

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Zeitschriftenartikel zum Thema "Conflict management"

Koibichuk, Vitaliia, Henryk Dzwigol und Svitlana Stenko. „Conflict Management in Health Care Institutions“. Health Economics and Management Review 2, Nr. 4 (2021): 71–77. http://dx.doi.org/10.21272/hem.2021.4-07.

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Conflicts negatively affect the teamwork atmosphere. They lead to a deterioration of the psychological microclimate and reduce employability and deteriorate workers’ health. The authors noted that conflicts arise from different points of view, interests, manners, and management styles of conflict parties. Thus, an essential skill of any health care leader is the ability to prevent conflicts, reduce their negative consequences, resolve disputes, and create an atmosphere of mutual intelligibility. This study is devoted to conducting theoretical and practical research on conflict management in healthcare to form proposals for reducing the conflict level in healthcare institutions. The research uses methods of a systematic approach, sociological survey, testing, questionnaires, systematization, comparison, and logical generalization. The practical analysis of the conflict management process was carried out in the municipal non-profit enterprise of the Sumy Regional Council «Regional Diagnostic Center in Shostka». The study sample consists of ten doctors and ten nurses. This study conducted the following questionnaires: «Are you a conflicted person?»; «Assessment of patients’ conflict personality»; «Assessment of personality conflict»; «Assessment of balance in conflicts and propensity to nervous breakdowns», K. Thomas’ test «Identification of behaviors in conflict situations», A. Asinger’s methods of diagnosing aggression in the relationship. The findings showed that nurses are characterized by a higher level of personal conflict than doctors. Besides, in most conflict situations, health professionals prefer cooperation as a tactic of negotiation in conflicts. However, a third of conflict situations are characterized by the parties’ «opposition». The results showed that the most common conflict situations are the doctor-doctor and nurse-nurse. Conflicts between doctor-patient and nurse-patient occurred approximately equally. 75% of respondents indicated an average level of aggression. Based on the obtained results, to prevent and reduce the number of conflicts in health care institutions, the authors emphasized the importance of counseling and psychological work to resolve disputes, creating conditions for positive psychological relations between health professionals and patients, active use of information, communication, social-psychological, organizational technologies of conflict management.

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LEPEYKО, Tetyana, Kateryna LOHINOVA und Elvin OMAROV. „ENHANCING ENTERPRISE MANAGEMENT SYSTEMS THROUGH CONFLICT MANAGEMENT TECHNOLOGIES“. Development Service Industry Management, Nr. 3 (28.12.2023): 83–89. http://dx.doi.org/10.31891/dsim-2023-3(12).

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Modern communication, both at the level of society and an enterprise, is accompanied by conflicts. The nature of conflict is the incompatibility of the goals of one entity with the goals of another entity, which is a natural inherent feature of human relations. The way a person reacts to a conflict determines the negative or positive outcomes of any conflict. For this reason, it is business leaders who have the opportunity to resolve conflicts with the most significant positive effect if they have complete information about the nature of conflicts, their sources, ways of responding to them, and resolving them. Conflict presents challenges but also presents rich opportunities for improved relationships and problem-solving. Skillful management of conflicts is an invaluable skill for everyone in leadership positions. For this reason, the study proposes to evaluate and consider the importance of communication with five conflict management styles in an organization according to the TKI model (Thomas Kilman Model). The research emphasizes the need for effective communication skills in managerial situations to resolve conflicts and optimize work. The research was based on a survey of twenty-two employees and managers with long-time experience in different organizations who have had their share of conflict and have a grasp on managing conflicts. The results of the investigation demonstrate that out of the five proposed conflict resolution styles according to the TKI model, the most significant number of respondents lean towards the collaborative style (working towards a goal), which is appropriate in conflict management, and that for collaboration to be practical, the need for fast and effective communication is critical. However, some organizations may focus less on conflict, which can have negative consequences and affect the morale of all stakeholders, including employees and employers. Based on the survey, the TKI model is the optimal conflict management approach. Consequently, developing practical communication skills is crucial for managers, administrators, and stakeholders to manage conflicts and enhance productivity.

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Caputo, Andrea, Giacomo Marzi, Massimiliano Matteo Pellegrini und Riccardo Rialti. „Conflict management in family businesses“. International Journal of Conflict Management 29, Nr. 4 (13.08.2018): 519–42. http://dx.doi.org/10.1108/ijcma-02-2018-0027.

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PurposeThe purpose of this study is to map the intellectual structure of the field of conflict management and the field of family business to the investigation of conflicts in family firms, with the aim of contributing to the further integration of knowledge between the two fields.Design/methodology/approachFamily conflicts and work–family balance issues also received a lot of attention, yet studies in conflict management still seem to overlook a thorough investigation of conflict in family businesses. Conflict is a major aspect of family businesses, which differs highly from non-family businesses, and offers an important research avenue for conflict management scholars to contribute to the investigation of major characteristics of organisations that constitute a large part of the value created in the world.FindingsThe results of a bibliometric analysis and systematic literature review show that studies concerning conflict in family business aggregate around three clusters: organisational conflicts; firm growth and conflicts; and family control, performance and conflicts. An interpretative framework is also developed to interpret how antecedents, conflicts and growth dynamics in family business influence performances. Findings show how family conflicts and work–family balance issues received a lot of attention, yet studies in conflict management still seem to miss a thorough investigation of conflict in family businesses.Originality/valueThis paper contributes to the field of conflict management and family business by providing a systematic analysis of knowledge and family firms. This paper can be a starting point for researchers interested in understanding how conflicts affect family businesses.

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Todorova, Gergana, Kenneth Tohchuan Goh und Laurie R. Weingart. „The effects of conflict type and conflict expression intensity on conflict management“. International Journal of Conflict Management 33, Nr. 2 (29.10.2021): 245–72. http://dx.doi.org/10.1108/ijcma-03-2021-0042.

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Purpose This paper aims to add to the current knowledge about conflict management by examining the relationships between conflict type, conflict expression intensity and the use of the conflict management approach. Design/methodology/approach The authors test theory-based hypotheses using a field study of new product development teams in an interdisciplinary Masters program (Study 1) and an experimental vignette study (Study 2). Findings Results show that people are more likely to respond to task conflict and conflicts expressed with less intensity using collectivistic conflict management approaches (i.e. problem-solving, compromising and yielding), and to relationship conflicts and conflicts expressed with higher intensity through forcing, an individualistic conflict management approach. Information acquisition and negative emotions experienced by team members mediate these relationships. Practical implications Knowing how the characteristics of the conflict (type and expression intensity) affect conflict management, managers can counteract the tendency to use dysfunctional, forcing conflict management approaches in response to high intensity conflicts, as well as to relationship conflicts and support the tendency to use collectivistic conflict management approaches in response to low intensity conflict, as well as task conflicts. Originality/value The authors examine an alternative to the prevailing view that conflict management serves as a moderator of the relationship between conflict and team outcomes. The research shows that conflict type and intensity of conflict expression influence the conflict management approach as a result of the information and emotion they evoke. The authors open avenues for future research on the complex and intriguing relationships between conflict characteristics and the conflict management approach.

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MELNYCHENKO, Oleksandr, und Maksym MELNYCHENKO. „CONFLICTS IN PROJECT MANAGEMENT OF BUSINESS STRUCTURES“. Herald of Khmelnytskyi National University. Economic sciences 308, Nr. 4 (28.07.2022): 26–30. http://dx.doi.org/10.31891/2307-5740-2022-308-4-4.

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Based on the results of the analysis, it was concluded that the successful implementation of any project and meeting the needs of its stakeholders depends on the professional and competent abilities, skills and abilities of the team, as well as the leadership qualities of the project manager and his ability to avoid or prevent the impact of conflicts. The expediency of implementing the conflict management component into the methodical support of project management of the business structure has been proven, which consists of: planning of business project conflict management, conflict identification, conflict analysis, conflict response planning, conflict response implementation, and conflict monitoring. The final list will depend on the type of business structure, the direction of activity and the scale of the project. The purpose of such actions is to obtain a conscious and controlled level of risk in relation to the implementation of the project and the creation of value for the team (social and economic results). Conflicts within a business project can often arise at two levels: 1) individual (conflicts that affect the achievement of individual project goals); 2) general management (conflicts that arise from a combination of individual conflicts, accumulated problems, stresses, force majeure, etc., and which will affect the implementation of the entire project). The project manager should be clearly aware of the consequences that destructive conflicts can lead to and how to improve the impact of constructive conflicts on the results of the project. It was concluded that conflicts can arise during the entire life cycle of an entrepreneurial project, therefore, the project conflict management process should be permanent, from the birth of a business idea to its successful completion and satisfaction of the goals of stakeholders planned in the project. The nature of the occurrence of conflicts in the field of project management of business structures has been investigated. It was found that the formation of a quality project management mechanism of business structures should be based on quality monitoring of conflict situations both in the external and internal environment. The situation becomes more complicated for the manager when implementing projects within the framework of a global or multinational strategy, when one should take into account the peculiarities of the mentality of the target audience, the probability of a conflict of interests of stakeholders and differences in the legal field of business implementation. In this regard, issues of implementation of the main provisions of Ukrainian legislation on these issues into the European legal space, as well as the corporate culture of the business structure itself, are of scientific interest.

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Abramova, L. „COMMUNICATION MANAGEMENT VIA NEUROGRAPHICA“. East European Scientific Journal 4, Nr. 12(76) (28.01.2022): 51–54. http://dx.doi.org/10.31618/essa.2782-1994.2021.4.76.220.

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The article presents information regarding communications at the society; conflicts and conflict situations; causes of conflicts and strategic plan of resolving; neurographica and its methods, resolving conflicts and conflict situations; management communication via neurographica

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STADNIYCHUK, Roman. „FEATURES OF ADAPTIVE MANAGEMENT OF SOCIAL CONFLICTS IN PUBLIC POWER“. Herald of Khmelnytskyi National University. Economic sciences 304, Nr. 2(2) (18.03.2022): 261–66. http://dx.doi.org/10.31891/2307-5740-2022-304-2(2)-41.

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The article examines the features of adaptive management of social conflicts in public power. Conflicts are unavoidable and can be constructive or destructive. Thus, conflict management is a major part of practice, and especially managers and managers spend a lot of time preventing and intervening in conflicts of all kinds. The method of conflict management reflects key elements of organizational culture or socially general norms and is called the culture of organizational conflict in public power Social conflict can be understood by using the following synonyms: clash, tension, crisis, struggle, or friction. Although these words themselves are inadequate, in providing an acceptable definition, they are a repeating decimal part of a typical conflict. It is important to note that active conflict detection as a means of obtaining information requires a reasonable approach, as this can provoke an undesirable escalation of the conflict. Therefore, it is necessary to implement appropriate comprehensive procedures for mitigating the consequences of social conflicts. Conflict management should be adapted to specific conditions. Conclusion dilemmas inherent in the process of assessing the impact and participation of the public, such as the paradox of public participation and the problem of public goods, require new approaches to conflict management. Proactive conflict management, which includes early information about stakeholder attitudes as a potential limitation and early consideration of long-term benefits depending on the type of interaction, can be useful. Moreover, it may be useful to change views on the properties of social conflicts: an interested attitude to conflict situations, considering them as a valuable source of information, can create opportunities for new solutions to complex problems in public power.

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Rismayadi, Budi. „Conflict Management Strategies in Human Resources Management Work Teams“. Neo Journal of economy and social humanities 3, Nr. 1 (15.04.2024): 58–63. http://dx.doi.org/10.56403/nejesh.v3i1.183.

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This research aims to investigate effective conflict management strategies in the context of human resource management (HR) work teams. Conflict in the workplace, especially in HR teams, can be a significant challenge that affects productivity and harmony among team members. This research uses a qualitative approach with descriptive methods. The research results show that the implementation of conflict management strategies in human resource management work teams has a significant positive impact in improving harmonious and productive working relationships in the workplace. By implementing an open communication approach, teams can easily share information, express opinions, and resolve conflicts more effectively. Collaborative conflict resolution also allows team members to work together to find a solution that is satisfactory for all parties involved, thereby reducing the possibility of larger conflicts arising in the future. Additionally, through developing communication skills, team members can improve their ability to listen, express thoughts clearly, and understand others' perspectives, all of which are important aspects of managing conflict wisely.

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Ivanova, N. S. „CONFLICT MANAGEMENT IN THE PERSONNEL MANAGEMENT SYSTEM“. Visnyk of Donetsk National University of Economics and Trade named after Mykhailo Tugan-Baranovsky, Nr. 1 (76) 2022 (2022): 7–15. http://dx.doi.org/10.33274/2079-4819-2022-76-1-7-15.

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Objective. The objective of the article is to summarize the theoretical developments on conflict management in the personnel management system Methods. To achieve the objective, methods of theoretical generalization, analysis and synthesis, logical generalization, analogies, comparative comparison, formal and substantive modeling are used. Results. It is proved that modern conflict theories follow two main approaches: conflict as a negative phenomenon; conflict as a basis for achieving better results, as well as the impetus for change and development of the organization itself. For a company’s climate, direct conflict is sometimes more beneficial than a climate of constant doubt and constant failure. Understanding the source of conflict increases the likelihood of effective conflict management. Conflict management involves solving two strategic tasks: conflict prevention and finding ways to end it constructively. The author comes to the conclusion that conflict management should become a subsystem of the personnel management system, which will increase the number of positive and reduce the negative consequences of conflicts. The strategic approach to conflict management, which is implemented through the coordination of goals and objectives of the conflict management system with the goals and objectives of the organization. This is justified by the difference in organizations in their structure, culture and goals, and therefore different needs in conflict management. Meeting these needs requires managers to develop and apply conflict management techniques that are consistent with the organization’s goals, existing culture, and organizational structure. That is why managers at different levels need to be taught the basics of behavior management, with an emphasis on conflict management.

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Polinkevych, Oksana. „Conflict Management Technologies in Hotel and Restaurant Business“. Restaurant and hotel consulting. Innovations 5, Nr. 1 (30.06.2022): 23–36. http://dx.doi.org/10.31866/2616-7468.5.1.2022.260869.

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Topicality. In modern conditions, conflicts in hotel and restaurant business are intensified. Such phenomena slow down and unbalance their development, as well as cause the liquidation of enterprises. This is a natural process. Therefore, it is important to learn how to manage them. Opposites and contradictions are inevitable in the enterprises activities of the service sector, as they are based on the communicative level. The aim of the article is to determine conflict management technologies in hotel and restaurant business using conflict theories. Research methods. The study used general scientific methods: induction and deduction – to generalize opinions on conflict theories, technologies and conflict management in hotel and restaurant business; abstraction, theoretical analysis and synthesis – in determining approaches to conflict management strategy in hotel and restaurant business; comparison – in highlighting the causes of conflicts; generalization – for the construction of conflict management technology in hotel and restaurant business, the algorithm for working with conflicts in hotel and restaurant business; inference – in building the basic patterns of reaction to resistance, the rules of successful conflict management in hotel and restaurant business. Research results. Conflict theories are identified and their evolution is shown. It is established that conflict management is an inevitable process, and stems from the service sector peculiarities. It is noted that conflict management technologies should include development strategy, strategic aims, conflict management strategies, problems of conflicts appearance, patterns of response to resistance, conflict management models. Rules for successful implementation of conflict management technologies are elaborated as well. Conclusions and discussions. It is determined that hotel and restaurant business is changing, that conflicts and contradictions are inevitable. They are exacerbated by COVID-19. An algorithm for dealing with conflicts in hotel and restaurant business are elaborated. It contains 5 steps: listening, concretization, compassion, variability, gratitude for feedback. Marker words that should be used in resolving conflicts are suggested.

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Dissertationen zum Thema "Conflict management"

Can, Levent. „Ethnic conflicts and governmental conflict management“. Thesis, Monterey, Calif. : Naval Postgraduate School, 2006. http://bosun.nps.edu/uhtbin/hyperion.exe/06Dec%5FCan%5FDA.pdf.

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Thesis (M.S. in Defense Analysis)--Naval Postgraduate School, December 2006.
Thesis Advisor(s): Peter Gustaitis. "December 2006." Includes bibliographical references (p. 81-83). Also available in print.

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Hasan, Md Didarul. „Natural Resources, Conflicts, and Conflict Management“. OpenSIUC, 2016. https://opensiuc.lib.siu.edu/dissertations/1177.

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This dissertation examines, both theoretically and empirically, the effects of international policies, especially of sanctions, on conflicts. In theoretical analysis, we consider conflicts (both civil and inter-state) related to natural resources and examine how sanctions on natural resource exports affect the intensity of conflicts. However, for the empirical analysis, we consider only the civil conflicts and examine how international sanctions affect the duration of civil conflicts. In chapter 1, we develop a two-period general equilibrium model on the relationship between natural resources and civil conflicts. Contrary to the most of the existing literature, we assume that resource extraction and wage rate are endogenous during the conflict. We find that the effects of current international sanctions on civil conflict depend critically on whether the budget constraints of the warring groups are binding or non-binding, and whether wage rate is exogenous or endogenous. Under both binding and non-binding budgets, the current sanction can be counter-productive. However, a threat of future sanction reduces conflict intensity, when the budget constraint is non-binding. An improvement in agricultural productivity may also limit the conflict. Our results also suggest that the most effective policy for conflict resolution would be bilateral piece-meal reduction in war efforts. Chapter 2 develops a two-period general equilibrium model linking natural resources to inter-state conflict, treating resource extraction and wage rate are endogenous. First, we characterize the war equilibrium and derive a number of properties of it. Second, we examine the effects of different types of trade sanctions imposed by the international community on war efforts of the two countries. We find that a temporary current sanction on both countries, or even on one of the countries, will be counter-productive, and an anticipated future sanction on both countries will unambiguously reduce war intensity. Whether an anticipated future sanction on one of countries will reduce war intensity will depend on the level of resource stock; the effect of a permanent sanction on both countries is ambiguous: war intensities will fall only if the resource stocks of the countries are sufficiently high. Finally, in chapter 3, we examine empirically the effects of international sanctions on the expected duration of civil conflicts. Contrary to the most of the previous findings, we find that sanctions reduce the expected duration of civil conflicts. Our finding is robust for different controls, different parametric models, and with consideration of endogeneity of sanctions. However, not all types of sanction are equally successful in shortening conflicts. Total economic embargoes and arms sanctions are effective, but trade sanctions, aid suspension, and other sanctions do not work. We also find that both multi-lateral and unilateral sanctions (mainly US sanctions) can reduce duration of civil wars.

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Muhindi, Solomon Peter Kavai. „Conflict management in Kenyan electoral conflict: 2002-2012“. Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/12286.

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In the recent years, majority of African countries have been faced by conflicts during election periods. Some of the electoral related conflicts escalated into violence, and they have been transformed or managed. While other electoral related conflicts have just been prevented during the election periods but remain latent conflicts that would escalate triggered by future elections. This study focuses specifically on electoral conflicts in Kenya and its conflict management perspective from 2002-2013. To transform and manage the conflict, peacebuilding initiatives have been integrated in the study. The prime actors in Kenya electoral conflict includes the; the ruling party coalition, the leading opposition coalition and ethnic groupings affiliated to the ruling party and opposition. Other peripheral actors include: the Independent, Electoral and Boundary Commission (IEBC), the International Criminal Court (ICC) and the judiciary. Triangulation (the combination of two or more methods of collecting and analysing data) has been adopted both in data collection and analysis. Focus group interviews, selected individual interviews, and literature reviews were used to collect data, while research findings were analysed systematically using the constructivist grounded theory. Moreover, the liberal peace theory, Institutionalisation before Liberalisation (IBL) and findings from other researchers like (Elder, Stigant and Claes 2014:1-20), and the Afrobarometer research findings (Kivuva 2015) have been used to authenticate the research findings. Research findings indicates that claims of election rigging, numerous institutional failures, negative ethnicity and economic disparity, among other factors heighten the fear and anxiety that escalates during elections. Towards achieving peacebuilding and sustainable peace, the following reforms were undertaken: constitutional changes and reviews, electoral body reform, judicial reform, pursuit of transitional justice, extensive range of local initiatives reforms and police reforms. However, findings in the study also reveal that despite the latter reforms, peacebuilding measures have been short-term, temporal, and not fully successful, leaving behind a latent conflict that could be triggered again with future electoral conflicts. Besides that, negotiation, dialogue and mediation played a role in restoring trust and confidence in the democratic structures after escalated elections. We also recommend that multi-ethnic composition for electoral coalitions should also be adopted as a means to mitigate ethnic triggered conflicts.

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Tselitan. „CONFLICT MANAGEMENT IN TEAMWORK“. Thesis, Київ 2018, 2018. http://er.nau.edu.ua/handle/NAU/33922.

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Ng, Peng Man. „Conflict management styles and trust“. Thesis, University of Macau, 2006. http://umaclib3.umac.mo/record=b1637049.

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Plaatjes, Carlton Henry. „Assessing conflict and management interventions“. Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1018930.

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Human resource management, or people management, is concerned with the philosophies, policies, programmes, practices and decisions that affect the people who work for an organisation. The various people management functions are aimed at helping the organisation achieve its strategic goals and as such are an integral part of the management process. People management consists of several aspects and sub-divisions of which pro-active conflict handling and management is one and which is also the subject of this study. The objective of this study was to assess causes of conflict and interventions and styles of conflict management in the workplace. Workplace politics, change management, diversity, cultures and religious views are but a few major sources for the emergence of conflict. We are currently in the era of fast change or more aptly put “hyperchange” and conflict is inevitable and management styles can also create and/or escalate conflict situations including, the composition of diversity in the workplace. This adds to the new challenges of management. Organisations in this decade need to acknowledge that their management styles of days gone by are not relevant anymore and one must understand to recognise conflict and resolve it in an appropriate manner. This study assessed the major causes of conflict in the workplace and whether the managerial style of managers and management interventions impacts on the overall conflict situations experienced by staff members in organisations in Cape Town and Windhoek. It also gave an indication if interventions and conflict management training/programmes are in place or used, if at all. Sometimes conflict is resolved successfully or unsuccessfully and what impact it has on the managers, his/her staff and colleagues and the organisation as a whole. This can have a detriment impact on the business and the culture within the organisation and which could result in or give rise to high labour turnover, underlying unhappy staff and disempowerment of managers and staff and poor production and service levels.

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Savage, Denise. „Business networks and conflict management“. Thesis, Queen's University Belfast, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.534605.

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Sorrentino, Eugenia Polizzi Di. „Conflict management in capuchin monkeys“. Thesis, Liverpool John Moores University, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.521732.

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Naidoo, Kameshni. „Workplace conflict : the line manager's role in preventing and resolving workplace conflict“. Thesis, Stellenbosch : Stellenbosch University, 2012. http://hdl.handle.net/10019.1/95588.

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Thesis (MBA)--Stellenbosch University, 2012.
ENGLISH ABSTRACT: The costs of conflict within organizations is higher than is often realized due, amongst others, to lowering morale and lower productivity of employees. One of the most common reasons provided during exit interviews when employees resign from organizations, is the manner in which conflicts were addressed by management. A high turnover of employees has a significant cost to organizations as companies have to spend more money to recruit new employees than they would have needed to had the conflicts that had arisen were effectively resolved. Often as a result of poor conflict resolution within organizations, companies are faced with high litigation costs when employees seek resolution from labour courts and other dispute resolution bodies. The main objective of this study was to identify the role line managers play in resolving and preventing conflicts and to establish strategies that line managers can implement when faced with conflict in their teams. The research methodology for this study first involved a study of relevant literature to determine the theory regarding conflict resolution within organizations. Research reports, dissertations, internet websites, articles and books were used in an attempt to formulate a theoretical basis for this study. Thereafter an empirical survey was conducted among employees of an organization that had already undergone a restructuring process as well as an organization that is currently undergoing a restructuring in order to determine the employees’ views on how conflict within their organizations has been or is being resolved. Questionnaires were formulated by the writer and submitted to responders. The reason the writer had used organizational restructuring as a point of departure for the empirical study, is that organizational restructuring is an example of a project within companies whereby many conflicts arise and line managers need to be proficient in being able to handle these conflicts as well as be able to prevent conflicts from arising. Finally, an analysis of the empirical study was performed so that adequate and relevant conclusions and recommendations could be established.
AFRIKAANSE OPSOMMING: Die koste van konflik binne organisasies is hoër as wat dikwels besef as gevolg van, onder andere, tot die verlaging van moraal en laer produktiwiteit van werknemers. Een van die mees algemene redes wat gedurende afrit onderhoude wanneer werknemers van organisasies bedank, is die wyse waarop konflikte deur die bestuur aangespreek is. 'N hoë omset van die werknemers het 'n beduidende koste vir organisasies as maatskappye het meer geld te spandeer om nuwe werknemers te werf as wat hulle sou nodig het om die konflikte wat ontstaan het is effektief opgelos. Dikwels as gevolg van swak konflikoplossing binne organisasies, maatskappye uitgedaag word met 'n hoë litigasie koste wanneer werknemers soek resolusie van arbeid howe en ander geskilbeslegting liggame. Die hoofdoel van hierdie studie was om te identifiseer die rol lynbestuurders speel in die oplossing en voorkoming van konflikte en strategieë wat lynbestuurders kan implementeer wanneer hulle gekonfronteer word met die konflik in hul spanne te vestig. Die navorsingsmetodologie vir hierdie studie het die eerste keer betrokke by 'n studie van die relevante literatuur om die teorie te bepaal ten opsigte van konflikhantering binne organisasies. Navorsingsverslae, proefskrifte, internet webtuistes, artikels en boeke is gebruik in 'n poging om 'n teoretiese grondslag vir hierdie studie te formuleer. Daarna was 'n empiriese opname uitgevoer onder die werknemers van 'n organisasie wat reeds 'n proses van herstrukturering ondergaan sowel as 'n organisasie wat tans herstrukturering ondergaan om die werknemers se menings te bepaal oor hoe konflik binne hul organisasies opgelos was en/of huidiglik opgelos word. Vraelyste is deur die skrywer geformuleer en aan individue uitgehandig. Die rede waarom die skrywer gebruik het organisatoriese herstrukturering as 'n punt van vertrek vir die empiriese studie, is dat organisatoriese herstrukturering is 'n voorbeeld van 'n projek binne maatskappye waarby baie konflikte ontstaan en lynbestuurders moet vaardig wees in staat is om hierdie konflikte te hanteer, asook in staat wees om die ontstaan van konflikte te voorkom. Ten slotte is 'n ontleding van die empiriese studie uitgevoer sodat voldoende en relevante gevolgtrekkings en aanbevelings vasgestel kon word.

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Rhodes, Gloria. „Conflict resolution and conflict transformation practice is there a difference? /“. Fairfax, VA : George Mason University, 2008. http://hdl.handle.net/1920/3418.

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Thesis (Ph.D.)--George Mason University, 2008.
Vita: p. 253. Thesis director: Wallace Warfield. Submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Conflict Analysis and Resolution. Title from PDF t.p. (viewed Mar. 16, 2009). Includes bibliographical references (p. 235-252). Also issued in print.

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Bücher zum Thema "Conflict management"

Proksch, Stephan. Conflict Management. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31885-1.

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Brown, Bettina Lankard. Conflict management. Columbus, OH: ERIC Clearinghouse on Adult, Career, and Vocational Education, Center on Education and Training for Employment, College of Education, the Ohio State University, 1998.

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Owsiak, Andrew P., J. Michael Greig und Paul F. Diehl. International Conflict and Conflict Management. London: Routledge, 2023. http://dx.doi.org/10.4324/9781003380832.

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McCorkle, Suzanne, und Melanie J. Reese. Personal Conflict Management. 2nd edition. | New York : Routledge, 2017. | Revised edition of the authors’: Routledge, 2017. http://dx.doi.org/10.4324/9781315453811.

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Melanie, Reese, Hrsg. Personal conflict management. Boston: Allyn & Bacon, 2009.

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name, No. Regional conflict management. Lanham, MD: Rowman & Littlefield, 2003.

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F, Diehl Paul, und Lepgold Joseph, Hrsg. Regional conflict management. Lanham, Md: Rowman & Littlefield, 2003.

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Swanström, Niklas L. P. Conflict, conflict prevention and conflict management and beyond. Stockholm: Institute for Security and Development Policy, 2005.

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Sengati, Philemon. Introduction to conflict and conflict management. Dar es Salaam: Mkuki na Nyota Publishers Limited, 2019.

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Borisoff, Deborah. Conflict management: A communication skills approach. 2. Aufl. Boston, Mass: Allyn and Bacon, 1998.

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Buchteile zum Thema "Conflict management"

Fahed-Sreih, Josiane. „Conflict Management“. In Conflict in Family Businesses, 23–51. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62852-3_2.

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Doppler, Klaus, und Christoph Lauterburg. „Conflict Management“. In Managing Corporate Change, 279–93. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-662-04526-8_19.

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Halford, W. Kim, Jemima Petch und Debra Creedy. „Conflict Management“. In Clinical Guide to Helping New Parents, 59–86. New York, NY: Springer New York, 2015. http://dx.doi.org/10.1007/978-1-4939-1613-9_4.

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Ertürk, Egemen. „Conflict Management“. In Encyclopedia of Sustainable Management, 689–92. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25984-5_982.

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Singh, Chandrani, und Aditi Khatri. „Conflict Management“. In Principles and Practices of Management and Organizational Behavior, 481–514. London: Routledge India, 2023. http://dx.doi.org/10.4324/9781032634258-15.

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Fujishin, Randy. „Conflict Management“. In Natural Bridges in Interpersonal Communication, 159–82. Second edition. | London ; New York : Routledge, 2020. | Revised edition of: Natural bridges : a guide to interpersonal communication / Randy Fujishin. c2012.: Routledge, 2019. http://dx.doi.org/10.4324/9780429196935-8.

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Simsa, Ruth. „Conflict Management“. In Future of Civil Society, 479–92. Wiesbaden: VS Verlag für Sozialwissenschaften, 2004. http://dx.doi.org/10.1007/978-3-322-80980-3_25.

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Egan, Jean. „Conflict Management“. In Clinical Laboratory Management, 272–80. Washington, DC, USA: ASM Press, 2014. http://dx.doi.org/10.1128/9781555817282.ch13.

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Terry, Douglas B. „Conflict Management“. In Replicated Data Management for Mobile Computing, 57–67. Cham: Springer International Publishing, 2008. http://dx.doi.org/10.1007/978-3-031-02477-1_6.

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Swann, Patricia. „Conflict Management“. In Cases in Public Relations Management, 168–256. Third edition. | New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315109589-17.

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Konferenzberichte zum Thema "Conflict management"

Popovic, Kresimir, und Zeljko Hocenski. „Conflict management“. In 2009 ICSE Workshop on Leadership and Management in Software Architecture, LMSA. IEEE, 2009. http://dx.doi.org/10.1109/lmsa.2009.5074859.

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Hisarciklilar, Onur, Keyvan Rahmani und Vince Thomson. „A Conflict Detection Approach for Collaborative Management of Product Interfaces“. In ASME 2010 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/detc2010-28464.

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In complex products, maintaining subsystem consistency throughout the design process is often a time-consuming process of document exchange among cooperating functions. This paper describes a conflict management approach that lead to the computer-aided management of the product specification conflicts that happen due to the integration of subsystems. In order to define a framework, a systematic interface representation which proposes building generic interface schemes for subsystem connectivity representation is described. Based on this methodology, a functional architecture of the proposed conflict management method, along with generic exception taxonomy of conflicts is developed. The applicability of the proposed concepts is discussed through illustrative examples. The proposed methodology is intended to allow automatic detection and handling of interface connectivity errors throughout collaborative design processes.

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Paresashvili, Nino, Nanuli Okruashvili Okruashvili, Ketevan Chitaladze und Maia Nikvashvili. „MANAGING ORGANIZATIONAL CONFLICT IN THE PROCESS OF INCREASING EFFECTIVE PERFORMANCE“. In 13th International Scientific Conference „Business and Management 2023“. Vilnius Gediminas Technical University, 2023. http://dx.doi.org/10.3846/bm.2023.967.

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The purpose of the research is to determine the impact of organizational conflicts and the stressful environment created on the basis of it the productivity of employees. Based on the goal, 3 tasks were set: determining the level of employee satisfaction and engagement; revealing the frequency of conflict situations in the work environment; determination of mechanisms for overcoming conflict situations. In order to present this, appropriate applied methods are used: 520 employees of enterprises operating in Georgia were interviewed; the gathered information was grouped and processed in the statistical program. The main result is that the stressful environment created on the basis of conflicts at work has a rather negative impact on the work capacity of the staff.

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Yusuf, A. S., und J. H. C. Pretorius. „Conflict management in projects“. In 2017 IEEE AFRICON. IEEE, 2017. http://dx.doi.org/10.1109/afrcon.2017.8095588.

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Popova, Olena, Liudmyla Holubnycha, Liudmyla Zelenska, Valentyna Simonok und Alla Balatsynova. „DEVELOPMENT OF CONFLICT MANAGEMENT SKILL WITH LAW UNIVERSITY STUDENTS“. In 9th SWS International Scientific Conferences on SOCIAL SCIENCES - ISCSS 2022. SGEM WORLD SCIENCE, 2022. http://dx.doi.org/10.35603/sws.iscss.2022/s08.081.

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As law enforcement officers work in the system person-person they must possess the ability to stop conflicting parties� opposition, resolve conflicts on the basis of the rule of law. So developing conflict managing skill is crucial in professional training of future law enforcement officers. The article purpose is to identify the impact of the pedagogical conditions of the development of future law specialists� ability to resolve conflicts on the level of this skill development. Research methods were the following: general theoretical ones (analysis, synthesis, induction, deduction); general empirical ones (observation, pedagogical experiment, adapting techniques: �Tolerance Index�, �Methods of diagnostics of the communicative installation� etc.); statistic methods (criterion X2 ). An experiment was conducted on the basis of Yaroslav Mudryi National Law University (Kharkiv, Ukraine). The sample was 144 persons. Two experimental groups were created. In E1 (n = 52) the effectiveness of the pedagogical conditions (creation of a cultural and educational environment aimed at educating humanistic values of students; mastery of knowledge on conflict resolution; creation of various professional cases) was checked in the process of teaching law students and their internship. In E2 (n = 48) extracurricular educational activities were added to the above work. In control group C (n = 44), there was no mentioned purposeful activity. The research results: the number of law students with a high level of conflict management skill in group E1 +26.9%, in group E2 +41.7%, in group C +18.2%. The conclusion is about the importance of the complex application of the mentioned pedagogical conditions that may be effectively adapted for developing conflict managing skill in the professional training of other specialists.

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Oruwari, Humphrey Otombosoba. „Assessment of Conflict Management in Niger Delta and Implications for Sustainable Development of Oil and Gas in Nigeria“. In SPE Nigeria Annual International Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/208224-ms.

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Abstract Nigerian oil and gas industry have over the years witnessed incessant conflicts between the stakeholders, particularly the host communities in Niger Delta region and the oil and gas companies in partnership with the Federal Government. Conflict which is here defined as manifestation of disagreement between individual and groups arising from differing and mutually incompatible interests has both positive and negative effects depending on how it was managed. Managing conflicts is all about limiting the negative aspects. The study examined conflicts management in Nigeria oil and gas industry and how best the positive elements of conflicts can be maximally exploited for the mutual benefit of both oil and gas company and the host communities in Niger Delta. The study adopted the multidisciplinary approach, literature review, case study and relied on secondary sources using analytical method of data analysis. The study findings revealed that the major factors that precipitate conflicts between the oil and gas industry and host communities in Niger Delta include economic, social, political, and ecological factors. There are available strategies that can be used in conflict management. These include avoiding, accommodating, or smoothing, competing, or forcing, compromising, and collaborating. Any of these strategies can be used to manage conflict depending on the situation, the environment factor, and the nature of the conflict. The problem is that the oil and gas companies in partnership with the Nigerian government often adopted the wrong approach in dealing with the conflict with host communities, using avoiding or forcing strategies. The study recommends collaboration strategy which ensues long term-term solution to mutual benefits.

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Stojanovska, Slagjana, und Kristina Velichkovska. „COMMUNICATION DIFFERENCES AND CONFLICT RESOLUTION IN INTERNATIONAL BUSINESS ENVIRONMENT“. In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.85.

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This paper aims to examine the challenges of cross-cultural communication in multicultural teams and the resolution of conflicts arising during that process of communication. For this purpose, a survey was conducted on individuals coming from various cultural backgrounds to determine how cultural differences affect the organizational communication styles, their perception of conflict situations and the choice of conflict resolution procedures. The study is underpinned by a literature review of cross-cultural communication and theories on culture, conflict resolution and multicultural team dynamics. Hofstede’s Cultural Dimensions Theory will be used to define the cultural differences using four dimensions: power distance, uncertainty avoidance, individualism vs collectivism, and masculinity vs femininity. The outcome of the study assesses the intercultural communication competence of employees in North Macedonia and gives recommendations on how to improve communication and avoid conflicts that plague multicultural teams.

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Myers, Karen L., und David N. Morley. „Conflict management for agent guidance“. In the first international joint conference. New York, New York, USA: ACM Press, 2002. http://dx.doi.org/10.1145/545056.545067.

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Dachri, Harun, Gustiana Kambo und Muhammad Muhammad. „Kajang Customary Forest Conflict Management“. In Proceedings of the International Conference on Economic, Management, Business and Accounting, ICEMBA 2022, 17 December 2022, Tanjungpinang, Riau Islands, Indonesia. EAI, 2023. http://dx.doi.org/10.4108/eai.17-12-2022.2333192.

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Giordano, Raffaele. „A fuzzy conflict measure for conflict dissolution in drought management“. In 2010 IEEE International Conference on Computational Intelligence for Measurement Systems and Applications (CIMSA). IEEE, 2010. http://dx.doi.org/10.1109/cimsa.2010.5611765.

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Berichte der Organisationen zum Thema "Conflict management"

Mathiasen, Flemming. The African Union and Conflict Management. Fort Belvoir, VA: Defense Technical Information Center, März 2006. http://dx.doi.org/10.21236/ada449366.

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Locke, Christine A. Chinese Methods of Interpersonal Conflict Management. Fort Belvoir, VA: Defense Technical Information Center, Mai 2007. http://dx.doi.org/10.21236/ada470802.

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Frank, Aaron B. Pre-Conflict Management Tools: Winning the Peace. Fort Belvoir, VA: Defense Technical Information Center, Februar 2005. http://dx.doi.org/10.21236/ada434726.

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Rendeiro, John. The Spanish Mosaic: a Conflict Management Model for Regionalism. Fort Belvoir, VA: Defense Technical Information Center, März 1999. http://dx.doi.org/10.21236/ada363953.

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Research Institute (IFPRI), International Food Policy. Addressing conflict through collective action in natural resource management. Washington, DC: International Food Policy Research Institute, 2013. http://dx.doi.org/10.2499/capriwp112.

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Morales, Bruce L. Role Conflict: The Impediment to Joint Theater Logistics Management. Fort Belvoir, VA: Defense Technical Information Center, Mai 2012. http://dx.doi.org/10.21236/ada564039.

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Widding, Steinar, Asbjørn Grimsmo, Kirsti Jacobsen und Annik Apall Austad. Conflict Prevention and Management. A Survival Kit for Small Workplaces. Oslo: Arbeidsforskningsinstituttet, 2012. http://dx.doi.org/10.7577/afi/fou/2012/1.

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Boutellis, J. Arthur. The Changing Role of Conventional Arms Control in Preventing and Managing Violent Conflicts. UNIDIR, November 2018. http://dx.doi.org/10.37559/caap/18/pacav/06.

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The excessive accumulation, uncontrolled proliferation and misuse of conventional weapons exacerbates and prolongs the violence and civilian harm caused by conflicts. The United Nations Secretary-General’s Agenda on Disarmament called for an examination of “how measures for disarmament and arms control contributes to processes for conflict prevention, management and resolution.” The publication sets out practical entry points where arms control already supports and reinforces conflict prevention and management efforts, as well as providing key reflections on how the United Nations system and Member States could further integrate arms control into their preventive and conflict management thinking and actions.

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Priscoli, Jerome D. Conflict Resoultion, Collaboration and Management in International and Regional Water Resources Issues. Fort Belvoir, VA: Defense Technical Information Center, Mai 1996. http://dx.doi.org/10.21236/ada316931.

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Research Institute (IFPRI), International Food Policy. Forest conflict in Asia and the role of collective action in its management. Washington, DC: International Food Policy Research Institute, 2011. http://dx.doi.org/10.2499/capriwp102.

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