Journal articles on the topic 'Conflict management'
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Koibichuk, Vitaliia, Henryk Dzwigol, and Svitlana Stenko. "Conflict Management in Health Care Institutions." Health Economics and Management Review 2, no. 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, and Elvin OMAROV. "ENHANCING ENTERPRISE MANAGEMENT SYSTEMS THROUGH CONFLICT MANAGEMENT TECHNOLOGIES." Development Service Industry Management, no. 3 (December 28, 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, and Riccardo Rialti. "Conflict management in family businesses." International Journal of Conflict Management 29, no. 4 (August 13, 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, and Laurie R. Weingart. "The effects of conflict type and conflict expression intensity on conflict management." International Journal of Conflict Management 33, no. 2 (October 29, 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, and Maksym MELNYCHENKO. "CONFLICTS IN PROJECT MANAGEMENT OF BUSINESS STRUCTURES." Herald of Khmelnytskyi National University. Economic sciences 308, no. 4 (July 28, 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, no. 12(76) (January 28, 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, no. 2(2) (March 18, 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, no. 1 (April 15, 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, no. 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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Nurhalim, Andres Dharma. "Conflict Management And How To Manage Conflict In Organizations." Primanomics : Jurnal Ekonomi & Bisnis 20, no. 1 (January 3, 2022): 1–10. http://dx.doi.org/10.31253/pe.v20i1.859.
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Conflicts that occur in an organization can hinder achieving the desired goals, therefore conflicts need to be managed properly so that their impact can be minimized. This study aims to describe conflict within an organization, what factors cause conflict, approaches to conflict resolution, and the impact of conflict on organizational performance. The type of research used is a literature study. From the results of the research that the author did, namely (1) conflict can be interpreted with 3 meanings namely positive, neutral, and negative meanings, (2) the factors that cause conflict can come from external and internal factors of individual organizations. Internal factors can be personality differences, stress, decreased productivity and so on. While external factors can be in the form of communication problems, limited resources, sexual harassment, and so on, (3) the approach to dealing with conflict requires leadership skills. There are eight conflict handling approaches namely, deliberation, third party intervention, confrontation, bargaining (bargaining), compromise, mediation, conciliation and consultation, and increasing resources, and (4) an individual's performance can be hampered due to conflict, but Not all conflicts have a negative impact, conflict can have a positive impact if it can be managed properl
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Polinkevych, Oksana. "Conflict Management Technologies in Hotel and Restaurant Business." Restaurant and hotel consulting. Innovations 5, no. 1 (June 30, 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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Muriuki, Charity. "Conflict Management and Conflict Resolution." Journal of Developing Country Studies 1, no. 1 (December 15, 2022): 25–36. http://dx.doi.org/10.47604/jdcs.1716.
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Purpose: Conflict management indicates in the first instance the perspective of the so called ―third party (a mediator, conflict advisor, conflict manager, or supervisor), which is called to help, or engages itself after its own incentive, in order to assists to both conflict parties (and eventually one of them). One can speak about conflict dealing also when during the conflict both parties look for a consensual solution, without asking for an external assistance. The forms of approaching and dealing with conflicts could be of very different nature.
Methodology: The research was purely qualitative. Desktop literature review was conducted. Critical analysis of the literature was conducted.
Findings: The study found out that most strategies incorporate a range of peaceful measures like negotiations, mediation or facilitation, as well as coercive measures as military, political or economic sanctions including the threat with them (power mediation). While latter measures usually are of short-term character, the peaceful measures are the basis for a long-term perspective of the conflict settlement.
Unique Contributions to Theory, Practice and Policy: There is need for a strong commitment to democratic change as the cement upon which any peace agreement should be built, and that in turn necessitates a comprehensive conception of peace
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Suliatin, Suliatin. "The role of communication in conflict: A case study at pt. Liek motor." Jurnal Komunikasi Profesional 5, no. 6 (December 31, 2021): 516–32. http://dx.doi.org/10.25139/jkp.v5i6.4241.
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This study focuses on the role of communication in mediating conflict in organizations. Data were obtained by observing and documenting a case on organization conflict that occurred at PT. Liek Motor Indrapura Surabaya. This study is a descriptive qualitative study using Blake & Mouton's theory of conflict management and Thomas & Kilmann's managerial grid theory to understand conflict and its solutions in the organization. The results of the study find that communication serves as the best approach in resolving and mediating conflicts in organizations. Through communication, conflicted parties determine the best solution to mediate their interests. Thus, this study proves that communication can function as the best media in conflict management because it is not only able to mediate and resolve the conflicts but also able to prevent other conflicts occur in the organization.
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Dr.Digvijaysinh Thakore, Dr Digvijaysinh Thakore. "Conflict and Conflict Management." IOSR Journal of Business and Management 8, no. 6 (2013): 7–16. http://dx.doi.org/10.9790/487x-0860716.
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Naira Gvedashvili, Naira Gvedashvili. "THE CONFLICT SITUATION AND ITS MANAGEMENT FEATURES." Economics 105, no. 1-2 (March 22, 2023): 118–28. http://dx.doi.org/10.36962/ecs105/1-2/2023-118.
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A conflict situation arises because of the difference in individuals’ motivations; due to limited resources; the obsolescence of a organizational structure; a blurred separation of rights and duties; a low level of professional training of subordinates; the uncertainty of prospects; Unfavorable working conditions, etc. In order to create a healthy climate, it is necessary to prevent and resolve conflicts, not to allow industrial conflict to turn into personal conflicts, which are much more difficult to resolve. We consider the conflict not only as a cause of destruction, but also in positive terms. In particular, conflicts in the field of tourism and service helps managers to identify negative, hindering factors of activity, studiy gives recommendations on how a company should improve tourism activities, communicate with travelers, increase the quality of offered services, etc. In general, conflict can be both functional and dysfunctional. The outcome of conflicts depends on how professionally the leader will direct them in the desired direction. Keywords: conflict prevention, Active Participation Strategies, conflict forecasts, assessment of conflict functional directions, Adjusting and Managing Client Expectations in the field of tourism and service.
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T. Kilag, Osias Kit, Joan M. Largo, Annabelle R. Rabillas, Fernando E. Kilag, Mark Kevin A. Angtud, John Francis P. Book, and John Michael Sasan. "Administrators’ Conflict Management and Strategies." European Journal of Higher Education and Academic Advancement 1, no. 2 (May 8, 2023): 22–31. http://dx.doi.org/10.61796/ejheaa.v1i2.98.
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This study seeks to identify key elements to workplace conflict. A descriptive phenomenological design, a qualitative method used by the researchers to gain a deeper knowledge of the phenomenon, was used. The experiences of the informants led to the development of five themes. The themes supported the necessity of conflict management, emphasizing its significance particularly in the relationship between administrators and those they supervise. Additionally, their individual families might find it significant. Lessons on how to prevent disputes in every circumstance or job may be learned from the many themes. Hurtful comments, misunderstandings, failing to handle obligations, and failing to delegate jobs were the causes of the conflicts. But these disputes were successfully resolved owing to effective communication and the mediation of friends and coworkers. Conflict can be supported and influenced by effective conflict management. The third theme is "Well-managed conflicts are opportunities for cooperation." The fourth theme is that handling conflict helps people develop as people. Theme No. 5: Conflict situations should be handled completely.
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Ulya Amelia. "The Conflict Management." Improvement: Jurnal Ilmiah untuk Peningkatan Mutu Manajemen Pendidikan 6, no. 1 (August 4, 2020): 71–85. http://dx.doi.org/10.21009/improvement.v6i1.13727.
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Abstract: Conflict management is a skill owned by individuals in an organization to improve performance. The purpose of this study was to determine (1) conflicts at schools and (2) conflict control at schools. The method used is a qualitative-case-study approach and literature review research. The data collection techniques used are (1) observation, (2) interviews, (3) documentation, and (4) literature review. The subjects of this study were the principal, deputy headmaster, educators, educational staff, counseling guidance teachers and students. The results of this study are (1) conflicts in education come from interpersonal, interpersonal, intra-group, intergroup, Intra-organization, and inter-organization. (2) Appropriate communication and conflict management approaches are needed to create positive impact and minimize negative impact
Keyword: Management, Conflict, School.
PENGELOLAAN KONFLIK
Ulya Amelia
Abstrak : Pengelolaan konflik adalah keterampilan yang harus dimiliki oleh individu dalam organisasi untuk meningkatkan kinerja. Tujuan penelitian ini adalah untuk mengetahui (1) konflik yang terjadi di sekolah dan (2) pengendalian konflik yang dilakukan di sekolah. Metode yang digunakan adalah pendekatan kalitatif studi kasus dan penelitian kajian pustaka. Teknik pengumpulan data adalah (1) observasi, (2) wawancara, (3) dokumentasi, dan (4) kajian pustaka. Subjek penelitian ini adalah kepala sekolah, wakil kepala sekolah, pendidik, tenaga pendidk, guru bimbingan konseling dan siswa. Hasil penelitian ini adalah (1) konflik yang muncul dalah pendidikan berupa interpersonal, interpersonal, intra group, intergroup. Intra organisasi, dan inter organisasi. (2) perlunya komunikasi dan pendekatan pengelolaan konflik yang tepat untuk menciptakan dampak positif dan meminimalisir dampak negatif.
Kata Kunci: manajemen, konflik, sekolah.
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Mardani, Puri Bestari, and Maria Febiana Christanti. "Culture Clash: Conflict and Its Management." International Journal of Multicultural and Multireligious Understanding 6, no. 1 (October 16, 2019): 430. http://dx.doi.org/10.18415/ijmmu.v6i1.1042.
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Conflict that arises due to culture clash could not be avoided. One of the Slum area that once known as the area of prostitution, Kalijodo, were being transformed by the local government into an area of green open space and also child friendly integrated public spaces. This transformation has a significant impact toward the Kalijodo merchant. These merchants face many and serious conflict. The conflicts due to culture clash and its management that were being faced by Kalijodo merchants are the focus of this research. This research uses a qualitative approach by gathering data and information through observation and in-depth interview. The concept of personal and interpersonal conflict and conflict management model by A.Devito (2011) is used in order to get a comprehend understanding of the conflict that rise, and ways to manage it. This research shows that the Kalijodo merchants faced intrapersonal conflict because they were forced to choose between two difficult option, and also interpersonal conflicts that occurs in two waves. The first wave was during the eviction and renovation (conflicts between Kalijodo merchants), and the second wave was from the moment that the renovation is completed until this present time (conflicts between Kalijodo merchants and newcomer merchants from other district). Furthermore, the conflict management that was applied is the conflict management model of accommodation (I lose, You Win). Kalijodo merchants put aside the personal interests in order to make the local government mission accomplished.
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Tokareva, A. "Conflict Management in the Teaching Staff." Bulletin of Science and Practice 6, no. 7 (July 15, 2020): 380–92. http://dx.doi.org/10.33619/2414-2948/56/48.
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This article discusses the theoretical aspects of pedagogical conflicts, explores the causes of conflicts between teachers in school. In addition to this, an experimental study of conflicts was conducted and recommendations were developed to reduce conflict situations in pedagogical groups. The mechanisms of conflict resolution in the teaching staff are investigated in detail. The conditions of the emergence, course and management of the conflict in the teachers’ labor collective are studied, and dynamics is revealed that shows how the level of personal self-control affects tactics of behavior in a conflict situation. The practical significance lies in the fact that, in the framework of the study, I, together with the supervisor, managed to identify a number of patterns in the behavior of the participants in the teaching staff, taking into account their personal characteristics.
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Nazarov, Nikita. "SOCIAL AND LABOR CONFLICT MANAGEMENT: UKRAINIAN AND FOREIGN EXPERIENCE." Innovative Technologies and Scientific Solutions for Industries, no. 1 (15) (March 31, 2021): 91–97. http://dx.doi.org/10.30837/itssi.2021.15.091.
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The subject of study in the article is the process of socio-economic conflict management. The purpose of the work is to substantiate the theoretical provisions and methodological approaches in the management of labor conflicts as a form of social and labor relations based on Ukrainian and foreign experience. The following tasks are solved in the article: to investigate the essence and place of social and labor conflict in the system of social contradictions; provide a classification of conflicts in the social and labor sphere; to study the forms and methods of resolving social and labor conflicts: to analyze the success of conflict prevention in Ukrainian and foreign practice. The following methods are used: method of analysis and synthesis, classification-analytical method, abstract-logical method, historical-retrospective analysis and generalization. The following results were obtained: the concept of socio-economic conflict is clarified. The classification of conflicts is carried out, which gives an understanding of the nature and essence of conflict relations on the following grounds: the method of conflict resolution (antagonistic and compromise conflicts); spheres of conflict (political, social, economic, organizational conflicts); direction of impact (vertical and horizontal conflicts); degree of conflict confrontation (hidden and open conflicts); the number of participants in conflict interaction (intrapersonal, interpersonal, intergroup); needs (cognitive and interest conflicts). Structural and interpersonal methods for resolving conflict situations are defined. An analysis of the current state of resolution and prevention of labor conflicts in 2020 was conducted according to the National Service for Mediation and Reconciliation. Foreign experience in resolving labor disputes has proved the feasibility of developing the following ways to resolve labor disputes in Ukraine: with the help of special courts on labor and social security (sectoral justice); through civil proceedings in general courts; through conciliation and arbitration procedures. Conclusions: The analysis allowed to determine the essence of social and labor conflict as a form of social and labor relations at the micro, meso, and macro levels, which is manifested in the opposition of the subjects of the socio-economic sphere. Applying the gained world experience it is possible to reduce social tensions and to strengthen social and economic safety of the state.
Keywords: brand; definition; branding; brand book; rebranding; stages.
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Ivan Sliusarev, Ivan Sliusarev. "CURRENT ASPECTS OF STRATEGIC CONFLICT MANAGEMENT IN THE SYSTEM OF LOCAL GOVERNMENT." Socio World-Social Research & Behavioral Sciences 05, no. 03 (June 17, 2021): 62–68. http://dx.doi.org/10.36962/swd05032021062.
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The article examines the current components of strategic conflict management at the local government level. The importance of constructive conflicts that can prevent stagnation and stimulate further development of systems is emphasized. It is established that conflict management is aimed at choosing a method that will minimize the impact of negative emotions, give an objective description of the situation, determine further constructive actions of the parties to the conflict. It is emphasized that management without conflicts is impossible and the main strategies of conflict management in the system of local government are presented. It is noted that constructive conflict resolution provides certain options. Methods of conflict resolution, as well as their positive and negative sides, are described. The author's vision of an effective conflict management algorithm in the system of local government is presented and the need for proper assessment of the risk of conflicts to increase the effectiveness of this process is emphasized. Keywords: conflict management, local government, risk management, strategic conflict management, conflict resolution.
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Abbasi, Laila Shakeel, Taliya Sajjad, Khaulah Jawed, and Aqsa Akhtar. "Working in Collaborative Practice: Conflict Management Styles in Dental Professionals." Journal of the Pakistan Dental Association 31, no. 03 (November 13, 2022): 131–35. http://dx.doi.org/10.25301/jpda.313.131.
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OBJECTIVE: Conflicts are inevitable in all human interactions. Clinicians at workplaces experience both personal and professional conflicts. Dental clinicians engage in multidisciplinary teamwork during their practice, which exposes them to a variety of conflicting situations. The study aimed to explore the trend of different conflict management styles practiced by dentists while working in collaborative practices. METHODOLOGY: The study was cross sectional descriptive survey in which 146 dental clinicians from multiple institutions participated with voluntary and informed consent. Rahim Organizational Conflict Inventory-II (ROCI-II) tool was used to collect data against the use of conflict management styles namely, Collaborating, Accommodating, Competing, Avoiding and Compromising. The obtained data were analyzed through SPSS 25.0. The data were categorized according to the 5 styles of conflict management and association with the variables of gender, position in organization, and type of organization was seen for each conflict management style. RESULTS: The study revealed that 54.8% of participants had collaborating style followed by avoiding style (18.5%) whereas, competing style was least predominant (3.4%). Both genders had collaborating style as most predominant style. No strong difference was seen in the frequency of conflict management styles between the dentists belonging to private and public institutions. Every cadre of clinicians was more inclined towards "collaborating" and "avoiding" conflict management style. Besides these two styles, house officers and demonstrators were more "accommodating" while residents and assistant professors were more "compromising". CONCLUSION: Dental clinicians in the present study mostly used collaborative style for conflict management in their practices.The awareness of conflict management styles is important so that the use of positive conflict management styles could be maximized. The use of effective conflict management styles should be taught to young dentists in order to equip them with necessary tools for everyday collaborations at clinical workplaces. KEYWORDS: Conflict, Conflict management, dentists, workplace
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Ify, IGBOKWE Philomena. "CONFLICT MANAGEMENT AND ORGANISATIONAL PERFORMANCE." Global Research Review in Business and Economics 10, no. 2 (April 2024): 54–61. http://dx.doi.org/10.56805/grrbe.24.10.2.27.
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Havrysh, Oksana, and Alona Zorgach. "The influence of the leader on conflict management in the enterprise team." Ukrainian Journal of Applied Economics and Technology 7, no. 4 (December 26, 2022): 239–44. http://dx.doi.org/10.36887/2415-8453-2022-4-35.
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In the article, the essence and meaning of the conflict is revealed. It was established that conflict occupies a special place in the activities of enterprises, and the leader plays an important role in resolving conflict situations. The leader's influence on the resolution of these situations depends on how effectively he knows how to manage the conflict. The mechanism of the occurrence of causes of any type and level of conflict is presented, based on which it is advisable for the leader to develop and implement effective methods of conflict management. The more effectively the leader will manage the conflict, the more stable the enterprise's activity will be. It was singled out that the leader has a fundamental advantage in resolving conflict situations, namely: the right to determine goals, methods of their achievement, ensure their implementation and analyse the results. Six stages of resolving conflict situations are characterized, depending on their intensity and duration: pre-conflict period, incident, escalation, explosion, decline, post-conflict stage. It has been established that an important aspect of a leader's activity is the timely formation of a conflict management algorithm. The conflict management algorithm has been developed, which involves diagnosing the socio-psychological climate in the team, the causes of conflict, as well as existing conflicts and ways to resolve them. It has been studied that the process of conflict management is a subsystem of enterprise management and is implemented by planning, motivating, controlling, and regulating conflicts to reduce the number of negative consequences of conflicts. The conflict management mechanism has been developed in the enterprise. Various methods of conflict management that leaders use in their activities are described. The important component in conflict management is the leader's timely and reliable identification of problems arising in conflict situations. The main ways of conflict management through problem solving are proposed. To prevent the emergence of conflict situations in the personnel of the enterprise, it is advisable to develop timely and implement ways to prevent the occurrence of conflicts in enterprises. The main ways of preventing the occurrence of conflicts, which should be used by the leader in his activities, are given. Keywords: leader, conflict, conflict management, enterprise, conflict situation, compromise, mutual understanding
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Jones, T. Mary, and K. Prasantha Kiran. "Conflict Management in the Present Scenario." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 6, no. 1 (January 20, 2017): 1. http://dx.doi.org/10.21013/jmss.v6.n1.p1.
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<div><p><em>Conflict is a very common word in our daily life. There is no place where there are no conflicts. We not only have conflicts with other people we even have conflicts with ourselves. So a quite common phenomenon which if not dealt properly will result in the downfall of oneself, group, organization or a whole nation. The organizational productivity will be affected as conflicts result in reduction of individual productivity. The employees are facing problem in dealing with the day to day conflicts. Thus the conflict management is a much discussed topic in the present scenario. The organizations should develop the strategies like appointing arbitragers, establishing communication channels etc. </em></p></div>
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Alok, Swati, Jayasree Raveendran, and Anil Kumar Jha. "Process conflict management among Indian software employees." Journal of Indian Business Research 7, no. 2 (June 15, 2015): 140–60. http://dx.doi.org/10.1108/jibr-10-2014-0068.
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Purpose – The purpose of this paper is to test the possible influence of the Ajzen’s theory of planned behaviour (TPB) in predicting conflict-handling intentions during process conflict episodes. Conflict situations are often to be managed with limited time in software projects. With this cue, the study is conducted in the context of software companies in India. Design/methodology/approach – Five variables of the TPB comprising attitude, injunctive subjective norms, descriptive subjective norm, conflict efficacy (CE) and structural assurance (SA) have been studied in relation to the two standard conflict-handling intentions: integrating and dominating approach. By developing vignettes on process conflict, salient beliefs towards process conflicts were elicited among software employees in India. A questionnaire using Ajzen’s guidelines was administered. Structural equation modelling for 150 responses is used for testing path suitability and significance. Findings – Employees with positive attitude towards conflict, high CE and high SA intend to integrate during process conflict. Employees with low efficacy and who are influenced by the action of their role model intend to dominate during process conflict. Research limitations/implications – The study is contextualized to Indian software employees. Findings should not be generalized until replicated in samples from other settings. Practical implications – This study will help practitioners in understanding the various elements that play role in a process conflict and also help in developing appropriate interventions in managing conflicts. This can be done by identifying and resolving issues related to unfavourable attitude and behavioural norms towards process conflicts. Originality/value – This study is the first to examine the efficacy of the TPB model in predicting multiple conflict-handling intentions among Indian software companies.
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Luqman, Kharis, St Rodliyah, and Erma Fatmawati. "Conflict Management and Organizational Behavior: Principal Strategies." JIE (Journal of Islamic Education) 9, no. 2 (May 4, 2024): 417–30. http://dx.doi.org/10.52615/jie.v9i2.410.
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This study aims to explore conflict management strategies and organizational behaviour within educational institutions, specifically focusing on the role of school principals in addressing conflicts between teachers and staff. The research addresses the pressing need for effective conflict resolution in school environments to uphold organizational goals and foster a conducive learning atmosphere. Employing a qualitative approach with a descriptive design, the study utilizes observation, interviews, and documentation as primary data collection methods. Through direct observation and interviews with key stakeholders, the research delves into the intricacies of conflict resolution strategies employed by school principals. The study identifies conflicts between teachers and educational staff stemming from disputes over values, interests, and perceptions. Principals adopt collaborative strategies, including coaching and mediation, to resolve conflicts and promote mutual understanding among conflicting parties. However, resistance from individuals driven by personal agendas hinders conflict resolution efforts. Limitations are acknowledged, particularly in areas with restricted technologies, such as some educational institutions in developing countries. These limitations may affect the implementation of conflict resolution strategies and organizational behavior management. This study contributes to the literature by providing insights into effective conflict management strategies within educational settings. By highlighting the pivotal role of school principals and exploring innovative approaches to conflict resolution, the research offers practical implications for enhancing organizational dynamics in schools. Future research could further explore the impact of cultural and contextual factors on conflict management strategies and investigate novel approaches to mitigate conflict in diverse educational contexts.
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Dieng, Rose. "Conflict management in knowledge acquisition." Artificial Intelligence for Engineering Design, Analysis and Manufacturing 9, no. 4 (September 1995): 337–51. http://dx.doi.org/10.1017/s0890060400002870.
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AbstractThis article presents our approach for conflict management in our knowledge acquisition tool KATEMES, aimed at tackling multiple experts. We offer a method for helping the knowledge engineer to detect expertise conflicts in the framework of the KADS knowledge acquisition method. We also propose techniques for conflict management through comparison of knowledge graphs.
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Munkvold, Robin Isfold, Line Kolås, and Adam Palmquist. "A Conflict Management Game in Project-based Learning." European Conference on Games Based Learning 17, no. 1 (September 29, 2023): 443–51. http://dx.doi.org/10.34190/ecgbl.17.1.1375.
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In project-based learning environments, students often face team frustration and conflicts, necessitating the development of conflict management skills. This study examines how integrating a game-based learning approach impacts students' perspectives on managing conflicts in game development project courses. Drawing on theoretical frameworks related to project-based learning, conflict management, and serious games in conflict resolution education, a case design is employed in higher education that incorporates the game "Cards of Conflict". Document analysis of student reflection notes is utilised to assess the outcomes. The results demonstrate heightened engagement among participants during the game session, leading to awareness and understanding of conflict managing principles. This encompasses the what, the why´s, and the how’s of conflict management, as well as the diverse perspectives of peer students.
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Forbat, Liz, and Sarah Barclay. "Reducing healthcare conflict: outcomes from using the conflict management framework." Archives of Disease in Childhood 104, no. 4 (August 28, 2018): 328–32. http://dx.doi.org/10.1136/archdischild-2018-315647.
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ObjectiveTo test a new conflict management framework (CMF) to help staff identify and de-escalate conflict between staff and patients/families.DesignBefore/after study that reports staff quality of life, frequency/severity of conflicts and qualitative interviews on using the framework. Data were collected from May 2017 to September 2017.SettingA paediatric oncology department day-patient and 23-bed inpatient ward.InterventionA two-stage CMF used by staff during daily handovers to identify and then manage conflict cases with families.ResultsStaff found the CMFto be helpful in identifying and de-escalating conflicts. The number of conflicts reported decreased by 64% from baseline to follow-up. Communication regarding conflict identification improved. Reports of staff burn-out decreased between the two time-points (n=55 at baseline, n=31 at follow-up; p=0.001). Scores on compassion and secondary traumatic stress did not change.ConclusionsThe CMF substantially reduces the incidence of conflicts and is an acceptable approach for staff. Continued use of the framework would require it to be fully integrated into the working of the ward, which would need to include senior medical buy-in. Further refinements to the framework have been made and will be tested in four UK sites in 2018/2019.
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Bercovitch, Jacob. "International conflict and conflict management." International Affairs 61, no. 3 (1985): 478–79. http://dx.doi.org/10.2307/2618673.
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Ryan, Stephen. "Conflict management and conflict resolution." Terrorism and Political Violence 2, no. 1 (March 1990): 54–71. http://dx.doi.org/10.1080/09546559008427050.
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Kondrakhina, N. G., and N. E. Yuzhakova. "Peculiarities of Pedagogical Management in Conflict Management in the Framework of Foreign Language Teaching in an Extralinguistic University." Humanities and Social Sciences. Bulletin of the Financial University 13, no. 3 (August 16, 2023): 14–20. http://dx.doi.org/10.26794/2226-7867-2023-13-3-14-20.
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The article deals with the specifics of pedagogical management in conflict management in higher education in the context of foreign language teaching. The role of conflict management is analysed, key classifications and types of conflicts in the context of different levels of the educational process are described. It is noted that conflict management is extremely important for foreign language education because its effectiveness is directly related to the quality of communication between teachers and students, which depends on the effectiveness of conflict management and the nature of the communication environment as a whole. The authors pay attention to the essence and evolution of pedagogical conflicts, peculiarities and specifics of their resolution. It is noted that when managing conflicts in foreign language education it is important to implement the strategy of cooperation (cooperation, integration), characterised by a high level of orientation of interests of both subjects of conflict resolution, building a balance of interests, recognition of the value of interpersonal relations. The leading strategy of behaviour should reflect the stages and principles of conflict levelling within the framework of the modern conflict resolution paradigm based on mediation technologies, both on the part of students and on the part of the teacher.
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Piryani, Rano Mal, and Suneel Piryani. "Conflict Management in Healthcare." Journal of Nepal Health Research Council 16, no. 41 (January 28, 2019): 481–82. http://dx.doi.org/10.33314/jnhrc.v16i41.1703.
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The conflict is a disagreement within oneself or differences or dispute among persons that has potential to cause harm. It is inevitable and may occur in any profession including healthcare. It could be among any group of healthcare professionals or healthcare team between different group of healthcare professionals or between patient and any of the member of healthcare team. The conflict has a critical effect on the competence, confidence, and morale of healthcare professionals. Consequently, it affects patient care too. To prevent or limit the conflict, emphasis must be focused on proper and impartial implementation of a professional code of conduct, ground rules and discipline. The sources of conflict could real or imagined differences in values, dissimilar goals among individuals, improper communication and personalization of generic or organizational issue. Generally, there are four types of conflicts, intrapersonal, interpersonal, intragroup and intergroup.The conflict usually goes through four phases, frustration of one or more parties involved in conflict, conceptualization or rationalization of cause, expression of behaviors and behaviors resulting in negative outcome. Thomas and Kilmann postulated a matrix explaining five distinct responses or styles to conflict resolution or management varying along the axis of assertiveness and cooperativeness. These five styles are avoiding, accommodating, compromising, competing and collaborating. The issue in conflict is not its existence, rather its management. When it is managed poorly, the outcome will be uncomplimentary with counterproductive results and if managed properly, it encourages competition, recognize legitimate differences and becomes powerful source of motivation.Keywords: Conflict, healthcare, management of conflict, source of conflict, type of conflict.
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Gray, Madelaine. "Conflict Management." Occupational Therapy In Health Care 5, no. 1 (January 1988): 65–73. http://dx.doi.org/10.1080/j003v05n01_06.
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Gray, Madelaine. "Conflict Management." Occupational Therapy In Health Care 5, no. 1 (March 21, 1988): 65–73. http://dx.doi.org/10.1300/j003v05n01_06.
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Terry, Paul M. "Conflict Management." Journal of Leadership Studies 3, no. 2 (April 1996): 3–21. http://dx.doi.org/10.1177/107179199600300202.
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Lani, Ristika, and Rovita Elsa Putri. "Organizational Communication and Conflict Management." Semantik: Journal of Social, Media, Communication, and Journalism 2, no. 1 (June 25, 2024): 34. http://dx.doi.org/10.31958/semantik.v2i1.11401.
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Communication in an organization is an interaction of activity within an organization. But in communication activities may go beyond the boundaries of the organization itself. Often the publications work rather than need to be known to people outside the organization. Become a publication of consumption and become a problem for the organization. Public issues become problematic for that organization. Therefore, the organization of communication problems within the joint organization is important for two things, it's the problem of self-communication and the organization problem. Conflicts within an organization can be avoided but can be eliminated. Conflict within an organization can occur between individuals, a group is an individual conflict between groups and other groups. Not all conflicts have negative and organizational disadvantages. Conflict is capable of making a profit for a well-controlled organization, on the contrary, if the conflict is opened in good control, it could be detrimental to the interests of that organization. All the problems that arise in the organization will soon be solved if it is with the organization and it has taken place within the organization can run healthy.
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ŞAFAKOĞULLARI, Şevket. "Eğitim Örgütlerinde Çatışma ve Çatışma Yönetimi." International Journal of Social Sciences 7, no. 29 (June 10, 2023): 247–69. http://dx.doi.org/10.52096/usbd.7.29.15.
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The data obtained show that conflicts are inevitable within educational organizations and if not handled correctly, these conflicts can negatively affect organizational productivity. This article provides an overview of the nature, types and sources of conflicts in educational organizations. The types and effectiveness of conflict management techniques are also discussed. Among the sources of conflicts are factors such as organizational structure, role ambiguity, different value and belief systems, communication problems and resources. The most common types of conflicts in educational organizations include administrator-teacher, teacher-student, teacher-teacher and student-student conflicts. Types and effectiveness of conflict management techniques are also discussed in the article. These include techniques such as compromise, competition, cooperation, avoidance, and conformity. The article also highlights the factors that play a role in the conflict management process. These factors include personality traits, cooperation, communication, trust, and leadership. In conclusion, conflict management within educational organizations is an important factor to increase organizational efficiency. This article highlights the importance of research in this area by presenting a summary of important studies in the literature on conflict management in educational organizations. Keywords: Conflict, Conflict management, Conflict in educational organizations
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Indana, Nurul, Sulistyorini Sulistyorini, and Khumairoh An Nahdliyah. "Conflict Management in Islamic Education Institutions (Case Study at Madrasah Ibtidaiyah in Jombang)." Al-fahim : Jurnal Manajemen Pendidikan Islam 5, no. 2 (July 6, 2023): 35–49. http://dx.doi.org/10.54396/alfahim.v5i2.755.
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Conflict is inevitable in the world of education. The existence of conflict can have both positive and negative impacts. Handling conflicts with fast and appropriate strategies will have a positive impact on the institution. This study aims to determine the form of conflict that occurs as well as the methods and styles of handling conflicts carried out by the head of the madrasah. This research is qualitative research with the type of case study. The type of conflict that occurs in MI al Urwatul Wutsqo is the type of conflict between the head of the madrasa and the teacher, interpersonal conflict is the conflict that occurs between teachers. Conflict management between madrasah heads and teachers is carried out by deliberation and consensus, voting and inviting foundation administrators to provide solutions. Handling conflicts between teachers is carried out in a collaborative style through three stages, namely 1) the head of the madrasah identifies the cause of the conflict, 2) understands well the conflict that is happening. 3) Resolve conflicts by bringing in conflicting parties.
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Rovenska, V. "Features of Conflict Management in the Labor Team of Industrial Enterprise." Economic Herald of the Donbas, no. 4 (62) (2020): 174–79. http://dx.doi.org/10.12958/1817-3772-2020-4(62)-174-179.
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The article analyzes the nature of conflicts and their classification. The typology of creative employees according to Isaksen and Dorval is presented. It is revealed that the conflict is an important form of interaction between people and serves as a means of solving many problems. It is proved that for the choice of an adequate method of influence and management of the corresponding conflict it is expedient to carry out classification depending on the basic signs: a way of the decision; spheres of manifestation; direction of influence; degree of expressiveness; number of participants; impaired needs. The causes of destructive conflicts at the industrial enterprise are determined. Methods of conflict management in the labor collective of an industrial enterprise are presented, as well as the main technologies of conflict management are considered.
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Glavaš, Jerko, Veljko Kondić, and Iva Balić. "Leadership and conflict management in production organisations." Tehnički glasnik 13, no. 4 (December 11, 2019): 356–62. http://dx.doi.org/10.31803/tg-20191114192153.
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Conflicts between different interests are inevitable in every business organization. Therefore, it is not surprising that the number and intensity of conflicts is sometimes very high. Conflict resolution is a skill without which managers can hardly succeed in their business. The subject of research in this paper is conflict management from a technical and economic point of view. The paper defines and analyzes the notion of leadership, that is, elements and dimensions of leadership, the notion of leader, and theoretical approaches to leadership. In addition to the above, the concept of conflict, more specifically its type, levels of conflict, consequences and causes, and techniques of conflict resolution have been defined and analyzed. An online survey (based on the LinkedIn Business Social Network) was conducted to determine how individuals in a production organization respond and resolve conflicts as well as the results of the same. Based on theoretical scientific approach, the conducted research and the analysis of the results, conclusions and recommendations are given, as well as key questions for future research.
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Wang, Nannan, and Guobin Wu. "A Systematic Approach to Effective Conflict Management for Program." SAGE Open 10, no. 1 (January 2020): 215824401989905. http://dx.doi.org/10.1177/2158244019899055.
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Due to the complex structure and stakeholder relationships within a program, the management of conflicts in program therein proves more challenging than with a single project. The internal conflict of a program affects the performance of the program team and the success of the program. The previous researches focus more on the project level rather than program level, and lack a systematic analysis of management mechanism of team conflict. This research contributes to the program conflict literature by investigating the unique nature and solutions of conflict within program team, taking a systematic and innovative view on the organizational structure of a complex construction program. The findings reveal unique program conflict and their causes and impacts, and suggest the principles and alternative resolution strategies for conflict in program. The different roles of stakeholders in program conflict are analyzed by social network method. A program conflict management model is developed for the effective management of program conflicts. The model provides a systematic view of the learning cycle of program conflict management, including conflict identification, resolution, feedback, and prevention, of which many patterns are found distinct from project conflict management. The research results can benefit practitioners and researchers in better understanding and minimizing program conflict.
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Tenytska, Tetiana, Iuliia Myroshnychenko, and Ekaterine Lomia. "Conflict management system in health care." Health Economics and Management Review 1, no. 2 (2020): 61–69. http://dx.doi.org/10.21272/hem.2020.2-07.
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This article provides ways to improve the conflict management system in health care based on analyzing the causes of conflicts in a private medical institution. The authors considered the healthcare delivery process in the triad «health worker – patient – society». The study involved analyzing conflict causes in the health care system in the relationship between «health worker – patient» and «health worker – health worker». To determine the conflict causes in private medical institutions and ways to minimize them, the authors used questionnaire data collection, interviewing technique, data analysis, and graphic approach. The study object is medical staff and patients of SILMED Diagnostic Medical Center in Ukraine. The findings identified the main problems in the organization of the conflict management system. Therefore, the essence of conflict situations arising in a medical institution was determined. The obtained results allowed formulating proposals to improve the conflict management system of the private medical institution. Thus, the authors emphasized that the conflict management system in private medicine should minimize the probability of conflict, focus on the treatment quality and the service price. Besides, it should include the development of moral codes for doctors in private medical institutions. The authors noted that to reduce conflict in the relationship «medical worker – medical worker», conflict prevention is more effective than constructive resolution. Thus, conflict prevention requires less effort, resources, and time for a successful clinic operation. To decrease conflicts in the relationship «health worker – patient», it is essential to make a pact between the patient and private medical institution. It establishes the patient’s relationship with the clinic and is publicly available for customers. In the study, the authors concluded that during the consultation, the healthcare professional should persuade the patient to follow all recommendations for maintaining or improving the patient’s health, requiring, if necessary, evidence from the clinic’s patients to follow the treatment protocol.
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Huynh, Thang Quyet, Ngoc Bao Trinh, and Thang Xuan Nguyen. "NASH EQUILIBRIUM MODEL FOR CONFLICTS IN PROJECT MANAGEMENT." Journal of Computer Science and Cybernetics 35, no. 2 (June 3, 2019): 167–84. http://dx.doi.org/10.15625/1813-9663/34/3/13095.
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There are many types of concern to project management, we used to deal with them using Risk management activities. But in the complicated situation, there are many factors and preconditions of the issues that make the issues be unrecognizable with risk consultants, and the consequences of these issues getting more and more enormous. The cause of issues can be a conflict between the project teams and their partners or maybe big inside their team, or between teams. These issues called the conflict in a project which never been considered in Risk management. The solution of solving these unseen conflicts can result in cost, schedule, and quality of the project. Good conflict control is a key project management practice to ensure that the least number of surprises occur while your project is underway. In recent research trends, the conflict in some types used to be explained in Game Theory model, and this research aimed to analyze types of conflicts in project management. We proposed a model of conflict in both type having project stakeholders in or not in conflict, later, we defined a Nash Equilibrium model for all type of conflicts which can be used in a multi-objective optimization algorithm then. Finally, we tested this model by building an application of Multi-round procurement problem which is a typical conflict in project management. Based on the result in experiment, the Game-theoretical model of Multi-round procurement was come to usable in finding a solution for the conflict problem. We believe that this research will help in handling another kind of conflicts in project management.
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Yıldız, İzlem Gözükara. "The Role of Organizational Learning in Conflict Management." Business Management and Strategy 12, no. 2 (June 28, 2021): 50. http://dx.doi.org/10.5296/bms.v12i2.18506.
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Conflict is a state of disagreement experienced between two individuals or parties, which can result from many factors. When conflict occurs at organizations, it may lead to many problems such as unaccomplished goals, decreased effectiveness, and low levels of individual and overall performance. However, organizational conflict may positively influence organizations under certain circumstances. The recent literature especially places emphasis on conflict management rather than conflict resolution, as conflicts are likely to enable organizations to enhance their performance and productivity when they are managed in an appropriate way. In this sense, organizations have to develop strategies that are aimed at improving the constructive aspect of conflicts instead of trying to reduce and remove them. As the first step toward this goal, organizations have to provide a learning environment so that they can benefit from conflicts. Since it is considered a key concept for the survival and adaptability of an organization, organizational learning stands out as an effective means of fostering such favorable effects. For this purpose, this article discusses the role of organizational learning in conflict management by examining the factors that facilitate and result from it.
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Lundy, Brandon D., Tyler L. Collette, and J. Taylor Downs. "The Effectiveness of Indigenous Conflict Management Strategies in Localized Contexts." Cross-Cultural Research 56, no. 1 (December 4, 2021): 3–28. http://dx.doi.org/10.1177/10693971211051534.
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The professionalization of addressing conflict creates a field filled with specialists highly trained to apply modularized and manualized, often evidence-based solutions. But how effective are these professionalized conflict management strategies in Indigenous and localized cultural contexts compared to homegrown Indigenous approaches? While instances of these Indigenous peacebuilding and conflict management strategies are routine throughout the world, to date, no one has attempted to test which conflict management approaches are most effective empirically, nor has the literature sufficiently addressed the contexts in which strategies are most helpful. Using multi-dimensional scaling and chi-square tests of independence applied to a similarity matrix of co-occurrences from select Outline of Cultural Materials subjects from the Human Relations Area Files cultural database, this study tests the hypothesis: Indigenous conflict management strategies are more effective (i.e., less associated conflict) than non-Indigenous conflict management strategies in Indigenous contexts. We show that Indigenous conflict management approaches co-occur with conflict less often than non-Indigenous strategies. From an applied perspective, when we break conflict into four discreet types—sociocultural/interpersonal, political, legal/judicial, and economic—Indigenous conflict management strategies co-occur most often with socio-cultural types of conflicts. The results suggest that Indigenous approaches are more effective in Indigenous contexts overall, while they are most often applied to socio-cultural and interpersonal conflicts. Based on our findings, homegrown solutions effectively manage, resolve, and transform localized conflicts.
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Munawirsazali, Munawirsazali, Imam Taufiq, and Misbah Zulfa Elizabeth. "FAMILY CONFLICT MANAGEMENT: QUR’ANIC PERSPECTIVE." Al-Risalah 15, no. 1 (January 2, 2024): 61–74. http://dx.doi.org/10.34005/alrisalah.v15i1.3242.
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This study discusses the concept of family conflicts and their management according to the perspective of the Qur'an. The literature review and thematic approach found five conflict areas in the family: leadership and husband-wife relations; the fulfilment of rights and obligations; the achievement of family vision, mission and goals; attitude and physical intimacy issues; and husband-wife incompatibility. Meanwhile, the Qur'anic family conflict management includes minimising and avoiding violence and encouraging positive behavioural changes among family members.
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Kharadz, Natalia, and Ekaterine Gulua. "Organizational Conflict Management Challenges." European Journal of Economics and Business Studies 10, no. 1 (March 2, 2018): 30. http://dx.doi.org/10.26417/ejes.v10i1.p30-41.
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There is no organization without conflict situations. It is known that 80% of conflict situations occur independently of human will. Its causes are people’s individual characteristics, as well as structure of the organization, conditioned by the culture established in the organization. How correctly organizational management analyzes the causes of conflicts, managing stress, diagnostic of the conflict and its management are reflected on the psychological climate of the organization. The psychological climate is directly related to the labor productivity of each member of the organization and the whole organization itself. On the background of strenuous labor relations, the potential of the organization members is spent on the settlement of the conflict environment and it takes a large part of their time budget. Proper use of time resources affects labor productivity. The Human Resources Management Laboratory which is functioning at Ivane Javakhishvili Tbilisi State University has already conducted a research in this regard. Due to the actuality of the issue, the laboratory aimed to conduct a further research about conflict situations in the organization. The research was focused on the Faculty of Economics and Business of Ivane Javakhishvili Tbilisi State University. 458 respondents were interviewed including Bachelor's and Master’s Degree Students, Professors and Administration Representatives. The questionnaire included 36 questions and 133 options of response. As a result of the research,frequency of conflict situations in the organization was established, the active link of conflict situations. The reasons for the involvement of the collective team members into the conflict have been identified. The attitude of respondents of different categories was interesting in terms of resolving conflict situations. Conflict situations combined with the rest of the stages include the analysis of the causes. Different categories of respondents differently understand the importance of analyzing the causes of conflicts. The study finally made many interesting problems clear. The results obtained were processed by the SPSS program. We have formulated the hypothesis, studied the influence of the status and the gender of a respondent (bachelor, master, professor, and representative of the administration) on up to 15 variables. Trends were revealed through the tables developed on dispersion analysis. The conclusions made on the basis of the analysis of the survey results gave us the opportunity to make recommendations for the recovering and systemic improvement of the established values in the organization. The planned events will help the collective to undergo 3 stages of self-organization, meet the needs of the members, which will improve the psychological situation in the collective. It will facilitate each member’s involvement in order to protect the organization's prestige and traditions. It is interesting to note that the majority of respondents are loyal to the university, which confirms the true fact that Ivane Javakhishvili Tbilisi State University is number one university in the country as well as in the region, is being developed and is constantly maintaining the championship and is trying to improve the conditions of the collective members.
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Kharadze, Natalia, and Ekaterine Gulua. "Organizational Conflict Management Challenges." European Journal of Economics and Business Studies 4, no. 1 (April 1, 2018): 30–41. http://dx.doi.org/10.2478/ejes-2018-0003.
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Abstract There is no organization without conflict situations. It is known that 80% of conflict situations occur independently of human will. Its causes are people’s individual characteristics, as well as structure of the organization, conditioned by the culture established in the organization. How correctly organizational management analyzes the causes of conflicts, managing stress, diagnostic of the conflict and its management are reflected on the psychological climate of the organization. The psychological climate is directly related to the labor productivity of each member of the organization and the whole organization itself. On the background of strenuous labor relations, the potential of the organization members is spent on the settlement of the conflict environment and it takes a large part of their time budget. Proper use of time resources affects labor productivity. The Human Resources Management Laboratory which is functioning at Ivane Javakhishvili Tbilisi State University has already conducted a research in this regard. Due to the actuality of the issue, the laboratory aimed to conduct a further research about conflict situations in the organization. The research was focused on the Faculty of Economics and Business of Ivane Javakhishvili Tbilisi State University. 458 respondents were interviewed including Bachelor's and Master’s Degree Students, Professors and Administration Representatives. The questionnaire included 36 questions and 133 options of response. As a result of the research,frequency of conflict situations in the organization was established, the active link of conflict situations. The reasons for the involvement of the collective team members into the conflict have been identified. The attitude of respondents of different categories was interesting in terms of resolving conflict situations. Conflict situations combined with the rest of the stages include the analysis of the causes. Different categories of respondents differently understand the importance of analyzing the causes of conflicts. The study finally made many interesting problems clear. The results obtained were processed by the SPSS program. We have formulated the hypothesis, studied the influence of the status and the gender of a respondent (bachelor, master, professor, and representative of the administration) on up to 15 variables. Trends were revealed through the tables developed on dispersion analysis. The conclusions made on the basis of the analysis of the survey results gave us the opportunity to make recommendations for the recovering and systemic improvement of the established values in the organization. The planned events will help the collective to undergo 3 stages of self-organization, meet the needs of the members, which will improve the psychological situation in the collective. It will facilitate each member’s involvement in order to protect the organization's prestige and traditions. It is interesting to note that the majority of respondents are loyal to the university, which confirms the true fact that Ivane Javakhishvili Tbilisi State University is number one university in the country as well as in the region, is being developed and is constantly maintaining the championship and is trying to improve the conditions of the collective members.