Conflict management in organizations
Indeed, conflict in organizations is viewed and managed in piece meal, ad hoc fashion which is sometimes grouped by category if the risk exposure is great enough but that are rarely examined in the aggregate to reveal patterns and systemic issues. Furthermore, organizations have multitude of ways to respond to conflict, choosing a particular method in light of perceived importance, context, or players. Moreover, organization responses to conflict do not occur separate and apart from the organizational culture or the attitudes, practices, and beliefs of the system and its members. There are types of conflict among the subunits of formal organizations as identified such as bargaining conflict among the parties to an interest-group relationship, bureaucratic conflict between the parties to superior-subordinate relationship and systems conflict among parties to lateral or working relationship.
The conflict is treated as series of episodes like of employees’ feeling, perception, organization’s reaction to conflict in each case is analyzed using the Barnard Simon model of inducements contributions balance theory. Aside, of particular interest is whether the organization members resolve conflicts by withdrawing from the organization, by altering the existing set of relationships, or by changing their values and behavior within the context of the existing relationships. The need to investigate addresses of conflict that can be measure to address resource scarcity under which sustainable resource management can be accomplished.
The question can be, how do top managers of a corporation manage conflict among themselves? This research will investigate corporate executive conflict management in a total of 3 manufacturers via ethnographic methods and to focus on the links between executive conflict management and widespread innovations in top managerial formal structure and hostile takeovers and their symbolic imagery. Research will focus on how innovations disrupted the traditional social structure and rules of the game among top managers of accountability and conflict tenets within contemporary corporations. There will be application of organizational procedures to resolve employee/employer conflict has been stimulated by expanding definitions of employee rights, greater statutory protection of employees, and the opportunity for corporate adaptation in areas of employee dissatisfaction.
The utility of internal organizational systems of conflict resolution rests on the formulation of specific objectives and values, high degree of decision maker independence, balanced formality of procedures as well as matching types of conflict with means of resolution. The individual variable can consider conflict management style as direct relationships between the conflict styles andperceived victimization can also be predicted, an interaction involving integrating and obliging styles and hierarchical status have to be supported for direct forms of interpersonalaggression.Interviews of short duration are the preferable process for acquiring the above information from relevant stakeholders. In face to face interviews, research team will have the opportunity to ask clarifying questions. In addition, interviewees often volunteer important information about unwritten rules and practices and the informal fashion in which the disputes are actually processed and resolved.
The need to maximize the potential of an open and frank discussion, however, it is helpful if assurance can be given that the interview or survey results will be reported without attribution and that the organizational leadership has agreed to support the inquiry though a guarantee of no reprisal. For example, stakeholders need to have a sound skill and knowledge foundation to use new dispute resolution practices such as alternative dispute resolution, whether stakeholders are internal or external, they need to know how to access they system, to understand the ADR options available to them, and to have some level of confidence in using process chosen, information that must be constructed to ascertain the past nature and attendant cost of conflict in the organization.
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