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Full Description
After much debate by business professionals, organizational conflict is now considered normal and legitimate; it may even be a positive indicator of effective organizational management. Within certain limits, conflict can be essential to productivity. This book contributes to the investigation of organizational conflict by analyzing its origins, forms, benefits, and consequences.
Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. Managing Conflict in Organizations is a vigorous analysis of the rational application of conflict theory in organizations.
Conflict is inevitable among humans. It is a natural outcome of human interaction that begins when two or more social entities engage one another while striving to attain their own objectives. Relationships among people or organizations become incompatible or inconsistent when two or more of them desire a similar resource that is in short supply; when they do not share behavioral preferences regarding their joint action; or when they have different attitudes, values, beliefs, and skills. This book examines these root causes of organizational conflict and offers constructive perspectives on its consequences.
Contents
List of Tables and Figures
Preface
1. Introduction
Contributions from Various Disciplines
Organizational Conflict
Summary
2. Nature of Conflict
Defining Conflict
Threshold of Conflict
Conflict and Competition
Classifying Conflict
Styles of Handling Interpersonal Conflict
Summary
3. Organizational Learning and Effectiveness
Defining Organizational Learning
Types of Learning
Organizational Effectiveness
Characteristics of the Old Paradigm
Conflict Management in the New Paradigm
Summary
4. Conflict Management Design
Nature of Conflict Management
Contingency Approach
Conflict Management Process
Major Research Challenges
Summary
5. Intrapersonal Conflict
Types of Intrapersonal Conflict
Role
Role Conflict
Role Ambiguity
A Model of Role Conflict and Ambiguity
Consequences of Role Conflict
Managing Intrapersonal Conflict
Summary
6. Interpersonal Conflict
Prisoner's Dilemma
A Model of Conflict
Consequences of Interpersonal Conflict
Negotiation
Managing Interpersonal Conflict
Summary
7. Intragroup Conflict
Types of Groups
Effects of Intragroup Conflict
Managing Intragroup Conflict
Summary
8. Intergroup Conflict
Dynamics of Intergroup Conflict
Effects of Intergroup Conflict
Managing Intergroup Conflict
Intervention
Summary
9. Ethics and Morality
Ethics and Morality Defined
Behavioral Perspectives for Conflict Management
Ethical Evaluation of Conflict Management
Ethics and Leadership Structure
Four Methods of Discourse
Practical Methods and Conflict Management Styles
Stages of Moral Development
Conclusions
Summary
10. The Measurement of Conflict
Development of the ROCI-I
Development of the ROCI-II
Uses of the Inventories
Summary
11. Epilogue
A Design for Managing Conflict
Ethics of Managing Conflict
Measurement of Conflict
Appendix A: Cases
Case 1. Allen Manufacturing Corporation
Case 2. New Employee at the Credit Union
Case 3. Minnis Service
Case 4. The Hormel Strike at Austin, Minnesota
Appendix B: Exercises
Exercise 1. Contract Building
Exercise 2. Technique of Role Analysis
Exercise 3. Job Design
Exercise 4. Transactional Analysis
Exercise 5. Managing Interpersonal Conflict
Exercise 6. Team Building
Exercise 7. Intergroup Problem Solving
Exercise 8. Organizational Mirroring
Exercise 9. Analysis of Task Interdependence
References
Author Index
Subject Index
