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CONFLICT MANAGEMENT






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Dogmatic behaviors

A dogmatic person who is set in his own ways and is highly opinionated and does not leave any ground for cultivating genuine interaction with others because genuine interaction is based upon “give and take” attitude which a highly dogmatic person does not process. As a result, the relationships remain superficial and trust is shallow if any.

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Superiority behaviors

Feelings of superiority based on rank, prestige, power and authority are highly threatening to others and if this power is openly exhibited in talk and actions, it creates not only envy but also resentment.

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Natural behaviors

Natural behavior, though advisable in many situations, is considered as one of indifference and uncaring.

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Using a strategy of behaviors

A strategy is a carefully structured set of directions which gives the management a tool for maneuverability so that it can manipulate and gear others towards a predetermined objective

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Controlling of behaviors

Controlling attitude is highly authoritative and makes the subordinates feel like machines rather than human beings.

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Evaluative of behaviors

Performance evaluations based upon emotional judgments and tainted by prejudice and residual anger from any previous encounters destroy trust.

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Aggressive versus Supportive Behaviors

These behaviors are briefly as follows.

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International Trust Building

While there are a number of behavioural as well as organizational factors, as discussed before, that contribute to the existence of conflict, there may be one single factor that may be highly contributory to reducing that conflict.

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Dealing with Structural-Based Conflict

Structure based conflict is built around organizational environment and can be resolved or prevented by redesigning organizational structure and work-flow.

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Dealing with Behavioural Conflict

Various researchers have identified five primary strategies for dealing with and reducing the impact of behavioural conflict.

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Conflict Resolution

Except in very few situations in which the conflict may lead to competition and creativity so that in those situations the conflict can be encouraged, in all other cases where conflict is destructive in nature it should be resolved, once it has developed, but all efforts should be made to prevent it from developing.

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Structural aspects Causes of Conflict

These conflicts arise due to issues related to the structural design of the organization as a whole as well as its sub-units. Some of these issues involve

Click to read - Structural aspects Causes of Conflict

Behavioral aspects Causes of Conflict

These conflicts arise out of human thoughts and feelings, emotions and attitudes, values and perceptions etc.

Click to read - Behavioral aspects Causes of Conflict

The Causes of Conflict

The various types of conflict, a discussed above, have already been pointed out in the previous discussion.

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Inter-organizational conflict

The conflict also occurs between organizations, which in some way are dependent upon each other.

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Different specific objectives

Different functional groups within the organization may come into conflict with each other because of their different specific objectives.

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Inter-group conflict

An organization is an interlocking network of groups, departments, sections or work teams.

Click to read - Inter-group conflict

Conflict between the individual and the group

As we have discussed before, all formal groups as well as informal groups have established certain norms of behaviour and operational standards which all members are expected to adhere to.

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Interpersonal Conflict

This conflict involves conflict between individuals and is probably the most common and most recognized conflict.

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Conflict within the individual

The conflict within an individual is usually value related where the role playing expected of an individual does not conform with the values and beliefs held by the individual.

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