Managing Conflict in Organizations

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Greenwood Publishing Group, 2001 - 293 páginas

This revised and updated edition of Rahim's classic work on managing conflict in organizations presents new evidence that suggests, contrary to generally accepted views, that organizational conflict need not be minimized or avoided in all cases. Some conflicts are functional and others are dysfunctional. Substantive or task-related conflict is functional for nonroutine tasks, but affective conflicts are dysfunctional irrespective of the task conditions. Classifying conflicts as intrapersonal, interpersonal, intragroup, or intergroup, Rahim explains how to diagnose conflict, how to intervene effectively, and how to handle all the different types of conflict that typically arise in organizations.

Rahim's systematic approach to conflict management identifies five styles of handling conflict (integrating, obliging, dominating, avoiding, and compromising). These styles may be used in the course of an intervention, a technique that enables managers to minimize affective conflict while attaining and maintaining a moderate amount of substantive conflict at the individual, group, and intergroup levels. Rahim's book will be of interest to scholars, students, and practitioners in management, organizational psychology, human resources management, and communication.

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Contenido

MANAGING INTRAGROUP CONFLICT
144
SUMMARY
156
Intergroup Conflict
159
DYNAMICS OF INTERGROUP CONFLICT
160
EFFECTS OF INTERGROUP CONFLICT
163
MANAGING INTERGROUP CONFLICT
164
INTERVENTION
171
SUMMARY
175

Measurement of Conflict
31
DEVELOPEMENT OF THE ROCII
32
DEVELOPMENT OF THE ROCIII
42
SUMMARY
57
Organizational Learning and Effectiveness
59
TYPES OF LEARNING
60
ORGANIZATIONAL EFFECTIVENESS
61
CHARACTERISTICS OF THE OLD PARADIGM Individual Defensive Reasoning
64
CONFLICT MANAGEMENT IN THE NEW PARADIGM
68
Conflict Management Design
71
CONTINGENCY APPROACH
81
CONFLICT MANAGEMENT PROCESS
82
MAJOR RESEARCH CHALLENGES
90
Intrapersonal Conflict
93
ROLE
94
ROLE CONFLICT
95
A MODEL OF ROLE CONFLICT AND AMBIGUITY
97
CONSEQUENCES OF ROLE CONFLICT
99
MANAGING INTRAPERSONAL CONFLICT
100
SUMMARY
111
Interpersonal Conflict
113
A MODEL OF CONFLICT
114
CONSEQUENCES OF INTERPERSONAL CONFLICT
118
NEGOTIATION
119
MANAGING INTERPERSONAL CONFLICT
121
SUMMARY
138
Intragroup Conflict
139
TYPES OF GROUPS
140
EFFECTS OF INTRAGROUP CONFLICT
141
Ethics and Morality
177
ETHICS AND MORALITY DEFINED
178
BEHAVIORAL PERSPECTIVES FOR CONFLICT MANAGEMENT
179
ETHICS AND LEADERSHIP STRUCTURE
180
FOUR METHODS OF DISCOURSE
181
PRACTICAL METHODS AND CONFLICT MANAGEMENT STYLES
184
STAGES OF MORAL DEVELOPMENT
189
CONCLUSIONS
191
Epilogue
193
A DESIGN FOR MANAGING CONFLICT
194
THE ETHICS OF MANAGING CONFLICT
202
Cases
205
NEW EMPLOYEE AT THE CREDIT UNION
207
MINNIS SERVICE
211
THE HORMEL STRIKE AT AUSTIN MINNESOTA
214
Exercises
231
CONTRACT BUILDING Objectives
232
TECHNIQUE OF ROLE ANALYSIS Objectives
233
JOB DESIGN Objectives
235
TRANSACTIONAL ANALYSIS Objectives
236
MANAGEMENT OF DISAGREEMENTS Objectives
239
TEAM BUILDING Objectives
240
INTERGROUP PROBLEM SOLVING Objectives
243
ORGANIZATIONAL MIRRORING Objectives
247
ANALYSIS OF TASK INTERDEPENDENCE Objectives
249
References
253
Author Index
275
Subject Index
281
Derechos de autor

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Acerca del autor (2001)

M. AFZALUR RAHIM is the President of the Center for Advanced Studies in Management and Professor of Management at Western Kentucky University./e He is the editor of Managing Conflict: An Interdisciplinary Approach (Praeger, 1989) and Theory and Research in Conflict Management (Praeger, 1990), and is the founding editor of the International Journal of Conflict Management.

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