Management CONFLICTS Friday 18 March 2016 Submitted by

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Management CONFLICTS Friday 18 March 2016 Submitted by Dr.  Vladlena E. Zarembo Management CONFLICTS Friday 18 March 2016 Submitted by Dr. Vladlena E. Zarembo

CONFLICT  a serious disagreement or argument, typically a protracted one, or  an incompatibility betweenCONFLICT a serious disagreement or argument, typically a protracted one, or an incompatibility between two or more opinions, principles, or interests, or a condition in which a person experiences a clash of opposing wishes or needs

CONFLICT Conflict situation Pretext + =  Reasons for occurrence  Consequence of inadequate communication developmentCONFLICT Conflict situation Pretext + = Reasons for occurrence Consequence of inadequate communication development Different aims and ideas Disagreement between two or more parties Correlation of tasks Different life style and experiences

CONFLICT Benefits Losses Detection of various viewpoints Problems in control Aims disagreement Better management effectiveness ConflictsCONFLICT Benefits Losses Detection of various viewpoints Problems in control Aims disagreement Better management effectiveness Conflicts by types (consequences) functional dysfunction al

CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i.CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i. by not popular measures)long-term (conflict situation) short-term (conflict pretext)

CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i.CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i. by not popular measures)long-term (conflict situation) short-term (conflict pretext)

CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i.CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i. by not popular measures) between groups

CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i.CONFLICT Conflicts by types (by participants) interperson al between a person and a group (f. i. by not popular measures) between groups inside of a person (role game)

Conflict model Managerial situation Conflict sources The more sources exist, the … (? ) the wholeConflict model Managerial situation Conflict sources The more sources exist, the … (? ) the whole situation is.

Conflict model Managerial situation Conflict sources Possibility to settle the conflict The more pretexts, the …Conflict model Managerial situation Conflict sources Possibility to settle the conflict The more pretexts, the … (? ) the whole situation is.

Conflict model Managerial situation Conflict sources Possibility to settle the conflict Reaction to the conflicts uConflict model Managerial situation Conflict sources Possibility to settle the conflict Reaction to the conflicts u c c e s s f u l failed Conflict handling

Conflict handling Structural way Clarifying the work requirements Coordination mechanisms Integration mechanisms Complex aims of organizationConflict handling Structural way Clarifying the work requirements Coordination mechanisms Integration mechanisms Complex aims of organization Structural motivation systems

Conflict handling Avoidance Smoothing  Compulsion Compromise Problem solving and readiness to the other’s point ofConflict handling Avoidance Smoothing Compulsion Compromise Problem solving and readiness to the other’s point of view. Interpersonal way. Structural way

Conflict model Managerial situation Conflict sources Possibility to settle the conflict Reaction to the conflicts uConflict model Managerial situation Conflict sources Possibility to settle the conflict Reaction to the conflicts u c c e s s f u l failed Conflict handling Functional and dysfunctional consequences

CONFLICT Conflicts by types (consequences) functional dysfunction al The final result is acceptable for everyone MoreCONFLICT Conflicts by types (consequences) functional dysfunction al The final result is acceptable for everyone More desire for the further cooperation Less working effectiveness No desire to compromise in the future “ the-other-party-being- an-enemy” idea Displacement of interest

CONFLICT Conflict settling effectiveness L e v e l o f u n d e rCONFLICT Conflict settling effectiveness L e v e l o f u n d e r s t a n d in g a n d w is h fo r c o o p e r a t io nlowhigh 1 2 3 4 5 1. Avoidance 2. Smoothing 3. Compromise 4. Compulsory 5. Problem solving

Mostly common ways Mc. Carthyism. The trial of Solomon Mostly common ways Mc. Carthyism. The trial of Solomon

Why Conflicts Appear  in an Organi zation Expectations of a Company about a Person ExpectationsWhy Conflicts Appear in an Organi zation Expectations of a Company about a Person Expectations of a Person about a Company

5 Ways What a CEO Can Do Competitive style – based on power, means winner and5 Ways What a CEO Can Do Competitive style – based on power, means winner and looser in a conflict Dissociation style — lower level of persistence and no looking for co-operation Compromising style – temperate persistence and wish for co-operation Adaptation style – desire for co-operation and lower persistence on decision Co-operation style

Styles of the Conflict Handling S e lf  -  in t e r eStyles of the Conflict Handling S e lf — in t e r e s t lowhigh Interest to others. Power (winner — looser) Co-operation (winner — winner) Avoidance (looser — looser) Other-Side Approach (looser — winner)Compromise (no win – no win)

Sincerely yours,  Vladlena Zarembo Sincerely yours, Vladlena Zarembo