CONFLICT MANAGEMENT IN THE PERSONNEL MANAGEMENT SYSTEM

Abstract

Objective. The objective of the article is to summarize the theoretical developments on conflict management in the personnel management system Methods. To achieve the objective, methods of theoretical generalization, analysis and synthesis, logical generalization, analogies, comparative comparison, formal and substantive modeling are used. Results. It is proved that modern conflict theories follow two main approaches: conflict as a negative phenomenon; conflict as a basis for achieving better results, as well as the impetus for change and development of the organization itself. For a company’s climate, direct conflict is sometimes more beneficial than a climate of constant doubt and constant failure. Understanding the source of conflict increases the likelihood of effective conflict management. Conflict management involves solving two strategic tasks: conflict prevention and finding ways to end it constructively. The author comes to the conclusion that conflict management should become a subsystem of the personnel management system, which will increase the number of positive and reduce the negative consequences of conflicts. The strategic approach to conflict management, which is implemented through the coordination of goals and objectives of the conflict management system with the goals and objectives of the organization. This is justified by the difference in organizations in their structure, culture and goals, and therefore different needs in conflict management. Meeting these needs requires managers to develop and apply conflict management techniques that are consistent with the organization’s goals, existing culture, and organizational structure. That is why managers at different levels need to be taught the basics of behavior management, with an emphasis on conflict management.