REASONS FOR CONFLICTS IN THE ENTERPRISE AND WAYS DECISION THEM

Abstract

The need to study the theoretical foundations of conflicts in an enterprise and to develop practical recommendations for the effective regulation of contradictions in the process of labor activity substantiated. The essence of the concept of “conflict” and the nature of its occurrence in the work collective clarified. It proposed that the concept of “conflict” understood as a process of tension that arises between participants in a conflict in the process of their professional interaction regarding a dialectical contradiction. The types of conflicts are formed according to classification criteria: according to the results, according to the composition of the participants, according to the sources of occurrence, according to the time of the conflict, according to the degree of severity of the contradictions, according to the type of functional system, according to the degree of intensity of the conflict, according to the tendency to change, according to the stage of the flow, in terms of motive, according to the service-communicative orientation of interaction in a dynamic aspect. It has established that the most common conflicts in a work team based on the composition of the participants - interpersonal and intrapersonal. In order to resolve everyday issues, it is advisable to consider the causes of interpersonal and intrapersonal conflicts from the perspective of a systemic and process approach as external (arising in the process of interaction between people and joint activities) and internal (arising within the psychological world of the individual, which is a collision of oppositely directed motives (interests, values, goals, ideals) External and internal causes of conflicts studied. Methods and principles for managing conflicts in the workforce of an enterprise are proposed. Methods of conflict management include the following: 1) intrapersonal (methods of acting on an individual); 2) structural: reward system, coordination mechanisms, clarification of work requirements, and formation of common values); 3) interpersonal: compromise, conflict avoidance, cooperation, compliance, confrontation. We believe that conflicts that subsequently arise in the labor process can become an incentive for the movement and development of the enterprise, strengthening its potential and competitive position in the market, and not cause damage.