Organizational Conflict Resolution Research Articles

Ensuring organizational conflict resolution through human relations in the banking sector

Increasing uncertainty and complexity in the operating environment of organizations provide fertile ground for the beginning of conflict in the workplace. This study was conducted to examine the effect of human relations in resolving conflicts in an organization using deposit money banks in Delta State as a case study. The study, anchored on the human relations theory, adopted the survey research design hence data were collected through the use of questionnaires as research instruments. The findings of the study indicate that human resources management style, employee job description, and alternative dispute resolution strategies all have positive effects on organizational conflict resolution in surveyed deposit money banks in Nigeria. The study therefore concludes that positive human relations is important in resolving conflicts in an organisation and recommends amongst others the need for management to adopt the use of alternative dispute resolution strategies to avoid the attendant costs and manhour lost inherent in litigations.

Human Relations and Organizational Conflict Resolution; A Study of Manufacturing Firms in Nigeria

Increasing uncertainty and complexity in the operating environment of organizations provide fertile ground for the beginning of conflict in the workplace. This study was conducted to examine the effect of human relations in resolving conflicts in an organisation using manufacturing firms in Delta State as a case study. The study, anchored on the human relations theory, adopted the survey research design hence data were collected through the use of questionnaires as research instrument. Findings of the study indicate that human resources management style, employee’s job description and alternative dispute resolution strategies all have positive effect in organizational conflict resolution in surveyed manufacturing firms in Nigeria. The study therefore concludes that positive human relation is important in resolving conflicts in an organistion and recommends amongst others the need for management to adopt the use of alternative dispute resolution strategies to avoid the attendant costs and manhour lost inherent in litigations

The impact of communication education provided with creative drama method on midwifery undergraduates.

INTRODUCTIONThis study was carried out to evaluate the impact of communication education provided by using creative drama method on the communication skills, selfesteem, and organizational conflict resolution skills of midwifery undergraduates.METHODSThe research was conducted as a semi-experimental ‘controlled pretest–posttest’ method. The study was carried out with freshmen studying midwifery at a public university in Western Turkey (n=52) between 30 September and 30 December 2017. Data were collected by means of the Communication Skills Inventory, Rosenberg Self-Esteem Scale, and Rahim Organizational Conflict Inventory-II. Throughout the research process, a 12-week lesson plan covering the stages of the creative drama method was applied. During the collection of the data, the scales were applied to the group as pretest, posttest while dependent t-test was applied for analyzing purposes.RESULTSCommunication Skills Inventory behavioral communication skills created a significant difference between Rosenberg Self-Esteem Scale self-esteem subscale scores (p>0.05). No significant difference was detected among the Rahim Organizational Conflict Inventory sub-dimension mean scores (p>0.05).CONCLUSIONSFindings obtained from the research reveal that the creative drama method effectively develops communication skills, self-esteem, and conflict resolution skills for midwifery undergraduates.

Conflict Resolution in Organizations

Conflict Resolution in Organizations

Etica sindical en la negociación de contrato colectivo de construcción de obras públicas. Caso Ducolsa

El presente artículo pretende analizar los diversos problemas en las negociaciones contractuales en el sector construcción de la empresa Desarrollos Urbanos, S.A., teniendo en consideración de los factores éticos de los lideres sindicales, para ello se tuvo en cuenta los lineamientos para los procesos de resolución de conflictos de (Ruiz, 2011) y el proceso de solución de conflictos organizacionales aplicando el Modelo de Calidad PDCA - Círculo de Deming. (Castro & Enrico, 2019).Así mismo, se llegó a los siguientes resultados: la sustentabilidad y productividad que se desea son vitales para la rentabilidad, en tal sentido, la dirigencia empresarial debe coordinar la productividad minimizando las demoras innecesarias, uso ilimitado de la sensatez a la hora de resolver conflictos, por cuanto una mala asesoría, implicaría un experimento que se traduce en malestar colectivo y por ende en conflictos que repercuten en las metas productivas que se desean alcanzar.

Uloga emocionalne inteligencije kao osobine lidera u rešavanju konflikata u organizaciji

Uloga emocionalne inteligencije kao osobine lidera u rešavanju konflikata u organizaciji

Organizational Conflict Resolution and Strategic Choice: Evidence from a Survey of Fortune 1000 Firms

This article examines the strategic underpinnings of firms’ use of alternative dispute resolution (ADR) practices. The authors argue that a firm’s strategic orientation and commitment to ADR shape its adoption of dispute resolution techniques—such as mediation and arbitration. Firms vary in the benefits they seek to gain from adopting ADR practices, and firm-level use is affected by these anticipated benefits. The authors also propose a link between a firm’s commitment to the diffusion, access, and their use of ADR, on the one hand, and employee usage on the other. They test their theory using survey data from Fortune 1000 corporations and identify four distinct strategic orientations toward ADR, which in turn help to explain use of ADR within firms. Finally, they also find that a firm’s commitment to ADR is also shown to affect the firm’s use of mediation and arbitration.

Organizational Conflict Causes and Resolution Style among First Line Manager and Hospital Administration

Background: Conflict is a fact of human lives and if they are able to understand it and its impact on work effectiveness, they can make conflict useful and use them to achieve better results Aim of the current study is to identify organizational conflict causes and resolution style among first line managers and hospital administration. Design: A descriptive research design was utilized in the current study. Subjects of this study compromised convenient sample of all available nurse) first line managers who working at hospitals during the period of data collection (no 156). Setting: the study was carried out at Minia University Hospitals. Tools: two tools were used to collect data of the study; Organizational Conflict Causes Questionnaire and Organizational Conflict Resolution Styles Scale. Results: The study results revealed that three quarter of hospital administrative and first line manager agreed about causes of conflict. The most conflict styles used by hospital administrative were collaborating, accommodating, and competing while, first line manager preferred compromising, avoiding, and competing styles, with statistically significant difference. Conclusion: this study concluded that, all participants agreed about causes of conflict; as well hospital administrative preferred collaborative style and first line manager preferred compromising style. Recommendations: Establishment of training courses for all nursing educators to improve their skill for conflict resolution.

Conflict Resolution in Organizations

Two meta-theoretical traditions mark research on conflict resolution in organizations: the rationalist tradition, which portrays organizations as goal-directed collectivities and conflict resolution as a threat to efficiency and performance; and the cultural tradition, which portrays organizations as normative collectivities constituted by ongoing social interaction, interpretive dynamics, and institutional environments, and emphasizes the interplay of law and social inequalities in interpersonal and collective organizational conflict resolution. Within these traditions, we distinguish between structural and processual styles of research, noting the empirical methods favored in each tradition, research that blurs the boundaries between the traditions, and vanguard scholarship. Finally, we discuss several potential areas of research that could enhance meaningful intellectual exchange between the traditions.

The hierarchical consequences of reinvention: evidence from the American bureaucracy

PurposePolitical reorganizations like that of the national performance review in the USA fundamentally alter hierarchical relations within public agencies. This paper includes a set of formal exercises to examine two logical consequences of reinvention: the increased likelihood of coordination failures, and the reduction in political leaders' hierarchical status in the organization.Design/methodology/approachThese effects are discussed in the context of a substantial change in the public organization of health services: the alteration of the US Department of Health and Human Services' structure.FindingsThe paper argues that reinvention fundamentally alters the power and status of political appointees, the standing of top leadership, and the likelihood of conflict resolution within the organization.Originality/valueThis is the first paper to use historically important methods of understanding conflict resolution in organizations to the most important reform effort in American public administration in the last 30 years.

THE INFLUENCE OF PROPORTIONAL AND PERCEPTUAL CONFLICT COMPOSITION ON TEAM PERFORMANCE

Past conflict research and theory has provided insight into the types of conflict and styles of conflict resolution in organizations and groups. A second generation of conflict research is now needed that recognizes that the type of conflict present in a group relative to the other types present (proportional conflict composition) and the amount of conflict perceived relative to the amount perceived by other members (perceptual conflict composition) may be critical to group functioning. Therefore, we propose two types of conflict composition in teams and investigate the links between proportional and perceptual conflict composition conflict, and team effectiveness (i.e., individual and team performance, commitment, cohesiveness, and member satisfaction) in two organizational samples. We find group conflict compositions consisting of high levels of task‐related conflict compared to relationship and process conflict (proportional task conflict) are high performing, satisfied teams. In addition, when team members disagree about amounts of conflict present (high perceptual conflict), we find evidence of negative group outcomes. Implications for managers and group members are discussed.

A Cognitive Model Based Approach for Organizational Conflict Resolution

As organizations become more complex and diverse, organizational conflicts occur more frequently and managers spend an increasing portion of their time and efforts in handling such conflicts. Besides, an organizational conflict is difficult to identify in advance because it tends to be latent until the balance of interests is destroyed or a radical organizational change takes place. Effectiveness in managing organizational conflicts is based on how well such conflicts are understood by organizational members. By identifying the cause-effect relationships related to organizational conflicts, organizational members can understand each other better and become more willing to transform their ideas into corporate synergy. We propose a method, called Two-phase Cognitive Modeling (TCM), to help organizational members capture organizational conflicts and identify the means to alleviate them. To support the method for real world applications, we developed a computerized modeling tool, called Two-phase Cognitive Modeling Facility (TCMF). Working procedures of the TCM method and the TCMF tool are illustrated with their application to the real case of the cable TV home shopping company.

Japanese Community and Organizational Mediation

This study investigated community and organizational mediation in Japan. Initially, hypotheses about community mediation were developed from a review of Japanese history and culture. These predictions were compared to data from interviews with Japanese students and subsequently with data collected in Japan. The comparisons yielded revised predictions about organizational conflict resolution, which were strongly supported by data collected in Japan. Specifically, it was found that the Japanese in their organizations, as in the community, infrequently use assertive mediation techniques such as criticism, education, and disputant separation. They are more apt to rely on nonassertive techniques such as gathering information from the disputants, listening to opinions, and relaying these between disputants. Such an approach is significantly less assertive than that used by the Chinese or the South Koreans.

Another Model for Organizational Conflict Resolution: Better or Just Different?

Another Model for Organizational Conflict Resolution: Better or Just Different?

NEGOTIATED TRANSFER PRICING AND CONFLICT RESOLUTION IN ORGANIZATIONS

ABSTRACTAn experiment was conducted to test hypotheses about conflict related to negotiated transfer pricing. A business game with repeated decision periods was used to simulate transfer pricing negotiations between corporate divisions. When the evaluation of division executives emphasized corporate profits rather than divisional profits, there was more smoothing and integrative problem solving and less aggressive‐competitive behavior, relations between the divisions were better, and more cooperation was observed to occur in other decisions unrelated to the transfer pricing. Moreover, corporate profits from the transfer product and its derivative product tended to be larger. All of these effects were most pronounced when the transfer product was important to both divisions as a source of profits.

Conflict Resolution in Organizations: Views from the Field of Educational Administration

The experienced public administrator is well aware that conflicts in the organization stem from many sources, are pervasive throughout the organization, and the possibilities for resolving them depend on the situation. Administrators who have been involved in conflicts in their organizations and who have attempted to resolve the problems inherent in the symptoms that produce conflicting situations also realize that many of these conflicts are a result of interorganizational differences. conflicts and conflict resolution strategies cannot be confined to the internal realm of the organization. For example, a school superintendent may be engaged in a battle with a local newspaper over an unfavorable press release. To resolve the conflict, he may try to bring legal action against the editor, to woo the educational reporter, or to restrict the access of information. His particular conflict resolution strategy will depend on what has worked in the past, who he knows at the newspaper office, the superintendent's own personality, or even on * Public officials are currently besieged with organizational conflicts, the nature of which ranges from a dissatisfied employee to a full-scale riot This article attempts to consider organizational conflicts from the administrator's point of view; thus, it outlines some methods that an administrator may use to develop a strategy for conflict resolution. The article, first of all, identifies the most common kinds of organizational conflicts. Second, it underscores the importance of differentiating between conflicts (e.g., between those that foster creative tension and those that are potentially destructive to the organization), and it presents a model for determining the degree to which they are important and should be resolved. Finally, the article presents some specific proposals for resolving organizational conflicts and summarizes these proposals by presenting the Organizational Conflict Resolution Grid. For illustrative purposes, the author will draw on his own experience with school organizations.