Managing Conflict in Organizations

✍ Scribed by M. Afzalur Rahim

• Publisher: Routledge
• Year: 2023
• Tongue: English
• Leaves: 343
• Edition: 5
• Category: Library

✦ Synopsis

Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness.

This book is a vigorous analysis of the rational application of conflict theory in organizations for organizational behavior students, as well as practitioners looking to practice constructive conflict management in their work. This fifth edition has been thoroughly updated to reflect the latest research in the field and explains the effect that research has on practice, with an expanded range of practical examples and cases.

It covers emergent topics such as:

• Differentials in conflict management styles across generations
• Technology and its effect on conflict style changes
• Cross-cultural studies and diversity

This text is a valuable resource for students, instructors, and researchers in human resource management and organizational behavior, and a practical handbook for practitioners that manage (or manage upward) their colleagues.

✦ Table of Contents

Cover
Endorsement
Half Title
Title Page
Copyright Page
Table of Contents
List of Figures
List of Tables
Foreword
Preface
1 Social Conflict Construct
Contributions From Various Disciplines
Philosophy
Biological Science
Sociology and Psychology
Organizational Conflict
The Classical View of Organizational Conflict
Concluding Comments On the Classical View of Organizational Conflict
The Modern View of Organizational Conflict
2 Nature of Conflict
Defining Conflict
Threshold and Grey-Zone Conflicts
Conflict and Competition
Classifying Conflict
Antecedent Conditions
Levels of Analysis
Styles of Handling Interpersonal Conflict
Model of Two Styles
Model of Three Styles
Model of Four Styles
Model of Five Styles
Integrative and Distributive Dimensions
3 Organizational Learning and Effectiveness
Nature of Organizational Learning
Types of Learning
Single-Loop Learning
Double-Loop Learning
Nature of Organizational Effectiveness
Goal Attainment
System Resource
Internal Process
Strategic Constituencies
What Is an Appropriate Effectiveness Model?
Measurement of Effectiveness
Characteristics of the Old Paradigm
Individual Defensive Reasoning
Organizational Defensive Routines
Problem Solving
Avoiding Type III Errors
Conflict Management in the New Paradigm
4 Conflict-Management Design
Nature of Conflict Management
Substantive Conflict
Affective Conflict
Process Conflict
Transforming Conflict
Inverted-U Function
Conflict-Management Styles
Criteria for Conflict Management
Conflict-Management Strategies
Contingency Approach
Conflict-Management Process
Diagnosis
Intervention
Major Research Challenges
5 Intrapersonal Conflict
Types of Intrapersonal Conflict
Approach–Approach Conflict
Approach–Avoidance Conflict
Role
Role Conflict
Intrasender Conflict
Intersender Conflict
Interrole Conflict
Intrarole (Person–Role) Conflict
Role Overload and Underload
Role Ambiguity
A Model of Role Conflict and Ambiguity
Consequences of Role Conflict
Managing Intrapersonal Conflict
Diagnosis
Intervention
6 Interpersonal Conflict
Prisoner’s Dilemma
A Model of Conflict
Antecedent Conditions
Consequences of Interpersonal Conflict
Individual and Group Performance
Organizational Effectiveness
Negotiation
Separate the People From the Problem
Focus On Interests, Not Positions
Invent Options for Mutual Gain
Insist On Using Objective Criteria
The BATNA Principle
Hard, Soft, and Principled Negotiating Styles
Managing Interpersonal Conflict
Diagnosis
Conflict-Management Styles in a Global Setting
Intervention
7 Intragroup Conflict
Types of Groups
Formal Groups
Informal Groups
Effects of Intragroup Conflict
Earlier Studies
Contemporary Studies
Managing Intragroup Conflict
Diagnosis
Collegiate Norms
Sources
Intervention
8 Intergroup Conflict
Dynamics of Intergroup Conflict
Perceptual and Behavioral Changes
Structure Formation
Decision Process
Conflict Aftermath
Effects of Intergroup Conflict
Managing Intergroup Conflict
Diagnosis
National Norms
Sources
Intervention
Process
Structural
9 Ethics and Morality
Ethics and Morality Defined
Behavioral Perspectives for Conflict Management
Ethical Evaluation of Conflict Management
Ethics and Leadership Structure
Four Methods of Discourse
Logistic Method
Problematic Method
Dialectical Method
Agonistic Method
General Appropriateness of the Methods
Practical Methods and Conflict-Management Styles
Integrating Style
Stages of Moral Development
Pre-Conventional Level
Conventional Level
Post-Conventional Level
Empirical Study On Stages and Styles
Implications for Organizations
10 The Measurement of Conflict
Development of the ROCI–I
Exploratory Factor Analysis
Reliability Coefficients
Social Desirability Response Set
Confirmatory Factor Analysis (CFA)
Confirmatory Factor Analyses in Two Additional Samples
Factor Invariance
Development of the ROCI–II
Exploratory Factor Analysis
Reliability Coefficients
Social Desirability Response Set
Confirmatory Factor Analysis
Confirmatory Factor Analysis in Five Additional Samples
Factor Invariance
Uses of the Inventories
Sample Items of the ROCI-I and ROCI-II
ROCI–I
ROCI-II, Form A
New Measurement Scales That Are Being Developed
ROCI–I
ROCI–II
11 Epilogue
A Design for Managing Conflict
Intrapersonal Conflict
Interpersonal Conflict
Intragroup Conflict
Intergroup Conflict
Ethics of Managing Conflict
Measurement of Conflict
Appendix A Cases
Case 1: Allen Manufacturing Corporation
Production Department
Maintenance Department
Case 2: New Employee at the Credit Union
Hiring a New Employee
Case 3: Minnis Service
Emergency Service Call
Friday Meeting
Another Incident
Case 4: The Hormel Strike at Austin, Minnesota
Collective Bargaining History
Appendix B Exercises
Exercise 1: Contract Building
Objectives
Premeeting Preparation
Requirements
Procedure
Exercise 2: Technique of Role Analysis
Objectives
Premeeting Preparation
Requirements
Procedure
Exercise 3: Job Design
Objectives
Premeeting Preparation
Requirements
Procedure
Exercise 4: Transactional Analysis
Objectives
Premeeting Preparation
Requirements
Procedures
Exercise 5: Managing Interpersonal Conflict
Objectives
Premeeting Preparation
Requirements
Procedure
Exercise 6: Team Building
Objectives
Requirements
Premeeting Preparation
Procedures
Exercise 7: Intergroup Problem Solving
Objectives
Requirements
Premeeting Preparation
First Problem-Solving Session
Second Problem-Solving Session
Exercise 8: Organizational Mirroring
Objectives
Premeeting Preparation
Requirements
Procedure
Exercise 9: Analysis of Task Interdependence
Objectives
Requirements
Premeeting Preparation
Procedure
References
Index of Names
Index of Subjects