Managing conflict in organizations
著者
書誌事項
Managing conflict in organizations
Quorum Books, 2001
3rd ed
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注記
Includes bibliographical references (p. [257]-280) and indexes
内容説明・目次
内容説明
This revised and updated edition of Rahim's classic work on managing conflict in organizations presents new evidence that suggests, contrary to generally accepted views, that organizational conflict need not be minimized or avoided in all cases. Some conflicts are functional and others are dysfunctional. Substantive or task-related conflict is functional for nonroutine tasks, but affective conflicts are dysfunctional irrespective of the task conditions. Classifying conflicts as intrapersonal, interpersonal, intragroup, or intergroup, Rahim explains how to diagnose conflict, how to intervene effectively, and how to handle all the different types of conflict that typically arise in organizations.
Rahim's systematic approach to conflict management identifies five styles of handling conflict (integrating, obliging, dominating, avoiding, and compromising). These styles may be used in the course of an intervention, a technique that enables managers to minimize affective conflict while attaining and maintaining a moderate amount of substantive conflict at the individual, group, and intergroup levels. Rahim's book will be of interest to scholars, students, and practitioners in management, organizational psychology, human resources management, and communication.
目次
Preface Introduction Nature of Conflict Measurement of Conflict Organizational Learning and Effectiveness Conflict Management Design Intrapersonal Conflict Interpersonal Conflict Intragroup Conflict Intergroup Conflict Ethics and Morality Epilogue Appendix A: Cases Appendix B: Exercises
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