HROB 3100 Chapter 7: Managing Conflict

• School: University of Guelph
• Department: Human Resources and Organizational Behaviour
• Course: HROB 3100
• Professor: Jamie Gruman

Document Summary

One of the biggest causes of business failure among top corporations is too much agreement among top management issue of complacency and no change happens. La(cid:272)k of (cid:272)o(cid:374)fli(cid:272)t does(cid:374)"t (cid:373)ea(cid:374) good leadership, is a leadi(cid:374)g i(cid:374)di(cid:272)ator of (cid:271)ei(cid:374)g out of touch with significant changes in the market place. Conflict focuses on issues or facts (rather than personality differences) Key rules for engagement for effective conflict management. Work with more rather than less information. Develop multiple alternatives to enrich the level of debate. Judiciously select the conflicts you try to manage. Know the basic styles of handling conflicts. Diagnosing the type of interpersonal conflict: understand the focus and source of the conflict, focus. Issues enhance performance (rational negotiation: people threaten effectiveness (in your face, source, personal differences perceptions and expectations. Incompatible roles goals and responsibilities: environmental stress resource scarcity and uncertainty, some of the consistently cited benefits of an effectively managed diverse workforce, cost savings from reducing turnover rates.