Here is the synopsis of our sample research paper on Conflict Resolution within Teams. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 3 page paper discussing the need for and approaches to managing conflict within teams. Denial of the existence of or potential for conflict cannot serve the best interests of the firm or the individual team. Real communication and consensus decisions can avert team-destroying conflict. Bibliography lists 4 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgTeamConMg.rtf
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Unformatted sample text from the term paper:
and permanent teams mark the offices of virtually every firm in todays business environment. By definition, teams require individuals to work together and in that sense face conflict at
one time or another. Rather than deny that conflict can and does exist, those organizations planning for future conflict are better able to deal with it when it does
occur. Theoretical Base Only a few years ago a search for recent articles on management theory would return topics along the lines of
situational leadership, contingency theory and leader-member exchange. In todays newest publications those have given way to complexity theory and the theory of constraints, though transformational and participative leadership remain.
Mabin, Forgeson and Greens (2001) theory of constraints is rather new, but it is Demings (1986) dedication to the need for true and open communication that likely is the
most practical. Mabin, Forgeson and Green (2001) write that the "literature on change management contains numerous prerequisites for successful change, with a predominantly
negative view on the issue of resistance to change" (p. 168). Some authors had noted the possibility of positive effects of resistance to change prior to 2001, but found
"a lack of management theories which support this view" (Mabin, Forgeson and Green, 2001; p. 168). It was in this setting that Mabin, Forgeson and Green (2001) developed "a
management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force" (p. 168). The theory provides a framework in which "situational assessment, assumption
surfacing, conflict resolution, planning and implementation of successful change" (Mabin, Forgeson and Green, 2001; p. 168) all can be used simultaneously in change management initiatives. The theory that Mabin,
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