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Essay / Research Paper Abstract
A 5 page paper discussing the manager's role in conflict issues. There is increasing empirical evidence of the benefits of effective conflict management, and every active manager knows the difficulties involved in dealing with individuals and choosing the line that simultaneously represents the best interests of the organization and its members. Everyone has a need to feel important to the organization to which he belongs; each needs to believe that his views are taken seriously in conflict issues. Ultimately, it is the manager of responsibility that is charged with maintaining an atmosphere in which conflict openly can be examined and then resolved. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSconflict1.rtf
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Unformatted sample text from the term paper:
simply deal with this?" His wifes reply was, "No, I cant. I love our nephew!" Her reply illustrates the critical need for managers to maintain objectivity in dealing
with organizational conflict. Stockwell (1997) says that "managing conflict constructively in support of common organizational goals is a key success skill in the 1990s" (p. 6). Emotional involvement or
inability (or unwillingness) to see all sides are factors that cannot be allowed to enter into any organizational negotiations in which conflict either is active or has the potential of
arising. Simple common sense dictates that issues must be resolved so that the organization can continue its forward movement. Poorly managed conflict can appear to "go away," but unless
true resolution is found and then implemented it is destined to rise up again. Further complicating the issues is that if such conflict is smoothed over but left unresolved,
then when the same issues do arise again they often are disguised as other matters and bear only subtle resemblance to the original problem. The manager that allowed the
"quick fix" that in actuality resolved nothing also is the least likely to recognize that the same problems have again presented themselves, only in different form. The cycle is not
a simple one to break. "Resentments build and relationships erode until authentic communication between those concerned is virtually impossible. The result is often counterproductive behaviors that create secondary problems
that also go unmanaged" (Stockwell, 1997; p. 6). In todays business climate in which the most assured certainty is that of change, it has been easy to lose sight of
the old adage that nothing spurs the need for change with the efficiency of a good conflict. In all types of relationships whether business or personal, individual or
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