protracted one, or
an incompatibility between two or more
opinions, principles, or interests, or a condition in which a person experiences a clash of opposing wishes or needs
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Презентация на тему Management conflicts thursday, 31 october 2019
Содержание
- 2. CONFLICT a serious disagreement or argument, typically
- 3. CONFLICT Conflict situation Pretext + = Reasons
- 4. CONFLICT BenefitsLossesDetection of various viewpointsProblems in controlAims disagreement Better management effectivenessConflicts by types (consequences)functionaldysfunctional
- 5. CONFLICT Conflicts by types (by participants)interpersonalbetween a
- 6. CONFLICT Conflicts by types (by participants)interpersonalbetween a
- 7. CONFLICT Conflicts by types (by participants)interpersonalbetween a
- 8. CONFLICT Conflicts by types (by participants)interpersonalbetween a
- 9. Conflict model Managerial situationConflict sourcesThe more sources exist, the … (?) the whole situation is.
- 10. Conflict model Managerial situationConflict sourcesPossibility to settle
- 11. Conflict model Managerial situationConflict sourcesPossibility to settle the conflict Reaction to the conflictsuccessfulfailedConflict handling
- 12. Conflict handlingStructural wayClarifying the work requirementsCoordination mechanisms Integration mechanismsComplex aims of organizationStructural motivation systems
- 13. Conflict handlingAvoidance Smoothing CompulsionCompromise Problem solving and readiness to the other’s point of viewInterpersonal wayStructural way
- 14. CONFLICT Conflict settling effectiveness Level of understanding and wish for cooperationlowhighhighAvoidanceSmoothingCompromiseCompulsoryProblem solving
- 15. Conflict model Managerial situationConflict sourcesPossibility to settle
- 16. Conflict Consequences
- 17. CONFLICT Conflicts by types (consequences)functionaldysfunctionalThe result is
- 18. Where people fight?
- 19. Women’s Style Routine workHigh competitiveness for results
- 20. Women’s Style Routine workHigh competitiveness for results
- 21. Where Conflicts Appear Women’s Style Routine workHigh
- 22. Where Conflicts Appear Women’s Style Routine workHigh
- 23. Where Conflicts Appear Women’s Style Routine workHigh
- 24. Where Conflicts Appear Women’s Style Routine workHigh
- 25. Where Conflicts Appear Women’s Style Routine workHigh
- 26. 5 Ways What a CEO Can DoCompetitive
- 27. Скачать презентацию
- 28. Похожие презентации
CONFLICT a serious disagreement or argument, typically a protracted one, or an incompatibility between two or more opinions, principles, or interests, or a condition in which a person experiences a clash of opposing wishes or needs
Слайд 2
CONFLICT
a serious disagreement or argument, typically a
protracted one, or
opinions, principles, or interests, ora condition in which a person experiences a clash of opposing wishes or needs
Слайд 3
CONFLICT
Conflict situation
Pretext
+
=
Reasons for
occurrence
Consequence of inadequate communication development
Different aims and
ideasDisagreement between two or more parties
Correlation of tasks
Different life style and experiences
Слайд 4
CONFLICT
Benefits
Losses
Detection of various
viewpoints
Problems in control
Aims disagreement
Better management
effectiveness
Conflicts by types (consequences)
functional
dysfunctional
Слайд 5
CONFLICT
Conflicts by types (by participants)
interpersonal
between a person
and a group (f.i. by not popular measures)
long-term
(conflict
situation)short-term
(conflict pretext)
Слайд 6
CONFLICT
Conflicts by types (by participants)
interpersonal
between a person
and a group (f.i. by not popular measures)
long-term
(conflict
situation)short-term
(conflict pretext)
Слайд 7
CONFLICT
Conflicts by types (by participants)
interpersonal
between a person
and a group (f.i. by not popular measures)
between groups
Слайд 8
CONFLICT
Conflicts by types (by participants)
interpersonal
between a person
and a group (f.i. by not popular measures)
between groups
inside
of a person(role game)
Слайд 9
Conflict model
Managerial situation
Conflict sources
The more sources exist,
the … (?) the whole situation is.
Слайд 10
Conflict model
Managerial situation
Conflict sources
Possibility to settle the
conflict
The more pretexts, the … (?) the whole
situation is.
Слайд 11
Conflict model
Managerial situation
Conflict sources
Possibility to settle the
conflict
Reaction to the conflict
successful
failed
Conflict handling
Слайд 12
Conflict handling
Structural way
Clarifying the work requirements
Coordination mechanisms
Integration
mechanisms
Complex aims of organization
Structural motivation systems
Слайд 13
Conflict handling
Avoidance
Smoothing
Compulsion
Compromise
Problem solving and readiness
to the other’s point of view
Interpersonal way
Structural way
Слайд 14
CONFLICT
Conflict settling effectiveness
Level of understanding and
wish for cooperation
low
high
high
Avoidance
Smoothing
Compromise
Compulsory
Problem solving
Слайд 15
Conflict model
Managerial situation
Conflict sources
Possibility to settle the
conflict
Reaction to the conflict
successful
failed
Conflict handling
Functional and dysfunctional consequences
Слайд 17
CONFLICT
Conflicts by types (consequences)
functional
dysfunctional
The result is acceptable
for everyone
More desire for the further co-operation
Less working effectiveness
No
desire to compromise in the future“the-other-party-being-an-enemy” idea
Displacement of interests
Слайд 19
Women’s Style
Routine work
High competitiveness for results
Closed
premises
Shift work arrangement
Conflicts between departments with the connected
result but different functions High pressure from top-management
Where Conflicts Appear
Слайд 20
Women’s Style
Routine work
High competitiveness for results
Closed
premises
Shift work arrangement
Conflicts between departments with the connected
result but different functions High pressure from top-management
Where Conflicts Appear
Слайд 21
Where Conflicts Appear
Women’s Style
Routine work
High competitiveness
for results
Closed premises
Shift work arrangement
Conflicts between departments
with the connected result but different functions High pressure from top-management
Слайд 22
Where Conflicts Appear
Women’s Style
Routine work
High competitiveness
for results
Closed premises
Shift work arrangement
Conflicts between departments
with the connected result but different functions High pressure from top-management
Слайд 23
Where Conflicts Appear
Women’s Style
Routine work
High competitiveness
for results
Closed premises
Shift work arrangement
Conflicts between departments
with the connected result but different functions High pressure from top-management
Слайд 24
Where Conflicts Appear
Women’s Style
Routine work
High competitiveness
for results
Closed premises
Shift work arrangement
Conflicts between departments
with the connected result but different functions High pressure from top-management
Слайд 25
Where Conflicts Appear
Women’s Style
Routine work
High competitiveness
for results
Closed premises
Shift work arrangement
Conflicts between departments
with the connected result but different functions High pressure from top-management
Слайд 26
5 Ways What a CEO Can Do
Competitive style
– based on power, means winner and looser in
a conflictDissociation style - lower level of persistence and no looking for co-operation
Compromising style – temperate persistence and wish for co-operation
Adaptation style – desire for co-operation and lower persistence on decision
Co-operation style
