İşletme örgütlerinde çatışma ve yönetimi
Organizational conflict and its management
- Tez No: 62440
- Danışmanlar: PROF. DR. ALİ ERKAN EKE
- Tez Türü: Yüksek Lisans
- Konular: İşletme, Business Administration
- Anahtar Kelimeler: Personel yönetimi, Yönetim psikolojisi, Çatışma, Çatışma yönetimi, Örgütsel davranış, Örgütsel çatışma, Personnel management, Management psychology, Conflict, Conflict management, Organizational behavior, Organizational conflict
- Yıl: 1997
- Dil: Türkçe
- Üniversite: Ankara Üniversitesi
- Enstitü: Sosyal Bilimler Enstitüsü
- Ana Bilim Dalı: İşletme Ana Bilim Dalı
- Bilim Dalı: Belirtilmemiş.
- Sayfa Sayısı: Belirtilmemiş.
Özet
Özet yok.
Özet (Çeviri)
SUMMARY The subject of this study is the phenomenon of organizational conflict and its management. Conflict which is a natural dimension of social life is also a reality for organization. Organizational conflict which occurs within the individuals or/ and groups themselves or with each other as incompatibility, disagreement, dispute or, contradiction can be defined as a dynamic interaction process. The process of conflict has four main steps. These are antecedent conditions, perceived conflict, felt conflict and manifest behavior. Antecedent conditions are the characteristics of a situation which generally lead to conflict, although they may be present in the absence of conflict as well. The organizational conflict can be caused by various factors. Among these the ones that are related with the organizational conditions have utmost importance. These are competition for scarce resources, communication barriers, control, differentiation in organization, variation, ambiguous jurisdictions, functional dependence between jobs, injustice within rewarding system and magnitude of organization. Types of organizational conflicts are classified in various ways by using different criteria. In this study mainly four classifications have been taken into consideration. The first classification, the classification due to conflicting sides involves intrapersonal conflict, interpersonal conflict, intragroup conflict, intergroup conflict and interorganizational conflict. The criterian the second classification has been based on is the place of the conflict in the organization. According to this classification there are three types of conflicts. These are horizontal conflict, vertical conflict and the conflict between the administrators and experts. In the classification which is related with the quality of conflict, functional and disfunctional conflicts are mentioned. The classification due to the way the conflict occurs includes potential conflict, perceived conflict, felt conflict and manifest conflict. 105There has been a great change in the approaches of the organizations to the concept of conflict. It is possible to notice this change by studying the historical development of organizational theories. According to the classical organizational approach conflict is a threat to the existence of the organization and a risk for its success. So the organizations must certainly avoid it. Whereas in the modern theory, which accepts the reality of conflict, the view that a moderate amount of conflict is necessary for the continuity and the effectiveness*of the organization is dominant. Thus conflict, is regarded as an effective device to reach the organizational aims. The purpose is not to get rid of conflict but to manage it effectively. Conflict may have both positive and negative effects on the organization and its staff. It is being positive or negative depends on the effiency of conflict management. An efficient conflict management makes conflict work for the organization. The difference between resolution and management of conflict is more than semantic. Conflict resolution implies elimination of conflict, whereas the management of conflict does not necessarily imply reduction or elimination of conflict. Conflict management can require intervention to reduce conflict if there is too much, or intervention to promote conflict if there is too little. Organizations, in which there is little conflict may stagnate. On the other hand, organizational conflict left uncontrolled may have disfunctional effects. It is possible to come across various models of conflict management in literature. In this study four of the most impartant models have been dealt with. And it has been noticed that they have been derived from one another and as a result they have put forward similar strategies. These strategies can be enumerated as integrating, dominating, avoiding, obliging and compromising. As a consequence of contingency approach it is impossible to claim that a strategy is the most suitable or the most efficient one. 106
Benzer Tezler
- Örgütsel çatışma yönetimi ve örnek olay
Organizational conflict management and case study
MEHMET EMİN ALAN
- Rol çatışması-rol belirsizliği ve stres arasındaki ilişkiyi belirlemeye yönelik bir araştırma
Başlık çevirisi yok
MİNE YALÇIN
- Bilgi toplumunda zaman yönetimi ve bankacılık sektöründe yöneticiler üzerine bir uygulama
Time management in society and an application among managers in the banking sector
ÖMER FARUK İŞCAN
