Managing Conflict in Organizations

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Greenwood Publishing Group, 2001 - Business & Economics - 293 pages
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This revised and updated edition of Rahim's classic work on managing conflict in organizations presents new evidence that suggests, contrary to generally accepted views, that organizational conflict need not be minimized or avoided in all cases. Some conflicts are functional and others are dysfunctional. Substantive or task-related conflict is functional for nonroutine tasks, but affective conflicts are dysfunctional irrespective of the task conditions. Classifying conflicts as intrapersonal, interpersonal, intragroup, or intergroup, Rahim explains how to diagnose conflict, how to intervene effectively, and how to handle all the different types of conflict that typically arise in organizations.

Rahim's systematic approach to conflict management identifies five styles of handling conflict (integrating, obliging, dominating, avoiding, and compromising). These styles may be used in the course of an intervention, a technique that enables managers to minimize affective conflict while attaining and maintaining a moderate amount of substantive conflict at the individual, group, and intergroup levels. Rahim's book will be of interest to scholars, students, and practitioners in management, organizational psychology, human resources management, and communication.

 

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Contents

Introduction
1
CONTRIBUTIONS FROM VARIOUS DISCIPLINES
2
ORGANIZATIONAL CONFLICT
7
SUMMARY
14
Nature of Conflict
17
THRESHOLD OF CONFLICT
19
CLASSIFYING CONFLICT
20
STYLES OF HANDLING INTERPERSONAL CONFLICT
24
EFFECTS OF INTRAGROUP CONFLICT
145
MANAGING INTRAGROUP CONFLICT
148
SUMMARY
160
Intergroup Conflict
163
DYNAMICS OF INTERGROUP CONFLICT
164
EFFECTS OF INTERGROUP CONFLICT
167
MANAGING INTERGROUP CONFLICT
168
INTERVENTION
175

SUMMARY
32
Measurement of Conflict
35
DEVELOPEMENT OF THE ROCII
36
DEVELOPMENT OF THE ROCIII
46
SUMMARY
61
Organizational Learning and Effectiveness
63
TYPES OF LEARNING
64
ORGANIZATIONAL EFFECTIVENESS
65
CHARACTERISTICS OF THE OLD PARADIGM Individual Defensive Reasoning
68
CONFLICT MANAGEMENT IN THE NEW PARADIGM
72
Conflict Management Design
75
CONTINGENCY APPROACH
85
CONFLICT MANAGEMENT PROCESS
86
MAJOR RESEARCH CHALLENGES
94
Intrapersonal Conflict
97
ROLE
98
ROLE CONFLICT
99
ROLE AMBIGUITY
100
A MODEL OF ROLE CONFLICT AND AMBIGUITY
101
CONSEQUENCES OF ROLE CONFLICT
103
MANAGING INTRAPERSONAL CONFLICT
104
SUMMARY
115
Interpersonal Conflict
117
A MODEL OF CONFLICT
118
CONSEQUENCES OF INTERPERSONAL CONFLICT
122
NEGOTIATION
123
MANAGING INTERPERSONAL CONFLICT
125
SUMMARY
142
Intragroup Conflict
143
TYPES OF GROUPS
144
SUMMARY
179
Ethics and Morality
181
ETHICS AND MORALITY DEFINED
182
BEHAVIORAL PERSPECTIVES FOR CONFLICT MANAGEMENT
183
ETHICS AND LEADERSHIP STRUCTURE
184
FOUR METHODS OF DISCOURSE
185
PRACTICAL METHODS AND CONFLICT MANAGEMENT STYLES
188
STAGES OF MORAL DEVELOPMENT
193
CONCLUSIONS
195
Epilogue
197
A DESIGN FOR MANAGING CONFLICT
198
THE ETHICS OF MANAGING CONFLICT
206
Cases
209
NEW EMPLOYEE AT THE CREDIT UNION
211
MINNIS SERVICE
215
THE HORMEL STRIKE AT AUSTIN MINNESOTA
218
Exercises
235
CONTRACT BUILDING Objectives
236
TECHNIQUE OF ROLE ANALYSIS Objectives
237
JOB DESIGN Objectives
239
TRANSACTIONAL ANALYSIS Objectives
240
MANAGEMENT OF DISAGREEMENTS Objectives
243
TEAM BUILDING Objectives
244
INTERGROUP PROBLEM SOLVING Objectives
247
ORGANIZATIONAL MIRRORING Objectives
251
ANALYSIS OF TASK INTERDEPENDENCE Objectives
253
References
257
Author Index
281
Subject Index
289
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About the author (2001)

M. AFZALUR RAHIM is the President of the Center for Advanced Studies in Management and Professor of Management at Western Kentucky University./e He is the editor of Managing Conflict: An Interdisciplinary Approach (Praeger, 1989) and Theory and Research in Conflict Management (Praeger, 1990), and is the founding editor of the International Journal of Conflict Management.

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