AMBIGUITY AND CONFLICT MANAGEMENT STRATEGY

1996 ◽  
Vol 7 (2) ◽  
pp. 139-155 ◽  
Author(s):  
Ilana Ritov ◽  
Amos Drory
Keyword(s):  
Conflict Management ◽  
Management Strategy

Strategi Manajemen Konflik Sebagai Upaya Meningkatkan Kinerja Teamwork Tenaga Kependidikan

2016 ◽  
Vol 6 (1) ◽  
pp. 64
Author(s):  
Sri Wartini
Keyword(s):  
Conflict Management ◽  
Team Performance ◽  
Management Strategy ◽  
Employee Performance ◽  
Individual Employee ◽  
Personal Performance

<p><em>The purpose of this research </em><em>is </em><em>to explain influence</em><em> of</em><em> </em><em>conflict</em><em> management</em><em> strategy </em><em>on teamwork</em><em> performance</em><em>. This kind of</em><em> conflict can happen to everyone and</em><em> in any places disregarding</em><em> status, income and position. Someone who ca</em><em>n not</em><em> manage conflict</em><em>s</em><em> will </em><em>have a</em><em> threat</em><em> for his</em><em> personal performance</em><em>,</em><em> and </em><em>unfortunately, </em><em>company’s performance will </em><em>also gain</em><em> the effect. </em><em>Accordingly</em><em>, we need a strategy to manage  conflict</em><em>s</em><em> as a</em><em>n</em><em> effort to create a good performance </em><em>for</em><em> individual employee performance a</em><em>s well as tha</em><em> team performance. </em><em>The p</em><em>opulation af this research is</em><em> the</em><em> entire educational employee</em><em>s</em><em> in UNNES by taking some samples using propotional sampling </em><em>to </em><em>around 88 samples</em><em>. </em><em>The result of this research  prove</em><em>s</em><em> that hypothesis stat</em><em>ing</em><em> “conflict</em><em> management</em><em> strategy” influenced positively and significantly </em><em>on</em><em> </em><em>teamwork performance</em><em> is accepted. This</em><em> explain</em><em>s that </em><em>conflict</em><em> management</em><em> strategy can give contribution to</em><em> the</em><em> teamwork performance through employee’s </em><em>ability</em><em> to accomodate ideas from partner</em><em>s</em><em> of work, avoid </em><em>disputes</em><em> by respect</em><em>ing</em><em> each other, </em><em>maintaining</em><em> communicati</em><em>on</em><em> and </em><em>conduct</em><em> colaboration </em><em>on</em><em> work</em><em>ing</em><em> method</em><em>s</em><em>. </em><em>It is s</em><em>uggest</em><em>ed</em><em> </em><em>that</em><em> this research should improve strateg</em><em>ies</em><em> in managing conflict</em><em>s</em><em> such as strat</em><em>egies</em><em> to compete </em><em>at</em><em> work by giving chance to other partner to use theirs skill in making decision and finding solution to solve the job.</em></p><em>Keywords: conflict management strategy, teamwork’s performance, educational employee</em>

scholarly journals The role of affects in conflict frames and conflict management

2015 ◽  
Vol 26 (4) ◽  
pp. 427-449 ◽  
Author(s):  
Mei-Yu Yang ◽  
Fei-Chun Cheng ◽  
Aichia Chuang
Keyword(s):  
Conflict Management ◽  
Hierarchical Linear Modeling ◽  
Management Strategy ◽  
Mood State ◽  
Linear Modeling ◽  
Content Type ◽  
Positive Trait ◽  
The Right ◽  
Trait Affectivity ◽  
Conflict Frames

Purpose – The purpose of this paper is to identify the roles of trait affectivity and momentary moods in conflict frames and conflict management. This paper goes beyond affect induction and focuses on the affective – rather than rational – antecedents of the choice of conflict management strategy. Design/methodology/approach – This paper adopts a within- and between-person approach and uses hierarchical linear modeling to test the hypotheses with group-mean centering. Over the course of 12 days within a three-week period, the authors collected participants’ momentary moods and how they thought about and would respond to conflict scenarios. Data were gathered from 1,545 observations, involving 180 individuals. Findings – After controlling for anger raised from the conflict scenario, both positive trait affectivity and positive momentary moods were found to be positively related to a compromise frame. Surprisingly, neither negative trait affectivity nor momentary mood was related to the win frame. A compromise frame predicted a cooperative strategy, and a win frame predicted a competitive strategy. The relationships between trait and momentary affects and conflict management strategy were partially mediated by conflict frame, but only for positive affects. Practical implications – If seeking a constructive resolution, choose the right person (i.e. an individual with positive trait affectivity) and the right moment (i.e. the individual is in a positive mood state) to communicate disagreements. Originality/value – This paper sheds light on the prediction of conflict frame and conflict management behavior by testing trait affectivity and momentary mood simultaneously.

scholarly journals Investigating the role of conflict management strategy on development of cooperative management

2014 ◽  
pp. 425-428 ◽  
Author(s):  
Hosseinali Aziziha ◽  
Ali Khodsetan ◽  
Mahsan Hajirasouliha ◽  
Ashkan Faraji ◽  
Milad Isakhani Zakaria ◽  
...  
Keyword(s):  
Conflict Management ◽  
Management Strategy ◽  
Cooperative Management

scholarly journals Social Responsibility of PT Asam Jawa to the Impacted Community as a Social Conflict Management Strategy

2019 ◽  
Vol 7 (3) ◽  
pp. 263-274
Author(s):  
Rahma Hayati Harahap ◽  
Afrizal * ◽  
Azwar *
Keyword(s):  
Social Responsibility ◽  
Conflict Management ◽  
Oil Palm ◽  
Management Strategy ◽  
Social Conflict ◽  
Safety Valve ◽  
Oil Palm Plantation ◽  
The People ◽  
Plantation Company

One important issue in the expansion of oil palm plantations in Indonesia is the massive escalative conflict between plantation companies and affected communities. This article discusses the conflict management by an oil palm plantation company, PT Asam Jawa. Using Lewis Coser's safety valve theory, this article presents the analysis of research about the impacts of the CSR program implemented by PT Asam Jawa on the dynamics of conflict between affected people and the company. The question answered is whether the application of CSR can be an alternative effort to manage conflicts between PT Asam Java and people affected, happening since the company started its operations. The results showed that although PT Asam Jawa implemented an extensive CSR program, the CSR program carried out by PT Asam Jawa did not function as a safety valve, because the people who were in conflict with companies related to the land used by PT Asam Jawa  were excluded by the company as recipients of CSR funds.

Implementing a School-Wide Conflict Management Program: Staff Development is the Key

1996 ◽  
Vol 6 (6) ◽  
pp. 600-624 ◽  
Author(s):  
Patsy E. Johnson
Keyword(s):  
Staff Development ◽  
Conflict Management ◽  
Management Strategy ◽  
Management Plan ◽  
Management Program ◽  
Development Model ◽  
Conflict Prevention ◽  
Philosophical Orientation ◽  
Urban Middle School ◽  
Culture And Climate

This paper presents a staff-development model to implement a school-wide conflict management plan. Results of an ongoing conflict management plan following its third year from an urban middle school are included to illustrate a conflict prevention and management strategy that was motivated and shaped by the school's culture and climate realities. The strategy is based on the premise that the effectiveness of the conflict management program improves when the philosophical orientation for conflict management is articulated, understood, and implemented by the administration, faculty, students, and parents.

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