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No one can think alike. Everybody’s thinking, way of working, expectations, desires are different. Sometime we get confuse in choosing best out of two options, which may result in to conflict, It may occurs at various and different levels . Hence, whenever two individuals put their opinion in different ways a conflict occurs. In a nonprofessional’s language, conflict is a fight either between two individuals or among group members. There is always definitely a difference in their thought process as well as their understanding. Disagreements among individuals lead to conflicts and fights. It can be said that Conflict arises whenever individuals have different values, opinions, needs, interests and are unable to find a middle way.
After much debate by business professionals, organizational conflict is now considered normal and legitimate; it may even be a positive indicator of effective organizational management. Within certain limits, conflict can be essential to productivity. This book contributes to the investigation of organizational conflict by analyzing its origins, forms, benefits, and consequences. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. Managing Conflict in Organizations is a vigorous analysis of the rational application of conflict theory in organizations. Conflict is inevitable among humans. It is a natural outcome of human interaction that begins when two or more social entities engage one another while striving to attain their own objectives. Relationships among people or organizations become incompatible or inconsistent when two or more of them desire a similar resource that is in short supply; when they do not share behavioral preferences regarding their joint action; or when they have different attitudes, values, beliefs, and skills. This book examines these root causes of organizational conflict and offers constructive perspectives on its consequences.
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.
The Theme Of The Present Book Rotates Around Interpersonal Conflict Among Executives And Conflict Management Strategies Adopted Particularly By Subordinates Towards Their Superiors. In Fact, In An Organization Barring One Or Two Executives Each Executive Has To Play The Roles Of Superior As Well As Of Subordinate. The Theme Of The Book Is Useful For Both Roles. Some Of The Questions Which The Book Attempts To Resolve Are: A) How To Convert Alienated Employees To Problem-Solvers? B) Do Youngsters Have More Zeal To Resolve Interpersonal Conflict By Taking The Bull By Horns? Or, Do Experience And Age Convert Executives As Fence-Sitters In Situation Of Interpersonal Conflict? C) Does Nature Of Conflict Management Strategies Differ Among Various Departments Viz. Production, Finance , Human Resource, Marketing, And If So, Why? D) Does Professional Qualification Has Any Impact On Conflict Resolution Style? F) Do Accomplishers And Happy-Go-Luckies Differ On Conflict Resolution Style? G) Whether Temperament Of Superior Has Any Impact On Subordinate S Conflict Resolution Strategy?The Book Can Be Useful For Students Of Organisational Behaviour, For Teachers And Researchers In The Field Of Managing Interpersonal Conflict And For Executives And Trainers Who Strive For Converting Differences In Opinions Into Opportunities For Organizations.