This article has been cited by other articles in PMC. Abstract Background In service oriented industries, such as the health care sector, leadership styles have been suggested to influence employee satisfaction as well as outcomes in terms of service delivery. However, how this influence comes into effect has not been widely explored.
Can conflicts be positive? It can also be argued that conflicts are not necessarily bad. Conflict releases energy at every level of human activity- energy that can produce positive, constructive results.
Conflicts tend to have a motivational value; they drive or energize an individual to tackle a situation. For example, think of any of the personal or organizational problems that you may have faced in near future. It was probably difficult for you to resolve them at that time.
But if the same problems were to recur, surely you would have more confidence to tackle them at present than you had earlier when they first occurred. It may even be amusing to think that such problems bothered you then, even though they appear so simple now.
In certain instances they have also emerged as the captains of the industry. Given below is the list of consequences of conflict.
Beneficial Consequences - Motivate individuals to do better and to work harder. For example employee benefits of the preset day are an outcome of the union —management conflicts over the past decades.
For example, a union leader may call for a strike to assert his superiority or to stabilize his leadership. Here we are trying to give a solution to a conflict turning it in a constructive side.
If one party exercises the principles of interaction, listens, and us the six steps of collaborative resolution, that party may be able to end the conflict constructively. At the very least, he or she may be able to prevent the conflict from turning into a fight by choosing an alternative to destructive interaction?
It concerns itself with the study of organizations and management, with a focus on anything relevant to the management, design and effectiveness of an organization. (John Martin – Organizational Behavior and Management 3rd Edition, Thomson Learning , p). Organizational behavior (often abbreviated OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization's effectiveness. CHAPTER ONE-Understanding Organizational Behaviour (one hour) CHAPTER TWO-Effectiveness in organizations Intergroup Behavior and Conflict—groups can cooperate and/or compete with each other in organizations; conflict resulting from competition may be either.
Resolving a conflict ends the dispute by satisfying the interests of both parties. Managing a conflict contains specialized interaction that prevents a dispute from becoming a destructive battle. Managing a conflict attends to the personal issues so as to allow for a constructive relationship, even though the objective issues may not be resolvable.
For example, the former Soviet Union and the United States managed their conflict during the Cold War by using a variety of mechanisms. The objective issues in the dispute were not resolved, and neither were the personal issues, which contained significant perceptual differences.
However, both sides attended significantly to the relationship to keep the disagreement from turning into a destructive battle. Our goal in conflict always should be to seek a resolution based on mutual gain. Realistically, however, resolution is not always possible. When this is the case, we must manage the conflict to ensure that the relationship is constructive and that open communication is maintained.Jun 19, · For this study, a MHCI was chosen that recently merged from two smaller institutions in In , the merger process started by merging two regions (region B and region T) of the MHCI into one.
The full legal merger was completed on January 1, friendship) have an impact on the functioning of the organization b. Intergroup Behavior and Conflict—groups can cooperate and/or compete with each other in organizations; conflict resulting from competition may be either functional or dysfunctional, depending on the organization.
CONFLICT AND CONFLICT MANAGEMENT IN ORGANIZATIONS: A FRAMEWORK FOR ANALYSIS Jacob Bercovitch Introduction Research into behaviour in organizations can be divided into two categories: normative and descriptive.
Normative research is concerned mode of inquiry in presenting a framework for the study of conflict in organizations.
CHAPTER ONE-Understanding Organizational Behaviour (one hour) CHAPTER TWO-Effectiveness in organizations Intergroup Behavior and Conflict—groups can cooperate and/or compete with each other in organizations; conflict resulting from competition may be either.
A Case Study of Conflict Management: Family Conflict Resolution Lessons from the Home One of the most common forms of conflict many of us will face is the inevitable dispute with a . Organizational behavior is the study of both group and individual performance and activity within an organization.
Internal and external perspectives are two .