人員試用標(biāo)準(zhǔn)ppt課件

1、Managing Conflicts of InterestDefinition - Conflicta process which begins when one party perceives that the other is frustrated, or is about to frustrate, some concern of his (or her). Thomas, 1976 in B&H p634ExerciseClients who is affected?Actors who are the leading players (individuals, groups and

2、 institutions)Transformations (what is the content and process? What is the ground that is being fought over?)World-view what is the wider perspectiveOrganisation what are the organisational and coordinative implications Environment what are the characteristics of the environment in which this is pl

3、ayed?What are the conflicts & interests?How are they manifested (feelings & behaviour)?How would the conflicts normally be resolved?How do you think the participants perceive the resolutions in terms of degree of satisfaction ?Review an apparent source of conflict of interest in your organisationOrg

4、anisational policy and practice on conflict managementWhat would be the content and coverage of an organisational policy on conflict management?What policy areas?What norms and expectations in terms of behaviour?Factors influencing the manner of resolutionOrganisational climate & cultureHabituation,

5、 custom & practice, status quoPersonal or political interestsPresence or absence of systems, policies & procedures for managing conflictIndividual skill in conflict handlingWillingness to compromiseAttitudes towards conflictA way of lifeWar (alls fair in love & .)AttritionCoup de graceCompetition (w

6、ell see who gets there first)Avoidance (leave well alone)Accommodation (no, after you)Compromise (split the difference)Collaboration (lets work this out together)B&H pp 564-656Conflict and interpersonal communicationRaw, coercive, physical powerConflict as a mediated process of social interaction In

7、dividual processes (aggressive and polite communication, conflict handling, competence)Ways of thinking about it (roles & identities, institutional pressures, cultural and organisational constraints, ethical boundaries)Interactive processes (formal negotiations, cultural & communication processes in

8、 international business, negotiation in crises, office resentments and clashes)Anne Mayden Nicoreta et al 1995Sources of conflictOrganisational hierarchyCompetition for scarce resourcesSelf-image & stereotypical views of othersDiffering goals & objectivesFailures & resultant blame fixingPoor coordin

9、ation of activitiesPlayer attitudesI win you lose (aggressive)I lose you win (passive)I lose you lose (total war)I win you win (assertive)Stoking the firesDoing things by the bookPoor or dysfunctional communicationPicking flightsSabotage & spoiling tacticsDisregarding alienation & isolationPublic (r

10、itual) humiliationHighlighting faults & failures of othersOver time distorted perceptions & raw, exaggerated emotions. Rational action unlikely.Conflict resolution - definition. A process that has as its objective the ending of conflict between disagreeing parties.B&H pp 653How can we resolve the da

11、maging effects of:Avoidance & festering soresAccommodation & resentment on giving ground The dilemma of competition creativity, energy * then losers at the tapeWar attrition, diversion of resources, defend/attack, subjugation to the victor.Sub-optimisation arising from compromise.Negotiation & barga

12、ining power, a temporary, expedient deal.Unitary and pluralistic frames of referenceUnitaryOne set of values, beliefs, commitmentsShared understanding & commitment to objectivesOne source of leadershipTeam members - All pulling in the same directionPotential for harmony is assumed provided leader co

13、mmunicates wellDisagreements the result of misunderstandingDissidents the rabble hypothesisAlan Fox Research Paper to the Donovan Commission 1968Unitary and pluralistic frames of referencePluralisticMultiple values, beliefs, commitments and objectivesDiverse perceptions and understandingsCompeting s

14、ources of leadership and loyaltyIndividuals & members of separate groups Pulling in different directions all in same boat butPotential for disagreement + conflict is inherent. Natural distrust in management authorityRight to challenge decisions and share powerRepresentative participation dissidentsB

15、eyond Contract (Fox 1974)agreements are best we can get at the moment. Conflict management techniquesConflict resolving techniques in a unitary framework?in a pluralistic setting?Management by confrontation stimulating conflictBargaining Distributive bargainingNegotiations. Fixed sum is divided up.

16、Win-loseIntegrative bargainingProblem-solving negotiation - seek to increase the total cake. Create win-win situation both partiesIntra-organisational BargainingRobbins 1996 (in B&H p 653)Formal conflictsOrganisational machinery to receive & process disputeswithin unitary and pluralistic settings?Tr

17、aditionally represents owners of capital & labourPositive and negative role for company and employee?Pendulum shifting power (employment law/labour market dynamics).What machinery?Procedures for NegotiationIndividual grievanceCollective disputesDisciplinary mattersRedundancyBanging heads together (p

18、ower intervention)Problem-solving huddles mediationPsychotherapyTake it to committeeQuality review panelsThird-party intervention & arbitrationResort to litigationEmployer-Employee RelationshipsMove from traditional industrial relations towards a new employee relations style with new style agreement

19、sFlexibilityEmployee involvementTQMTeam working & empowermentEd Rose (in Mabey & Salaman pp 266)From pluralism & distribution with high bargaining leverageTo unitary, integrative bargaining, trust and/or low bargaining power.Diversity & equality of opportunityStatement on diversity.accept that the workforce consists of a diverse population of people. The diversity consists of visible & non-visible differences including gender, ethnicity, disability, work style, persona