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Relevant bibliographies by topics / Conflict Management Styles

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Academic literature on the topic 'Conflict Management Styles'

Author: Grafiati

Published: 4 June 2021

Last updated: 8 February 2022

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Journal articles on the topic "Conflict Management Styles"

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Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq, and GSK Niazi. "Leadership styles: relationship with conflict management styles." International Journal of Conflict Management 25, no. 3 (July 8, 2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.

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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).

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Chen, Helen X., Xuemei Xu, and Patrick Phillips. "Emotional intelligence and conflict management styles." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 458–70. http://dx.doi.org/10.1108/ijoa-11-2017-1272.

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Purpose This paper aims to use a multi-level approach to examine the effects of emotional intelligence (EI) components on conflict management styles of Chinese managers when the respondents were in conflicts with their subordinates, peers or superiors. Design/methodology/approach The primary research was conducted in Dalian, China, via a personal survey resulting in 885 usable observations for analysis. EI was measured using the Wong and Law Emotional Intelligence Scale (WLEIS; Wong and Law, 2002), which is made up of 16 questions measuring four dimensions. The conflict management component was measured via Rahim’s (1983) five conflict management styles, which are avoidance, dominating, collaboration, compromise and integration. Findings The data analyses suggested that managers at different levels possess different EI and adopt different conflict management styles when dealing with their subordinates, peers and superiors. Specifically, when subordinates were involved in a conflict, junior managers and female managers were more likely to use the dominating style, while when peers were involved in a conflict, male managers were more likely to use the dominating style. When peers were involved in a conflict, managers working in public sectors were more likely to adopt the integrating, avoiding, obliging and compromising style. The Chinese managers were found to regulate their emotions and use of their emotions effectively in conflict with their peers and supervisors and thus they tended to adopt the avoiding, integrating and obliging style. Self-emotions appraisal and others emotions appraisal were significant to the adoption of the obliging style to handle conflict with their peers and supervisors. Use of emotions effectively was significant for the Chinese managers adopting the compromising style in conflicts with their peers, superiors and subordinates. Research limitations/implications The authors could only reach employees working and living in one city, which affects the generalizability of the paper. Practical implications Training should be provided to managers at different levels on the awareness of the impact of EI on conflict management at workplace. Originality/value There is little existing research on how employees across different levels within organisations in China moderate their EI according to the party they are interacting with. The objective of this paper is to stimulate further debate on the matter, thereby improving the understanding of EI moderation.

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Pangestuti, Naniek. "ANALYSIS OF CONFLICT MANAGEMENT STYLE OF CORRECTIONAL DEVELOPMENT DEVELOPMENT." Journal of Correctional Issues 1, no. 3 (December 19, 2018): 121–31. http://dx.doi.org/10.52472/jci.v1i3.15.

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Understanding conflict management is very important, especially in Prison Houses and Correctional Institutions. By understanding the conflict of prisoners, it will be able to overcome the vulnerability of conflicts that often end in riots. This study uses quantitative research methods in the form of surveys to measure the tendency of conflict management to prisoners. The results showed that of the five conflict management styles, the majority of respondents chose dominance management styles, then the rankings below were collaborative, compromise, and lastly avoidance management styles. None of the respondents chose the accommodation conflict management style

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Chandolia, Elisavet, and Sophia Anastasiou. "Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece." European Journal of Investigation in Health, Psychology and Education 10, no. 1 (February 14, 2020): 455–68. http://dx.doi.org/10.3390/ejihpe10010034.

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There are few options available for school managers who wish to effectively tackle school conflicts. The aim of the present work was to assess the issue of school conflict, its sources, and the effectiveness of different conflict management styles in Secondary Education school units in Greece. Teachers (n = 128) from twelve randomly selected schools in the region of Epirus, NW Greece, participated in the present work. Teachers’ views on their school Principals’ leadership style as well as the sources, the type(s), and the severity of conflict in their school unit were surveyed. Conflict appeared to be a frequent issue in schools. Frequent sources of conflict included interpersonal and organizational parameters. School leaders exhibited a range of conflict management styles. Compromise and Collaborative styles were frequently observed, followed by Smoothing and Forcing. Avoidance was less frequently exhibited by school leaders. The transformational and transactional leadership styles exhibited were equally effective in successful conflict resolution, whereas a laissez-faire leadership style was not. The results indicate that leadership and conflict management style can be associated with the effectiveness of conflict management.

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Gonçalves, Gabriela, Marta Reis, Cátia Sousa, Joana Santos, Alejandro Orgambídez-Ramos, and Peter Scott. "Cultural intelligence and conflict management styles." International Journal of Organizational Analysis 24, no. 4 (September 5, 2016): 725–42. http://dx.doi.org/10.1108/ijoa-10-2015-0923.

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Purpose Negotiating effectively in multicultural contexts or others is not only a very important skill for all organizational elements but also crucial to inter-organizational relations (Adler, 2008). If defined as a process that occurs when one party feels adversely affected by another (De Dreu, 1997). Conflict management styles can be analyzed as a function of personality variables. In this respect, cultural intelligence and self-monitoring appear to be relevant variables, as they are characterized by the demonstration of flexibility and interest in elements that are present in conflict management styles. This study aimed to evaluate the extent to which variables such as cultural intelligence and self-monitoring can positively influence the ability to solve interpersonal conflicts more effectively. Design/methodology/approach This study, with a sample of 399 individuals, aimed to test a model that explores how cultural intelligence and self-monitoring are related as predictor variables in the styles of conflict resolution. Findings It was observed that cultural intelligence presents itself as a reasonable predictor of conflict management styles, whereas self-monitoring appeared as a dispositional and controversial measure in relation to those styles. Self-monitoring exhibited itself as an important predictor of conflict management, but on the other hand, it had an influence on the choice of the dominating style in conflict situations. Practical implications Understanding the predictors of conflict management style and, in particular, realizing the extent to which cultural intelligence promotes a more effective conflict management style can help in the development of selection processes and skill training programs. The development of these multicultural skills will contribute to individual, social and organizational well-being. Originality/value This study contributes to the literature of individual differences and conflict management, demonstrating that some individual differences that predict the styles of conflict management can lead to a certain ambiguity in understanding the behaviour that an individual may adopt in situations of conflict.

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Egerová, Dana, and Lucie Rotenbornová. "TOWARDS UNDERSTANDING OF WORKPLACE CONFLICT: AN EXAMINATION INTO CAUSES AND CONFLICT MANAGEMENT STRATEGIES." Problems of Management in the 21st Century 16, no. 1 (June 20, 2021): 7–18. http://dx.doi.org/10.33225/pmc/21.16.07.

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Workplace conflict is regarded as a naturally and unavoidably occurring phenomenon in today's organisations. To identify the causes of workplace conflict it is critically important to determine appropriate conflict management strategies and effectively manage conflict. The purpose of this study was to explore causes of interpersonal conflicts between managers and employees and the conflict management styles used to handle these conflicts. A qualitative approach including thematic analysis and content analysis was employed. The thematic analysis was carried out to explore the themes concerning causes of conflicts between managers and employees. The content analysis was used to identify the conflict management styles. The data for both analyses included 47 individual written assignments describing conflict situations between managers and employees. Four general themes including poor management, manager personality, poor communication and differences in views emerged from the thematic analysis. Each theme also encompassed a number of subthemes. The findings of the content analysis showed that fight was the most adopted style used by both male and female managers. The findings also revealed that three styles emerge as the most frequently adopted by employees including avoidance, adaptation, and collaboration. The practical implications and limitations of this study are discussed. Keywords: causes of conflict, conflict management styles, gender, qualitative analysis, workplace conflict

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ÇETİN, Münevver Ölçüm, and Özge HACIFAZLIOĞLU. "Academics Conflict Management Styles." Doğuş Üniversitesi Dergisi 2, no. 5 (July 27, 2004): 155–62. http://dx.doi.org/10.31671/dogus.2019.294.

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Eckstein, Daniel. "Styles of Conflict Management." Family Journal 6, no. 3 (July 1998): 240–43. http://dx.doi.org/10.1177/1066480798063015.

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Ayub, Nailah, Suzan M. AlQurashi, Wafa A. Al-Yafi, and Karen Jehn. "Personality traits and conflict management styles in predicting job performance and conflict." International Journal of Conflict Management 28, no. 5 (October 9, 2017): 671–94. http://dx.doi.org/10.1108/ijcma-12-2016-0105.

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Purpose Personality differences may be a major reason of conflict, as well as the perception of conflict and preference for handling that conflict. This study aims to explore the role of personality traits in determining conflict and performance. The authors also studied the moderated mediated relationship between personality and performance through conflict and conflict management styles. Design/methodology/approach A field survey was conducted with a sample of 153 employees to test the hypotheses. Findings As hypothesized, agreeable persons perceive less conflict and extraverts are more likely to use integrating, obliging, compromising and avoiding styles. Emotionally stable people opt for integrating style whereas neurotics opt for dominating style. Conscientiousness, openness and emotional stability have a direct effect on performance, but the interactions between conflict and conflict management styles determine the relationship between personality traits and performance. Research limitations/implications The cross-sectional nature of data and somewhat reliable coefficients for personality measures reduce confidence in the results. Future research should use different or multiple measures of personality. Personality traits may be explored in view of the degree of each personality trait or interactions between personality traits. Practical implications People are sensitive about engaging in conflict and handling conflict differently because of their personality characteristics. The personality traits should, therefore, be understood and considered for conflict experience, conflict management and performance. Originality/value The paper adds to management research by investigating the relationship between personality traits, conflicts, conflict management styles and performance.

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Anwar, Muhammad Nadeem, Ghulam Zainab, and Asma Khizar. "Compatibility of Leadership Styles with Cooperative and Non-Cooperative Conflict Management Strategies." Global Educational Studies Review VI, no. I (March 30, 2021): 306–13. http://dx.doi.org/10.31703/gesr.2021(vi-i).31.

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Conflict among leaders and subordinates is natural meanwhile same is observed among headteachers and teachers; if it is not managed appropriately can create an adverse impact on organizational climate and subsequently on performance. A plethora of literature looked at the leadership styles that have direct/indirect influence on cooperative and non-cooperative conflict management practices. The present study examines the compatibility between leadership styles and cooperative and non-cooperative conflict management strategies of the secondary schools in Punjab. 360 randomly selected head teachers participated in this study. Two questionnaires were used, one for leadership styles and the other for cooperative and non-cooperative conflict management strategies. The results indicated that cooperative strategies of conflict management such as accommodation, collaboration and compromising are much helpful in a place where democratic leadership style was being practised, and authoritative leaders intended to follow non-cooperative such as competing and avoiding strategies in order to manage conflicts in schools. Therefore, it can be inferred that Headteachers who perceived to exhibit a more democratic style of leadership adopted cooperative strategies of conflict management. The headteachers who were perceived to exhibit a more autocratic leadership style opted for non-cooperative strategies of conflict management.

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Dissertations / Theses on the topic "Conflict Management Styles"

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Ng, Peng Man. "Conflict management styles and trust." Thesis, University of Macau, 2006. http://umaclib3.umac.mo/record=b1637049.

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Plaatjes, Carlton Henry. "Assessing conflict and management interventions." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1018930.

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Human resource management, or people management, is concerned with the philosophies, policies, programmes, practices and decisions that affect the people who work for an organisation. The various people management functions are aimed at helping the organisation achieve its strategic goals and as such are an integral part of the management process. People management consists of several aspects and sub-divisions of which pro-active conflict handling and management is one and which is also the subject of this study. The objective of this study was to assess causes of conflict and interventions and styles of conflict management in the workplace. Workplace politics, change management, diversity, cultures and religious views are but a few major sources for the emergence of conflict. We are currently in the era of fast change or more aptly put “hyperchange” and conflict is inevitable and management styles can also create and/or escalate conflict situations including, the composition of diversity in the workplace. This adds to the new challenges of management. Organisations in this decade need to acknowledge that their management styles of days gone by are not relevant anymore and one must understand to recognise conflict and resolve it in an appropriate manner. This study assessed the major causes of conflict in the workplace and whether the managerial style of managers and management interventions impacts on the overall conflict situations experienced by staff members in organisations in Cape Town and Windhoek. It also gave an indication if interventions and conflict management training/programmes are in place or used, if at all. Sometimes conflict is resolved successfully or unsuccessfully and what impact it has on the managers, his/her staff and colleagues and the organisation as a whole. This can have a detriment impact on the business and the culture within the organisation and which could result in or give rise to high labour turnover, underlying unhappy staff and disempowerment of managers and staff and poor production and service levels.

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Connelly, Lawrence R. Jr. "Conflict management styles of a selected group of Pennsylvania superintendents and their board presidents' perceptions of their conflict management styles." Youngstown State University / OhioLINK, 1998. http://rave.ohiolink.edu/etdc/view?acc_num=ysu996604977.

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Lee, Chung-on, and 李松安. "Conflict managements styles and emotional intelligence of staff in theproperty management industry." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2009. http://hub.hku.hk/bib/B44400913.

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Al-Sabah, Fahd. "An empirical investigation of Middle East conflict management styles." Thesis, Brunel University, 2015. http://bura.brunel.ac.uk/handle/2438/14587.

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This study investigates preferred conflict management styles in order to explore how conflict is dealt with in a particular cultural/geographical context (i.e. the Middle East), as culture is one of the factors, which affects management style, whether in a conflict situation or any other situations. Upon researching the literature in the area of conflict management styles in the Middle East it has been found that there is no published research for the region and specifically on the cultural issues. Therefore, this research study has taken a step forward in exploring how and in what ways, the conflict management styles of those individuals (e.g. employees) in Kuwait (a culture/context within the Middle East) may or may not be similar or different to those described in studies carried out in other cultures/contexts. The research explores the different conflict management styles used in Kuwait, which is approached by simulating the application of different conflict situations in Kuwaiti business context and explores the negotiation and application of conflict management styles applied. The use of the Thomas Kilmann Conflict mode Instrument (TKI) to gather research data helped in understanding the different conflict management styles used. The TKI is an extensively validated instrument used in the field to highlight the different ways of how people handle disputes and its effects on the dynamics of individuals and teams. This study attempts to make its contribution to knowledge in the field of conflict management styles in that (a) it assesses Kuwaiti conflict management styles, and (b) It studies the effects of the process of the different conflict management styles and its outcomes in resolving these conflicts in the Kuwaiti Business culture.

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Motsiri, Tlhatswane Martha. "The correlation between the principal's leadership style and the school organisational climate / Tlhatswane Martha Motsiri." Thesis, North-West University, 2008. http://hdl.handle.net/10394/1860.

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This study sets out to investigate how conflict is managed at schools. The literature review clearly indicated the complexity of the management of conflict in school organisations. Schools, by virtue of being social organisations aiming at providing education services to learners, cannot thrive under conditions of dysfunctional conflict. However, it is also clear that not all conflict is bad and can be functional in school improvement and renewal. The most important aspect pertaining to conflict in schools, is that it must be managed. This actually implies that conflict has to be managed from its sources, apparent or potential and that, this must involve a process that ranges from conflict diagnosis to school organisational learning and effectiveness. This clearly relates to all types of conflict and includes, conflict resolution, prevention and management. The empirical study established that school principals largely used the dominating and avoiding styles of handling conflict. The variance between categories of responses indicated that conflict handling styles were used contingent on situational conditions. To this end, it was found that educators from big schools showed statistically significant differences with educators from small schools in so far as principals' conflict handling styles are concerned. Based on this finding and nothwistanding the results of the frequency analysis which generally indicated almost equal responses in terms of the agree and disagree responses, it was concluded that the dominating and avoidng styles, and to an extent, the compromising styles were used predominantly in the surveyed schools. The study thus recommends that peer group and needs-specific capacity building programmes for school principals should be initiated so as to expose principals to conflict management learning experiences from practice, and in relaxed atmospheres facilitated by peer coaching and mentoring. Keywords: conflict; conflict management; conflict management styles, conflict theories, conflict models; conflict resolution; organisational conflict
Thesis (M.Ed. (Education Management))--North-West University, Vaal Triangle Campus, 2008.

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Horrocks, Amanda Marie. "Financial Management Practices and Conflict Management Styles of Couples in Great Marriages." DigitalCommons@USU, 2010. https://digitalcommons.usu.edu/etd/733.

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This study presents findings on the financial management practices and degrees of conflict of couples in great marriages. Qualitative data from a national sample of couples in great marriages were collected using a 31-page questionnaire. Of the 81 couples who responded, 40 fit the criteria for this study in that they discussed their level of agreement about financial issues in marriage. Their responses were coded to discover which financial topics are pervasive and whether or not couples agreed over these topics. Responses about conflict were also analyzed to determine the degree of agreement between spouses in different categories. Findings from this research suggest that even couples in great marriages disagree over different financial topics to varying degrees of agreement. Implications of the research are also discussed.

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Corn, Shekinah. "Superiors’ Conflict Management Behaviors and Its Relationship to Their Level of Communicative Competence." University of Akron / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=akron1357603526.

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Brown, Aaron M. "Examining the relationship between Jungian personality types and conflict management styles." Scholarly Commons, 1995. https://scholarlycommons.pacific.edu/uop_etds/2286.

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The purpose of the examination was to investigate the relationship between Jungian personality types (introversion, sensing, thinking, and judging) and individual's choice of different interpersonal- conflict management styles (avoiding, competing,--accommodating, compromising, and collaborating). The five conflict modes were defined according to the two basic behavioral dimensions of assertiveness and cooperativeness (Thomas, 1976). Also investigated was the possible relationship of gender with personality type and conflict management styles. Two-hundred and twenty-seven subjects completed two questionnaires, the Keirsey Temperament Sorter (KTS) and the Rahim Organizational Conflict Indicator-11 (ROCI-II), to measure personality type and conflict management styles, respectively. Results indicated that introversion was positively related to avoiding and negatively related to collaborating. Thinking was negatively related to avoiding, accommodating, collaborating, and compromising. Conversely, thinking was positively correlated with competing. Gender type was found to have significant correlations with the variables. Females had a significant positive correlation between avoiding and introversion and a negative correlation between collaborating and introversion. accommodating and collaborating were negatively related with thinking, while competing was positively related to thinking. A significant positive correlation for males was found between introversion and avoiding. Negative correlations for males were found for sensing and compromising, and thinking and accommodating. The results suggest that basic psychological predispositions may influence the choice of conflict management styles. Moreover, the results provide an indication of the usefulness and potential of the five-category representation of conflict handling modes and the Jungian personality dimensions in documenting and explaining psychological bases of interpersonal conflict. These results are in partial agreement with previous research.

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Werawat, Wanasiri McCarthy John R. "Interpersonal conflict handling styles of private vocational school principals in Thailand." Normal, Ill. Illinois State University, 1995. http://wwwlib.umi.com/cr/ilstu/fullcit?p9633405.

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Thesis (Ph. D.)--Illinois State University, 1995.
Title from title page screen, viewed May 18, 2006. Dissertation Committee: John R. McCarthy (chair), Larry D. Kennedy, George Padavil, William Tolone. Includes bibliographical references (leaves 99-106) and abstract. Also available in print.

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Books on the topic "Conflict Management Styles"

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Discover your conflict management style. [Washington, D.C.]: Alban Institute, 1997.

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Marie E. Borrazzo MBA Ph.D. The Impact of Teacher Conflict Styles on Student Discipline Outcomes. AuthorHouse, 2005.

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Rahmun, Lindsay. Communication styles used by male and female executives to handle conflict with subordinates. 1987.

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Kiernan, Judith Ann. CONFLICT MANAGEMENT AND ORGANIZATIONAL CLIMATE: HEAD NURSE STYLES AND STAFF NURSE PERCEPTIONS (NURSES). 1992.

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Borman, Janice Strom. DIFFERENCES IN HOSPITAL EXECUTIVES' LEADERSHIP STYLES, VALUES, SKILLS, AND WORK-FAMILY CONFLICT. 1993.

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Currie, Gail M. The effects of business/customer roles on preferences for conflict resolution styles. 1990.

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Haymaker, Christopher Muir. Relationships between marital conflict styles and the dimensions of children's sociometric status. 1994.

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Forman, Harriet Rosenman. DESCRIPTIVE ANALYSIS OF THE EFFECTS OF UNION AND NONUNION AFFILIATION ON PERCEIVED ROLE CONFLICT, CONFLICT RESOLUTION MODES, LEADER BEHAVIOR STYLES, AND LEADERSHIP EFFECTIVENESS OF HEAD NURSES. 1989.

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Oudeh, Gayle Wiebe, and Nabil Oudeh. Conflict Is for the Birds! Understanding Your Conflict Management Style. CCR International Publishing Inc., 2006.

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Discover Your Conflict Management Style (Al 77). Alban Institute, 1985.

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Book chapters on the topic "Conflict Management Styles"

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Mayer, Claude-Hélène. "Conflict Styles." In Intercultural Mediation and Conflict Management Training, 23–30. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51765-6_5.

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Guo, Jiansheng. "Multiple selves and thematic domains in gender identity: Perspectives from Chinese children's conflict management styles." In Selves and Identities in Narrative and Discourse, 181–227. Amsterdam: John Benjamins Publishing Company, 2007. http://dx.doi.org/10.1075/sin.9.10guo.

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Çelik, Sabri. "The Conflict Management Styles Used by Managers of Private Primary Schools: An Example of Ankara." In Chaos, Complexity and Leadership 2013, 315–26. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-09710-7_28.

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McCorkle, Suzanne, and Melanie J. Reese. "Conflict Style and Emotional Intelligence." In Personal Conflict Management, 110–32. 2nd edition. | New York : Routledge, 2017. | Revised edition of the authors’: Routledge, 2017. http://dx.doi.org/10.4324/9781315453811-10.

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"Styles and Behavior Patterns." In Personal Conflict Management, 121–42. Routledge, 2015. http://dx.doi.org/10.4324/9781315663333-17.

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"Conflict Management Styles: Approaches to Conflict Management." In Training Instruments in HRD and OD: Fourth Edition, 335–40. B1/I-1 Mohan Cooperative Industrial Area, Mathura Road New Delhi 110 044: SAGE Publications Pvt. Ltd, 2018. http://dx.doi.org/10.4135/9789353885984.n46.

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"Conflict Management Styles: Opinion Survey of Organisational Conflicts." In Training Instruments in HRD and OD: Fourth Edition, 318–30. B1/I-1 Mohan Cooperative Industrial Area, Mathura Road New Delhi 110 044: SAGE Publications Pvt. Ltd, 2018. http://dx.doi.org/10.4135/9789353885984.n44.

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Gul, Saleem, and Michael Klausner. "Organisational Conflict and Its Management." In Advances in Linguistics and Communication Studies, 34–55. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0245-6.ch003.

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This chapter concerns itself with defining conflict and discusses the value it provides to organizations engaging in conflicts. The chapter is structured so that first we will provide a brief on the need to study conflict and negotiations in organizations. Then the discussion will move to the different drivers of organizational conflicts and will conclude with a typology of the different conflicts that exist within organizations. The third section will focus on the models (life-cycles) of conflicts that are available in conflict literature. The final section will focus on the different conflict handling techniques that are available. This section will include a discussion on the different conflict handling styles and negotiation tactics, and a brief on the process of alternate dispute resolution in conflict management.

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Silva, Hugo Fernando Castro, Gonzalo Andres Rodríguez Cañas, and Maricela I. Montes-Guerra. "Conflict Management in International Cooperation Project Teams." In Handbook of Research on Project Management Strategies and Tools for Organizational Success, 353–75. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1934-9.ch015.

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The complexity of projects of international cooperation (IC) and especially the characteristics which are similar to those of social, international projects in the public sector, and the amount and diversity of the interested parts, makes it necessary to implement strategies when handling conflicts in order to maintain the project according to the established plan and get benefits based on its objectives. This empirical cross-cutting research has as main objective to identify the conflict management process in project teams of international cooperation in Colombia and determine the great influence observed in the style of handling the conflict on the performance of the project. The results showed that the cooperative and collaborative styles are significantly and positively related to the project performance whereas competitive and evasive styles affect significantly and negatively the performance of the project of international cooperation in Colombia.

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Polychroniou, Panagiotis V. "Styles of Handling Interdepartmental Conflict and Effectiveness." In Current Topics in Management, 263–73. Routledge, 2018. http://dx.doi.org/10.4324/9780203794043-14.

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Conference papers on the topic "Conflict Management Styles"

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Stojanovska, Slagjana, and Kristina Velichkovska. "COMMUNICATION DIFFERENCES AND CONFLICT RESOLUTION IN INTERNATIONAL BUSINESS ENVIRONMENT." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.85.

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This paper aims to examine the challenges of cross-cultural communication in multicultural teams and the resolution of conflicts arising during that process of communication. For this purpose, a survey was conducted on individuals coming from various cultural backgrounds to determine how cultural differences affect the organizational communication styles, their perception of conflict situations and the choice of conflict resolution procedures. The study is underpinned by a literature review of cross-cultural communication and theories on culture, conflict resolution and multicultural team dynamics. Hofstede’s Cultural Dimensions Theory will be used to define the cultural differences using four dimensions: power distance, uncertainty avoidance, individualism vs collectivism, and masculinity vs femininity. The outcome of the study assesses the intercultural communication competence of employees in North Macedonia and gives recommendations on how to improve communication and avoid conflicts that plague multicultural teams.

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Macovei, Melania. "EXPLORING PARTICULARITIES OF COMMUNICATION STYLES AND COUPLE CONFLICT MANAGEMENT." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018/3.2/s11.019.

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Kamer, Hilal. "The Relation Between Leadership Styles And Conflict Management Strategies Of Hospital Managers." In ISMC 2019 - 15th International Strategic Management Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.10.02.4.

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"Conflict Management Styles and Knowledge Management Cycle Categories: Theoretical Analysis with Application in Portugal." In 21st European Conference on Knowledge Management. ACPI, 2020. http://dx.doi.org/10.34190/ekm.20.188.

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Rozsa, Zoltan. "The relations between conflict resolution styles and entrepreneurial propensity. Educational management challenges." In International Days of Statistics and Economics 2019. Libuše Macáková, MELANDRIUM, 2019. http://dx.doi.org/10.18267/pr.2019.los.186.129.

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Aslan, Sebnem, Serife Guzel, and Demet Akarcay Ulutas. "The Relationship between Individualism, Collectivism and Conflict Handling Styles of Healthcare Employees." In 2019 Prognostics and System Health Management Conference (PHM-Paris). IEEE, 2019. http://dx.doi.org/10.1109/phm-paris.2019.00036.

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Furumo, Kimberly. "The Impact of Conflict and Conflict Management Style on Deadbeats and Deserters in Virtual Teams." In 2008 41st Annual Hawaii International Conference on System Sciences. IEEE, 2008. http://dx.doi.org/10.1109/hicss.2008.440.

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Artuner, Ceren Gül, and Erdoğan Taşkın. "Matrix Management Approach and a Survey Research in the Industry." In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c09.01970.

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This academic research aims to determine the approach of the employees in different organizations to the matrix management style. Although the practice of matrix management style is quite difficult and its implementation costs are high, the main reasons of its adoption by the managers are discussed. In this research, the facts of establishing effective and reliable communication with all of the employees in an enterprise, working as efficient teams, the interrelation among the teams, solving problems as a team as well as receiving education for conflict resolution and ensuring cooperation among people while maintaining the values of the enterprises are investigated. In addition, the attitude of the managers in the performance of important tasks towards prioritizing knowledge and competence rather than authority and line relationships, the establishment of an integral and equitable performance evaluation system, the existence of a consistent information flow and a multidimensional accounting are inquired. Besides, by the integration of the conflict management process into the planning process, the use of the appropriate planning software, and clearly defining the tasks with all the details and responsibilities involved, the building-up of needed connections to do the work and at the same time, which add value to the work, are evaluated.

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Samarah, I., S. Paul, P. Mykytyn, and P. Seetharaman. "The collaborative conflict management style and cultural diversity in DGSS supported fuzzy tasks: an experimental investigation." In 36th Annual Hawaii International Conference on System Sciences, 2003. Proceedings of the. IEEE, 2003. http://dx.doi.org/10.1109/hicss.2003.1173758.

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Novriansa, Agil, Ahmad Subeki, and Aryanto Aryanto. "Conflict Management Style and Role Stress on Government Auditor: A Perspective from Conservation of Resources Theory." In 5th Sriwijaya Economics, Accounting, and Business Conference (SEABC 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200520.053.

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