Managing conflict with a subordinate or a superior: Effectiveness of conglomerated behavior.

Vliert, van de Evert; Euwema, Martin; Huismans, S.E.

doi:10.1037/0021-9010.80.2.271

Cited by 151 publications

(168 citation statements)

References 63 publications

Supporting

Mentioning

157

Contrasting

Unclassified

Order By: Relevance

“…66 Van de Vliert et al (1995) utilizam a expressão "conglomerated conflict behavior" para designar a utilização simultânea ou sequencial de vários graus das diferentes estratégias de gestão de conflitos. determinados aspectos da discórdia, enquanto que competir será mais apropriado para outros aspectos.…”

Section: Estratégias De Gestão De Conflitos E Eficáciaunclassified

Conflitos e gestão de conflitos em contexto grupal

Dimas¹,

Lourenço²

2011

Psicologia Das Organizações, Do Trabalho E Dos Recursos Humanos

View full text Add to dashboard Cite

IntroduçãoO conflito é um fenómeno inevitável na vida organizacional: emerge nas relações entre indivíduos de um mesmo grupo, entre grupos, entre os diferentes níveis organizacionais, entre organizações. Uma organização é um sistema complexo, onde se interligam diferentes competências, conhecimentos, capacidades e actividades, de cuja adequada coordenação depende o alcance dos objectivos estabelecidos. A interacção e interdependência entre os diferentes elementos que fazem parte da organização geram tendências para a acção, constituindo-se como uma fonte potencial de conflito (Deutsch, 2003;Katz & Kahn, 1978).O reconhecimento do conflito como fenómeno inerente a todas as interacções humanas e, neste sentido, inevitável no contexto organizacional, conduziu à proliferação de investigações, quer teóricas quer empíricas, visando compreender as suas origens, a sua natureza e os efeitos que produz no sistema organizacional. Na realidade, são inúmeros os artigos publicados em revistas científicas que abordam os conflitos, sendo rara a não inclusão de um capítulo sobre esta temática nos manuais dedicados às 55

show abstract

Section: Estratégias De Gestão De Conflitos E Eficáciaunclassified

Conflitos e gestão de conflitos em contexto grupal

Dimas¹,

Lourenço²

2011

Psicologia Das Organizações, Do Trabalho E Dos Recursos Humanos

View full text Add to dashboard Cite

show abstract

“…Traditionally, research has concluded Figure 13.5 presents the HR managers' perceived conflict management style used by ERs. As mentioned above, ERs tend to combine cooperative and competitive styles (Elgoibar 2013;Euwema and Van Emmerik 2007;Van de Vliert et al 1995). This combination can include a more cooperative or competitive approach and here we appreciate differences between the countries (Munduate et al 1999).…”

Section: Frequency Of Conflicts Between Management and Ersmentioning

confidence: 99%

The Tower of Power: Building Innovative Organizations Through Social Dialogue

García

Pender

Elgoibar

et al. 2014

Industrial Relations &Amp; Conflict Management

View full text Add to dashboard Cite

This book explores managers' perceptions about ERs and the industrial relations at national, sectorial and organizational level in 11 European countries. After showing and discussing the results in each country, this chapter offers a general picture of the outcomes at European level. Here we present a summary of good practices for achieving cooperative, innovative and constructive industrial relations, based on the factors included in the NEIRE model. These suggestions, offered by the HR managers from the different countries participating in this study, illustrate the wishes of one side of the table and bring us one step further to better understand the current European industrial relations system and their expectations, concerns, and objectives.Because of the crisis, we have to lay people off. This doesn't make the WC or the unions happy, so that makes the current situation difficult. However, we are able to keep a good relationship with them by ensuring that these measures are implemented in a fair way (Personnel manager, international bank)The first two authors contributed equally to this chapter.

show abstract

“…Previous research concluded that ERs tend to combine cooperative and competitive behaviors (Elgoibar 2013;Munduate et al 1999). However, such combinations usually represent either a more cooperative or competitive approach (Van de Vliert et al 1995).…”

Section: Type Of Conflict and Conflict Managementmentioning

confidence: 99%

Employee Representatives in European Organizations

Euwema

García

Munduate

et al. 2014

Industrial Relations &Amp; Conflict Management

View full text Add to dashboard Cite

As a farewell gift to employees, customers and taxpayers, one of the top managers of the railways in Belgium, Marc Descheemaecker, wrote a book in March 2014 with his observations in this organization. A key message is directed at the unions, present in the organization and works council. He accuses the unions of blocking any serious innovation, and an unwillingness to renew themselves. They appear 'difficult', 'arrogant', 'incompetent', 'conservative' and 'too powerful'. Their attitude and actions are at high costs for organization and society, according to this CEO. Unions answered that they were pleased he had left the organization. This is just one example of many cases filling the newspapers daily, of conflicting relations between employers and employees in organizations. The relation between employers, employee representatives (ERs) and unions is delicate, often conflictive, however also with a lot of potential, as the following two examples illustrate.Paul Nijhoff is a former CEO of Wehkamp.nl. This is one of the most successful online retailers in the Netherlands, winning all kinds of awards, and with double digit growth figures year after year. Nijhoff praises the excellent cooperation with the works council and the unions, in the complete turnover of Wehkamp (the old and almost dead post order company), to Wehkamp.nl. Cooperation was needed, as almost 50 % of the employees were redundant and a good social plan had to be developed, while at the same time many new people had to be recruited. A key factor to this successful transition was a close cooperation and creative social dialogue in the organization. There were no collective actions by employees, and due to a good and proactive social plan almost all employees leaving the company found new jobs.

show abstract

Managing conflict with a subordinate or a superior: Effectiveness of conglomerated behavior.

Cited by 151 publications

References 63 publications

Conflitos e gestão de conflitos em contexto grupal

Conflitos e gestão de conflitos em contexto grupal

The Tower of Power: Building Innovative Organizations Through Social Dialogue

Employee Representatives in European Organizations

Contact Info

Product

Resources

About