Managing Organizational Conflicts

Lipsky, David B.; Seeber, Ronald L.

doi:10.4135/9781412976176.n13

Cited by 17 publications

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“…When the various parts are not interacting effectively, then we conclude that system conflicts exist. Lipsky and Seeber (2006) maintained and classified organizational conflict into three types: First, are the Latent and Manifest disagreements-this implies "an organizational friction capable of generating a mismatch in expectations of the exact course of action for an employee or group of employees (Lipsky et al 2003: 8). Second, are workplace disputes-this refers to conflict that culminate into formal complaints, agitations and charges" (Lipsky and Seeber 2006:363).…”

Section: Types Of Conflict In Organizationmentioning

confidence: 99%

Several Times We Could Have Avoided Crisis and Conflict in Organization

Okpamen

2013

JESR

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Crisis and Conflict are manifestation of human activities resulting from differences in their behaviour, belief, culture, etc. The consequence often results in a breakdown in organization's activities. Perhaps, the bone of contention here is that of the inability of the organization to put in place preventive measures or rather have an efficient communication network model to relate with employees on a regular basis. Often times management are opportune to avoid these conflicts before they occur, rather they adopt "I don't care attitude" when dealing with issues relating to conflict. The extent to which we can avoid crises therefore depends on the management style of individual leader. Until the organization concentrate on a collective effort at preventing crisis and conflict, the goal of achieving peace and harmony in the workplace will continue to be a mirage.

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Section: Types Of Conflict In Organizationmentioning

confidence: 99%

Several Times We Could Have Avoided Crisis and Conflict in Organization

Okpamen

2013

JESR

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“…It is no wonder that conflict management is receiving increasing attention from top managers and policymakers across major corporations and non-profit organizations. Lipsky and Seeber (2006) note that during the past 25 years, organizations have changed their orientation towards conflict management. In particular, organizations are more inclined to adopt "a proactive, strategic approach to managing organizational conflicts" (ibid.…”

Section: Introductionmentioning

confidence: 99%

“…Scholars have found it useful to conceptualize organizational conflicts broadly (e.g., Rahim 2002;Lipsky & Seeber 2006). Rahim (2002) defines conflict as "an interactive process manifested in incompatibility, disagreement, or dissonance within or between social entities (i.e., individual, group, organisation, etc.…”

Section: Introductionmentioning

confidence: 99%

“…Power-based processes such as strikes and picketing can also be considered a type of conflict management; however, they are generally not included in organizational CMSs. Typically, organizations utilize only the rights-based processes systematically (Lipsky & Seeber 2006;Bendersky 2003). According to Lipsky and Seeber (2006), a typical organization in the US "waits for conflicts to evolve into litigation, and only then begins to manage 'conflict'" (362).…”

Section: Introductionmentioning

confidence: 99%

“…)… [C]onflict can relate to incompatible preferences, goals, and not just activities" (207). According to Lipsky and Seeber (2006), there are three types of organizational conflict. (1) Latent and manifest disagreements refer to "any organizational friction that produces a mismatch in expectations of the proper course of action for an employee or group of employees (Lipsky et al 2003: 8).…”

Section: Introductionmentioning

confidence: 99%

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Organizational Communication and Conflict Management Systems

Aula

Siira

2010

Nordicom Review

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The purpose of the present article is to examine the prevailing model of systematic organizational conflict management from an organizational communicative perspective and to suggest directions for improvement. Particularly the model of conflict management system (CMS) is examined at the macro-level from the novel theoretical perspective of social complexity augmented with an interpretive view of organizational communication. Specifically two models -the dual function of communication and the arena model -are utilized to illustrate weaknesses and points of development in traditional CMS thinking. CMS was found to represent a rather limited vision of contemporary conflict management. It is rooted in a mechanistic view of organizational communication, which, we assert, is problematic from the organizational conflict management perspective, both theoretically and practically. The differences between CMS and social complexity approaches are identified, and a fresh framework for strategic conflict management is introduced.

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Organizational Conflict

Putnam¹

2008

The International Encyclopedia of Communication

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Dr. Fahed-Sreih is the Middle East Coordinator for the Family Firm Institute (FFI), the USA, and a family wealth and family business consultant. She received the 2007 FFI International Award for outstanding achievement in furthering the understanding of family business issues that occur between two or more countries. She has participated in and organized international conferences, workshops, and seminars. She has presented at major conferences locally and internationally and consulted on management issues in many countries, including

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Managing Organizational Conflicts

Cited by 17 publications

References 0 publications

Several Times We Could Have Avoided Crisis and Conflict in Organization

Several Times We Could Have Avoided Crisis and Conflict in Organization

Organizational Communication and Conflict Management Systems

Organizational Conflict

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