Coverart for item
The Resource Conflict Management

Conflict Management

Label
Conflict Management
Title
Conflict Management
Creator
Subject
Language
eng
Member of
Cataloging source
MiAaPQ
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Management for Professionals
Conflict Management
Label
Conflict Management
Link
http://libproxy.rpi.edu/login?url=https://ebookcentral.proquest.com/lib/rpi/detail.action?docID=4592495
Publication
Copyright
Related Contributor
Related Location
Related Agents
Related Authorities
Related Subjects
Related Items
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface -- Contents -- 1: Recognising and Resolving Conflicts -- 1.1 Rift Between Company Founders -- 1.2 What Is a Conflict? -- 1.3 Conflicts Often Approach Quietly -- 1.4 Conflict Analysis -- 1.4.1 Setting Objectives in a Conflict Situation -- 1.4.2 Types of Conflict -- 1.4.3 Parties to the Conflict -- 1.4.4 Conflict Progression and Escalation -- 1.5 How to Conduct a Clarifying Conversation -- 1.6 Conflicts in the Workplace: Curse or Blessing? -- 1.6.1 Risks Arising from Conflicts -- 1.6.2 Uses of Conflicts -- 1.7 Excursus: Mobbing -- 1.8 Rift Between Company Founders: What Happened Next -- 2: Traditional Methods of Conflict Management -- 2.1 Differing Leadership Styles in the Management Team -- 2.2 The Traditional Approach to Conflicts in Organisations -- 2.2.1 Conflicts as Opposition Between Employer and Employee -- 2.2.1.1 The Development of Polarity Between Capital and Labour -- 2.2.1.2 The Ì̀ndustrial Conflict́́ from Todaýs Perspective -- 2.2.1.3 Conflicts as Disruptive Factors in the Ò̀rganisational Machiné ́-- 2.2.2 Traditional Methods of Conflict Management -- 2.2.3 Conflicts as Manifestation of Power Struggles and Micro Politics -- 2.2.4 Excursus: Forms of Power Usage -- 2.2.4.1 Positive and Negative Aspects of Power -- 2.3 The Four Basic Forms of Conflict Management in Organisations -- 2.3.1 Separative Measures -- 2.3.2 Issue-Related Measures -- 2.3.3 Individual-Related Measures -- 2.3.4 Integrative Measures -- 2.4 How Do Corporations Deal with Conflicts Today? -- 2.4.1 Uses and Limitations of the Traditional Methods -- 2.5 Conflict Management: The Holistic View -- 2.6 Differing Leadership Styles in the Management Team: What Happened Next -- 3: Complementary Forms of Conflict Management -- 3.1 The Difficult Boss -- 3.2 Basic Complementary Forms of Conflict Management -- 3.2.1 Mediation -- 3.2.2 Moderation -- 3.2.3 Supervision
  • 3.2.4 Coaching -- 3.2.5 Team Development -- 3.3 Organisational Development Versus Mediation? -- 3.3.1 Organisational Development and Conflict Management -- 3.3.2 Mediation Is Complementary to Organisational Development -- 3.4 Integrative Forms of Conflict Management: Used too Rarely? -- 3.4.1 Mediation Costs Time and Money -- 3.4.2 Conflict Aversion -- 3.4.3 Loss of Power and Control -- 3.4.4 Fear of Discovery and Exposure -- 3.4.5 Loss of Image Among Colleagues -- 3.4.6 Lack of Know-how in Dealing with Conflicts -- 3.5 Consequences of the Rare Usage of Integrative Forms of Conflict Management -- 3.6 The Difficult Boss: What Happened Next -- 4: Mediation -- 4.1 The Performance Appraisal -- 4.2 Mediation: The Origins -- 4.3 The Mediation Phase Model -- 4.3.1 Pre-mediation Phase -- 4.3.1.1 Preliminary Talks -- 4.3.1.2 Conflict Analysis -- 4.3.1.3 Implementation Planning -- 4.3.2 Parameter Definition Phase -- 4.3.3 Issue Compilation -- 4.3.4 Conflict Discussion -- 4.3.5 Search for a Solution -- 4.3.6 Agreement -- 4.3.7 Post-mediation Phase -- 4.4 The Performance Appraisal: What Happened Next -- 5: Mediation Techniques -- 5.1 Conflict in the Sales Team -- 5.2 Tensions Often Turn into Real Conflicts -- 5.3 Which Forms of Communication Cause Conflicts to Escalate? -- 5.4 Which Discussion Techniques Defuse Conflicts? -- 5.4.1 Active Listening -- 5.4.2 Paraphrasing -- 5.4.3 I-Messages -- 5.4.4 Meta-dialogue -- 5.4.5 Goal Orientation -- 5.4.6 Change of Perspective -- 5.4.7 Feedback -- 5.4.8 (Constructive) Reformulation -- 5.5 Emotional Intelligence -- 5.6 Conflict in the Sales Team: What Happened Next -- 6: Questioning Techniques -- 6.1 When Is One Allowed to Smoke? -- 6.2 The Answer Depends on the Question Formulation -- 6.3 The Three Levels of Mediation Questioning Techniques -- 6.3.1 Mediation Approach -- 6.3.2 Question Forms
  • 6.3.3 Questioning Methodology -- 6.4 When Is One Allowed to Smoke? What Happened Next -- 7: Conflict Prevention -- 7.1 Everyday Disputes in the Office -- 7.2 Productive and Unproductive Conflicts -- 7.3 Conflict Prevention Through Communication Structure Configuration -- 7.3.1 Formal Communication Structures -- 7.3.2 Other Structural Forms of Communication -- 7.4 Conflict Prevention Through Discussion and Expectation Management -- 7.5 Conflict Prevention Through Self-Reflection and Personal Development -- 8: Setting Up an Inhouse Conflict Management System -- 8.1 A Pharmaceutical Company Improves Internal Cooperation -- 8.2 What Is the Purpose of an Inhouse Conflict Management System? -- 8.3 The Core Elements of an Internal Conflict Management System -- 8.3.1 Internal Conflict Managers -- 8.3.2 The Role of Management -- 8.3.3 Information and Internal Marketing -- 8.4 Guidelines for the Implementation of Cooperative Conflict Management -- 8.4.1 Concept Phase -- 8.4.2 Steering Committee -- 8.4.3 Analysis -- 8.4.4 Training of Internal Mediators and Executives -- 8.4.5 Information and Internal Marketing -- 8.4.6 Putting Mediation and Peer Group Supervision into Effect -- 8.4.7 Establishment in the Organisation -- 8.4.8 Ongoing Monitoring -- 8.5 A Pharmaceutical Company Improves Internal Cooperation: What Happened Next -- 9: Establishment of Mediation Facilities Within an Enterprise: Two Case Studies -- 9.1 Establishment of Mediation Facilities in a Bank -- 9.1.1 Project Background -- 9.1.2 Concept Phase -- 9.1.3 Steering Committee -- 9.1.4 Analysis -- 9.1.5 Training of Internal Mediators and Executives -- 9.1.6 Information and Internal Marketing -- 9.1.6.1 Example: Article in the Employee Newsletter -- 9.1.7 Putting Mediation and Peer Group Supervision into Effect -- 9.1.8 Establishment in the Organisation -- 9.1.9 Ongoing Monitoring
  • 9.2 Establishment of Mediation Facilities in a Hospital -- 9.2.1 Project Background -- 9.2.2 Concept Phase -- Steering Committee -- Training of Internal Mediators -- 9.2.3 Analysis -- 9.2.4 Information and Internal Marketing -- 9.2.5 Putting Mediation and Peer Group Supervision into Effect -- 9.2.6 Establishment in the Organisation -- 9.2.7 Ongoing Monitoring -- 10: Check Lists, Mediation Agreement, Codes of Conduct -- 10.1 Key One-on-One Interview Questions for Assignment Clarification -- 10.1.1 Questions About the Problem -- 10.1.2 Organisational Questions/Framework Conditions -- 10.2 The Mediation Process -- 10.3 Debriefing and Quality Control -- 10.4 Mediation Agreement (Sample) -- 10.5 Ethical Guidelines of the Austrian Mediation Network -- 10.6 European Code of Conduct for Mediators -- 10.6.1 Competence, Appointment and Fees of Mediators and Promotion of Their Services -- 10.6.2 Independence and Impartiality -- 10.6.3 The Mediation Agreement, Process, Settlement and Fees -- 10.6.4 Confidentiality -- Summary -- Glossary -- References
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Dimensions
unknown
http://library.link/vocab/discovery_link
{'f': 'http://opac.lib.rpi.edu/record=b4385690'}
Extent
1 online resource (141 pages)
Form of item
online
Isbn
9783319318851
Media category
computer
Media MARC source
rdamedia
Media type code
c
Sound
unknown sound
Specific material designation
remote

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