Managing Intergroup Conflict in Industry.

by Robert R. Blake

Publisher: Gulf Pub.Co.,U.S.

Written in English
Cover of: Managing Intergroup Conflict in Industry. | Robert R. Blake
Published: Pages: 223 Downloads: 815
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Edition Notes

Includes index.

ContributionsMouton, Jane S.
The Physical Object
Number of Pages223
ID Numbers
Open LibraryOL18559784M
ISBN 100872013758

Intergroup relations refers to interactions between individuals in different social groups, and to interactions taking place between the groups themselves has long been a subject of research in social psychology, political psychology, and organizational behavior.. In , Muzafer Sherif proposed a now-widely recognized definition of intergroup relations. CONFLICTS AND CAUSES OF CONFLICTS IN AFRICA. Conflict can be defined as a clash or disagreement often violent between opposing groups or individuals. It can also be said to be an incompatibility, as of two things that cannot be simultaneously : Chrisantus Oden. The conflict management process begins with a thorough assessment of the amount of conflict and the styles of handling conflict used by organizational members. This information is necessary in the design of an intervention that targets either the structural characteristics of the organization, the processes that are in place, or both.

Managing Intergroup Conflict in Industry. by Robert R. Blake Download PDF EPUB FB2

Relationships. The range of feasible conflict strategies is determined outside this relationship to a great extent. Thus, it is misleading if the nature of the transactional climate goes out of focus in the search for "meaningful group interaction." In a larger sense, Managing Intergroup Conflict in Industry is a handbook for industrial humanism.

Managing Intergroup Conflict in Industry Hardcover – June 1, by Robert Rogers Blake (Author)4/5(1). Intergroup confl ict refers to the collective incompatibility or disagreement between two or more divisions, departments, or subsystems Managing Intergroup Conflict in Industry.

book connection with Managing Conflict in Organizations book. Managing Conflict in Organizations. Finance, Business & Industry. Back to book. chapter : M. Afzalur Rahim.

Keywords: conflict, intergroup conflict, ethnic conflict, conflict resolution, reconciliation, peace, social psychology. Conflicts based in ethnic, religious, and racial differences continue to erupt around the world, despite decades of intervention and scholarly research.

With conflicts ranging from genocide and mass killings in Darfur, to political and religious divisions in Northern Ireland, heated tensions between Cited by: 1. The management of conflict at the individual, group, and intergroup levels involves (1) reduction of affective conflict, (2) attainment and maintenance of a moderate amount of substantive conflict at each level for nonroutine tasks, and (3) helping.

Conflict Management Design   The difference in meaning of forcing in the conflict management of actors and observers. 5 in M.A. Rahim (Ed.), Managing conflict: An interdisciplinary approach. New York: Praeger. Cited by: (conflict arising from sets of prescribed behaviour) and (3) resources con-flict (conflict stemming from interest groups competing for organizational resources).

Robbins16 identifies three sources of organizational conflict and indicates that an understanding of the source of a conflict improves the probability of effective conflict Size: 1MB. Workplace conflicts happen everywhere, and ignoring them can be costly. Every unaddressed conflict wastes about eight hours of company time in gossip and other unproductive activities, says Joseph Author: Tamara Lytle.

5 Ways to Manage Conflict in the Workplace. 5 Styles of Conflict Management: The research work of Kenneth Thomas and Ralph Kilmann in the s led to the identification of five styles of conflict and the development of a widely used self-assessment called the Thomas Kilmann Conflict Mode Instrument, or TKI.

Conflicts are widely spread in the workplace as part of social life and they can have both interpersonal and interorganizational characteristics.

Parties involved in a conflict have both cooperative and competitive interests. Conflicts can be constructive when dealt with appropriately and destructive under poor or lacking management.

Managing Intergroup Conflict in Industry, by Robert R. Blake, Herbert Due to the exceptional circumstances concerning COVID, Érudit wishes to reassure its users and partners that all of its services remain : Jean Sexton. Managing intergroup conflict in industry / [by] Robert R.

Blake, Herbert A. Shepard [and] Jane S. Mouton ; Prepared for the Foundation for Research on Human Behavior Gulf Pub. Co Houston, Tex Australian/Harvard Citation. Blake, Robert R. & Mouton, Jane Srygley. & Shepard, Herbert A. Managing intergroup conflict in industry Blake, Robert Rogers Shepard, Herbert A.

Mouton, Jane Srygley. Foundation for Research on Human Behavior [Corporate Author]. Managing intergroup conflict in industry. Robert R Blake; Herbert A Shepard; Jane Srygley Mouton; Foundation for Research on Human Behavior.

An intergroup problem-solving approach to mergers. Robert R. Blake, Herbert A. Shepard, Jane S. Mouton ; prepared for the Foundation for Research on Human Behavior. Organizational Conflict and Conflict Management: a synthesis of literature managing work.

The classification of conflict based on means versus ends is one of the commonly used approaches to encapsulate the phenomenon; however, leading to intergroup conflict. A few. The management of organizational intergroup conflict: A contingency model.

Proceedings of the 8th Annual Meeting of the Midwest American Institute for Decision Sciences, Cleveland, Ohio, by: Managing Conflict Sources of Conflict Conflict may arise from many sources, including confusion about people’s positions, personality differences, legitimate differences of opinion, hidden agendas, poor norms, competitive reward systems, and poorly managed meetings.

The problem is determining the source to identify whether this. This discussion is focused on key insights into recognizing, understanding and managing inter-group conflicts in your organization.

The when and why of inter-group conflict Leaders often Author: Katherine W. Phillips. with it. Conflict situations are inevitable in one’s personal life, in organizations or even between nations.

Conflict is a process in which one party suggests that its interests are being opposed by another party. As a rule, people see only the observable aspect of conflict – angry words, actions of opposition, etc.

Last November, Philippe, a year-old French banker, left Paris for a new challenge in London. He thought that a new job in a fast-growing British investment bank would give him valuable. Conflict, like death and taxes, is inevitable.

This is especially true in today's diverse environments where people can have dramatically different. intergroup conflicts in organizations is inevitable. The idea is to study intergroup behaviours within an organization so that any conflict can be recognized and dealt with by the management.

Intra-Organizational Conflict Four types of intra-organizational conflict exist: (1) vertical conflict (2) horizontal conflict File Size: 86KB. Get this from a library.

Managing intergroup conflict in industry. [Robert R Blake; Herbert A Shepard; Jane Srygley Mouton; Foundation for Research on Human Behavior.]. Workplace conflicts can emerge in any number of forms, but there are some general, garden-variety types that I see on a repeated basis: conflicts with the boss, conflicts with peers and conflicts.

Find new ideas and classic advice for global leaders from the world's best business and management experts. Leadership & Managing People Book. Harvard Business Review Describes a conflict. Definitions of Conflict. Hocker & Wilmot () Hocker, J.L., & Wilmot, W.W. Interpersonal conflict (6 th ed.).

New York: McGraw-Hill. defined conflict An expressed struggle between interdependent parties over goals which they perceive as incompatible or resources which they perceive to be insufficient.

as an expressed struggle between interdependent parties over goals which they. Of the five conflict styles, accommodating or harmonizing, is viewed as the "peacekeeper" mode as it focuses more on preserving relationships than on achieving a personal goal or result.

However in a dispute this creates a lose/win relationship where the accommodating party may make a choice to acquiesce to the needs of the other, sometimes out of kindness and sometimes to avoid conflict.

Effective resolution and management of a conflict requires clear communication and a level of understanding of the perceived areas of disagreement.

4 Conflict resolution is an essential element of a healthy work environment because a breakdown in communication and collaboration can lead to increased patient errors. 5, 6 The American Association. Intergroup This conflict normally happens in the cases of various ethnic or racial groups.

Each group could feel threatened and may feel that their respective culture is not duly respected. Conflict Management. Conflict management is about helping improve the positive aspects of conflicts.

It does not necessarily mean doing away with conflicts. The International Journal of Conflict Managementvol. 13, No. 3, pp. TOWARD A THEORY OF MANAGING ORGANIZATIONAL CONFLICT M. Afzalur Rahim Center for Advanced Studies in Management The management oforganizational conflict involves the diagnosis of and intervention in affective and substantive conflicts at the interpersonal.

By understanding the factors of the intergroup conflict towards their organization performance, organization may be able to understand the importance of the management of the intergroup conflict.

Researchers found that power and status is the factor when two or more groups are perceived to differ in or compete for status and power, it may lead. Effectively managing conflict is arguably the hardest thing a manager has to do. I was recently reminded of this by a comment from a reader in response to a post .In our FREE special report from the Program on Negotiation at Harvard Law School – The New Conflict Management: Effective Conflict Resolution Strategies to Avoid Litigation – renowned negotiation experts uncover unconventional approaches to conflict management that can turn adversaries into partners.