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Презентация на тему Management conflicts thursday, 31 october 2019

Содержание

CONFLICT a serious disagreement or argument, typically a protracted one, or an incompatibility between two or more opinions, principles, or interests, or a condition in which a person experiences a clash of opposing wishes or needs
Management  CONFLICTS  Submitted by Dr. Vladlena E. Zarembo CONFLICT a serious disagreement or argument, typically a protracted one, or an CONFLICT Conflict situation 		Pretext 				+ 				= Reasons for occurrence Consequence of inadequate CONFLICT BenefitsLossesDetection of various viewpointsProblems in controlAims disagreement Better management effectivenessConflicts by types (consequences)functionaldysfunctional CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group (f.i. CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group (f.i. CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group (f.i. CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group (f.i. Conflict model Managerial situationConflict sourcesThe more sources exist, the … (?) the whole situation is. Conflict model Managerial situationConflict sourcesPossibility to settle the conflict The more pretexts, Conflict model Managerial situationConflict sourcesPossibility to settle the conflict Reaction to the conflictsuccessfulfailedConflict handling Conflict handlingStructural wayClarifying the work requirementsCoordination mechanisms Integration mechanismsComplex aims of organizationStructural motivation systems Conflict handlingAvoidance Smoothing CompulsionCompromise Problem solving and readiness to the other’s point of viewInterpersonal wayStructural way CONFLICT Conflict settling effectiveness Level of understanding and wish for cooperationlowhighhighAvoidanceSmoothingCompromiseCompulsoryProblem solving Conflict model Managerial situationConflict sourcesPossibility to settle the conflict Reaction to the Conflict Consequences CONFLICT Conflicts by types (consequences)functionaldysfunctionalThe result is acceptable for everyoneMore desire for Where people fight? Women’s Style Routine workHigh competitiveness for results Closed premises Shift work arrangementConflicts Women’s Style Routine workHigh competitiveness for results Closed premises Shift work arrangementConflicts Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed premises Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed premises Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed premises Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed premises Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed premises 5 Ways What a CEO Can DoCompetitive style – based on power, Styles of the Conflict Handling Self - interestlowhighhighInterest to othersPower (winner -
Слайды презентации

Слайд 2 CONFLICT
a serious disagreement or argument, typically a

CONFLICT a serious disagreement or argument, typically a protracted one, or

protracted one, or
an incompatibility between two or more

opinions, principles, or interests, or
a condition in which a person experiences a clash of opposing wishes or needs

Слайд 3 CONFLICT
Conflict situation
Pretext
+
=
Reasons for

CONFLICT Conflict situation 		Pretext 				+ 				= Reasons for occurrence Consequence of

occurrence
Consequence of inadequate communication development
Different aims and

ideas
Disagreement between two or more parties
Correlation of tasks
Different life style and experiences

Слайд 4 CONFLICT
Benefits
Losses
Detection of various
viewpoints
Problems in control
Aims disagreement

CONFLICT BenefitsLossesDetection of various viewpointsProblems in controlAims disagreement Better management effectivenessConflicts by types (consequences)functionaldysfunctional


Better management
effectiveness
Conflicts by types (consequences)
functional
dysfunctional


Слайд 5 CONFLICT
Conflicts by types (by participants)
interpersonal
between a person

CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group

and a group (f.i. by not popular measures)
long-term
(conflict

situation)

short-term
(conflict pretext)


Слайд 6 CONFLICT
Conflicts by types (by participants)
interpersonal
between a person

CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group

and a group (f.i. by not popular measures)
long-term
(conflict

situation)

short-term
(conflict pretext)


Слайд 7 CONFLICT
Conflicts by types (by participants)
interpersonal
between a person

CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group

and a group (f.i. by not popular measures)
between groups


Слайд 8 CONFLICT
Conflicts by types (by participants)
interpersonal
between a person

CONFLICT Conflicts by types (by participants)interpersonalbetween a person and a group

and a group (f.i. by not popular measures)
between groups
inside

of a person
(role game)

Слайд 9 Conflict model
Managerial situation
Conflict sources
The more sources exist,

Conflict model Managerial situationConflict sourcesThe more sources exist, the … (?) the whole situation is.

the … (?) the whole situation is.


Слайд 10 Conflict model
Managerial situation
Conflict sources
Possibility to settle the

Conflict model Managerial situationConflict sourcesPossibility to settle the conflict The more

conflict
The more pretexts, the … (?) the whole

situation is.

Слайд 11 Conflict model
Managerial situation
Conflict sources
Possibility to settle the

Conflict model Managerial situationConflict sourcesPossibility to settle the conflict Reaction to the conflictsuccessfulfailedConflict handling

conflict
Reaction to the conflict
successful
failed
Conflict handling


Слайд 12 Conflict handling
Structural way
Clarifying the work requirements
Coordination mechanisms
Integration

Conflict handlingStructural wayClarifying the work requirementsCoordination mechanisms Integration mechanismsComplex aims of organizationStructural motivation systems

mechanisms
Complex aims of organization
Structural motivation systems


Слайд 13 Conflict handling
Avoidance
Smoothing
Compulsion
Compromise
Problem solving and readiness

Conflict handlingAvoidance Smoothing CompulsionCompromise Problem solving and readiness to the other’s point of viewInterpersonal wayStructural way

to the other’s point of view
Interpersonal way
Structural way


Слайд 14 CONFLICT
Conflict settling effectiveness
Level of understanding and

CONFLICT Conflict settling effectiveness Level of understanding and wish for cooperationlowhighhighAvoidanceSmoothingCompromiseCompulsoryProblem solving


wish for cooperation
low
high
high
Avoidance
Smoothing
Compromise
Compulsory
Problem solving


Слайд 15 Conflict model
Managerial situation
Conflict sources
Possibility to settle the

Conflict model Managerial situationConflict sourcesPossibility to settle the conflict Reaction to

conflict
Reaction to the conflict
successful
failed
Conflict handling
Functional and dysfunctional consequences


Слайд 16 Conflict Consequences

Conflict Consequences

Слайд 17 CONFLICT
Conflicts by types (consequences)
functional
dysfunctional
The result is acceptable

CONFLICT Conflicts by types (consequences)functionaldysfunctionalThe result is acceptable for everyoneMore desire

for everyone
More desire for the further co-operation
Less working effectiveness
No

desire to compromise in the future
“the-other-party-being-an-enemy” idea
Displacement of interests

Слайд 18 Where people fight?

Where people fight?

Слайд 19 Women’s Style
Routine work
High competitiveness for results
Closed

Women’s Style Routine workHigh competitiveness for results Closed premises Shift work

premises
Shift work arrangement
Conflicts between departments with the connected

result but different functions
High pressure from top-management

Where Conflicts Appear


Слайд 20 Women’s Style
Routine work
High competitiveness for results
Closed

Women’s Style Routine workHigh competitiveness for results Closed premises Shift work

premises
Shift work arrangement
Conflicts between departments with the connected

result but different functions
High pressure from top-management

Where Conflicts Appear


Слайд 21 Where Conflicts Appear
Women’s Style
Routine work
High competitiveness

Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed

for results
Closed premises
Shift work arrangement
Conflicts between departments

with the connected result but different functions
High pressure from top-management


Слайд 22 Where Conflicts Appear
Women’s Style
Routine work
High competitiveness

Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed

for results
Closed premises
Shift work arrangement
Conflicts between departments

with the connected result but different functions
High pressure from top-management


Слайд 23 Where Conflicts Appear
Women’s Style
Routine work
High competitiveness

Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed

for results
Closed premises
Shift work arrangement
Conflicts between departments

with the connected result but different functions
High pressure from top-management


Слайд 24 Where Conflicts Appear
Women’s Style
Routine work
High competitiveness

Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed

for results
Closed premises
Shift work arrangement
Conflicts between departments

with the connected result but different functions
High pressure from top-management


Слайд 25 Where Conflicts Appear
Women’s Style
Routine work
High competitiveness

Where Conflicts Appear Women’s Style Routine workHigh competitiveness for results Closed

for results
Closed premises
Shift work arrangement
Conflicts between departments

with the connected result but different functions
High pressure from top-management


Слайд 26 5 Ways What a CEO Can Do
Competitive style

5 Ways What a CEO Can DoCompetitive style – based on

– based on power, means winner and looser in

a conflict
Dissociation style - lower level of persistence and no looking for co-operation
Compromising style – temperate persistence and wish for co-operation
Adaptation style – desire for co-operation and lower persistence on decision
Co-operation style

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