The major topic in this chapter is to examine the universal component of organizational life, conflict. Also, it reviews a number of methods for dealing with the organizational conflict e.g. bargaining and negotiation. Conflict takes many forms in organizations since there are differences of opinion on how revenues should be alienated or as simple as how the work should be done. The terms “interdependent” means that people in a team or department systems have some connection and depend on each other to accomplish their tasks. Indisputably, when more than one person is working together; one might be stronger than the other in achieving the same goal. Such situations could eventually pit the two people against each other. On the other hand, conflicts bring in a positive impact to the organization such as creative solution; as agreed by Putnam & Poole (1987, p.552) that conflict is important.
Furthermore, Putnam and Poole (1987) define that alternatives are available to the basic forms of conflict management and resolution. As mentioned earlier, bargaining and negotiation; both are the same, they aimed at settling disputes over the distribution of joint gains, contractual relationships, and strategy.
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