Abstract
In this chapter I explain the traditional approach to conflicts in organisations, which still defines the view of many managers today, and the traditional way of resolving conflicts. This is connected to the phenomenon of power in organisations and its positive and negative manifestations. Subsequently, the four fundamental forms of dealing with conflicts—separative, issue-related, individual-related and integrative forms—are developed and their benefits and limitations described.
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Notes
- 1.
Matis (1988).
- 2.
Morgan (2002).
- 3.
Types of strike (Matis 1988): token strike (short strike, often during collective negotiations to emphasise the seriousness of employee demands), organised strike (strike initiated and managed by unions, in accordance with strike regulations), “wildcat” or unauthorised strike (strike conducted at operational level without union authorisation), general strike (a strike involving all employees across all sectors e.g. in a country by way of protest against measures taken by a government), go-slow (also “work to rule”). In this type of strike, employees only perform contractually-stipulated duties and work no overtime.
- 4.
Collective bargaining autonomy: Unions negotiate freely and independently with employers or their associations without outside interference (e.g. from the state).
- 5.
Fisher et al. (1990).
- 6.
- 7.
Buchinger (1988).
- 8.
Wagner and Hollenbeck (1992).
- 9.
Morgan (2002).
- 10.
Sandner (1990).
- 11.
Ibid.
- 12.
Halo Effect: When forming opinions, people become influenced by the broader picture, which in some circumstances has nothing to do with the issue at hand.
- 13.
Neuberger (1996).
- 14.
The working group “Internal Mediation” which conducted the survey consisted of the following people: Gudrun Janach, Gerald Kastner, Ulrich Königswieser, Elisabeth Kovarc, Sabine Petsch, Daniela Schröter, Gudrun Schubert, Barbara Wurz and Stephan Proksch. The result was published in the book “Das Ende der Eiszeit” (“The End of the Ice Age”).
- 15.
Proksch et al. (2004).
- 16.
Proksch et al. (2004).
- 17.
Hernstein Management Report (2003).
References
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Fisher, C., Schoenfeldt, L., & Shaw, J. (1990). Human resource management. Boston, MA: Houghton Mifflin.
Hernstein Management Report: Konfliktmanagement. Accessed December 9, 2003, from http://www.hernstein.at/page.php?&katid=460
Matis, H. (1988). Das Industriesystem. Vienna: Ueberreuter.
Morgan, G. (2002). Bilder der Organisation. Stuttgart: Klett-Cotta.
Neuberger, O. (1996). Politikvergessenheit und Politikverdrossenheit. Organisationsentwicklung, 1996/3.
Proksch, S., Janach-Wolf, G., Wurz, B., et al. (2004). Das Ende der Eiszeit. Konfliktmanagement und Mediation in Unternehmen. Vienna: Service Verlag der Wirtschaftskammer Österreich.
Sandner, K. (1990). Prozesse der Macht. Berlin: Springer.
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Wagner, J., & Hollenbeck, J. (1992). Management of organizational behavior. Upper Saddle River, NJ: Prentice Hall.
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Proksch, S. (2016). Traditional Methods of Conflict Management. In: Conflict Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-31885-1_2
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DOI: https://doi.org/10.1007/978-3-319-31885-1_2
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