Essays on Managing Workplace Conflict Literature review

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The paper "Managing Workplace Conflict" is an outstanding example of a management literature review. Conflicts are common happening in society. They may emerge between individuals, companies or within individual firms, threatening the unity of purpose for those working on a common goal. Stakeholders are often prompted to seek viable solutions for conflicts, one of them being teambuilding. Teamwork is important for organizations seeking to foster a common course that allows for open discussions among stakeholders captures diverse perspectives, and integrates them into the establishment. Teamwork helps to build mutual coexistence. This paper presents a report on conflicts in the workplace and how to manage such conflicts. Overview 2.1 Constructive conflict management According to Tjosvold, Wong and Feng (2014), conflicts are inevitable in most organizations.

When they happen, they may either have a constructive or destructive effect on the organization. They may also occur in varying forms and circumstances (Tjosvold, Wong and Feng 2014). These dynamisms prompted the development of theoretical frameworks for resolving conflicts such as the integrative negotiation theory. One observation made by Tjosvold, Wong, and Feng (2014) is that most established theoretical approaches for conflict resolution often overshadow actual empirical findings in case studies involving conflict resolution.

This makes it difficult to harmonize the theoretical knowledge and practical aspects of conflict resolution. In view of this reality, Tjosvold, Wong and Feng (2014) propose some frameworks that can be followed to build a reliable conflict resolution model in organizations. According to Tjosvold, Wong and Feng (2014), there is some conformity between contributors to constructive conflict. They argue that the model of negotiation pursued by an organization would determine the success levels of resolving constructive conflict.

Tjosvold, Wong and Feng (2014) suggest that approaching conflicts with open-mindedness is the ideal option in pursuing conflict resolution.

References

Afzalur Rahim, M., 2002. Toward a theory of managing organizational conflict. International journal of conflict management, 13(3), pp.206-235.

Bingham, L.B., 2004. Employment dispute resolution: The case for mediation. Conflict Resolution Quarterly, 22(1‐2), pp.145-174.

Gramberg, B. and Teicher, J., 2006. Managing neutrality and impartiality in workplace conflict resolution: The dilemma of the HR manager. Asia Pacific Journal of Human Resources, 44(2), pp.197-210.

Tjosvold, D., Wong, A.S. and Feng Chen, N.Y., 2014. Constructively managing conflicts in organizations. Annu. Rev. Organ. Psychol. Organ. Behav., 1(1), pp.545-568.

Volkema, R.J. and Fleck, D., 2012. Understanding propensity to initiate negotiations: An examination of the effects of culture and personality.International Journal of Conflict Management, 23(3), pp.266-289.

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