- Title
- Assessing conflict and management interventions
- Creator
- Plaatjes, Carlton Henry
- Subject
- Conflict management -- South Africa
- Subject
- Cognitive styles
- Date Issued
- 2011
- Date
- 2011
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:8818
- Identifier
- http://hdl.handle.net/10948/d1018930
- Description
- Human resource management, or people management, is concerned with the philosophies, policies, programmes, practices and decisions that affect the people who work for an organisation. The various people management functions are aimed at helping the organisation achieve its strategic goals and as such are an integral part of the management process. People management consists of several aspects and sub-divisions of which pro-active conflict handling and management is one and which is also the subject of this study. The objective of this study was to assess causes of conflict and interventions and styles of conflict management in the workplace. Workplace politics, change management, diversity, cultures and religious views are but a few major sources for the emergence of conflict. We are currently in the era of fast change or more aptly put “hyperchange” and conflict is inevitable and management styles can also create and/or escalate conflict situations including, the composition of diversity in the workplace. This adds to the new challenges of management. Organisations in this decade need to acknowledge that their management styles of days gone by are not relevant anymore and one must understand to recognise conflict and resolve it in an appropriate manner. This study assessed the major causes of conflict in the workplace and whether the managerial style of managers and management interventions impacts on the overall conflict situations experienced by staff members in organisations in Cape Town and Windhoek. It also gave an indication if interventions and conflict management training/programmes are in place or used, if at all. Sometimes conflict is resolved successfully or unsuccessfully and what impact it has on the managers, his/her staff and colleagues and the organisation as a whole. This can have a detriment impact on the business and the culture within the organisation and which could result in or give rise to high labour turnover, underlying unhappy staff and disempowerment of managers and staff and poor production and service levels.
- Format
- ix, 93 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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