The Resource Conflict management, Stephan Proksch

Conflict management, Stephan Proksch

Label
Conflict management
Title
Conflict management
Statement of responsibility
Stephan Proksch
Creator
Author
Subject
Genre
Language
  • eng
  • ger
  • eng
Summary
This book draws on a wide range of practical examples to describe how conflicts within organisations are traditionally managed and the complementary conflict management methods that can be employed. Stephan Proksch clearly explains these innovative methods and their potential applications. The central focus is on mediation as an effective form of conflict resolution. Discussion and questioning techniques as conflict management tools are explained in simple and concise terms
Member of
Cataloging source
N$T
http://library.link/vocab/creatorName
Proksch, Stephan
Dewey number
658.4053
Index
no index present
LC call number
HD42
Literary form
non fiction
Nature of contents
dictionaries
Series statement
Management for professionals
http://library.link/vocab/subjectName
  • Conflict management
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • Conflict management
  • Occupational & industrial psychology
  • Sociology: work & labour
  • Personnel & human resources management
Label
Conflict management, Stephan Proksch
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-3-319-31885-1
Instantiates
Publication
Antecedent source
unknown
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface; Contents; 1: Recognising and Resolving Conflicts; 1.1 Rift Between Company Founders; 1.2 What Is a Conflict?; 1.3 Conflicts Often Approach Quietly; 1.4 Conflict Analysis; 1.4.1 Setting Objectives in a Conflict Situation; 1.4.2 Types of Conflict; 1.4.3 Parties to the Conflict; 1.4.4 Conflict Progression and Escalation; 1.5 How to Conduct a Clarifying Conversation; 1.6 Conflicts in the Workplace: Curse or Blessing?; 1.6.1 Risks Arising from Conflicts; 1.6.2 Uses of Conflicts; 1.7 Excursus: Mobbing; 1.8 Rift Between Company Founders: What Happened Next
  • 2: Traditional Methods of Conflict Management2.1 Differing Leadership Styles in the Management Team; 2.2 The Traditional Approach to Conflicts in Organisations; 2.2.1 Conflicts as Opposition Between Employer and Employee; 2.2.1.1 The Development of Polarity Between Capital and Labour; 2.2.1.2 The ``Industrial Conflict ́́from Todayś Perspective; 2.2.1.3 Conflicts as Disruptive Factors in the ``Organisational Machine;́́ 2.2.2 Traditional Methods of Conflict Management; 2.2.3 Conflicts as Manifestation of Power Struggles and Micro Politics; 2.2.4 Excursus: Forms of Power Usage
  • 2.2.4.1 Positive and Negative Aspects of Power2.3 The Four Basic Forms of Conflict Management in Organisations; 2.3.1 Separative Measures; 2.3.2 Issue-Related Measures; 2.3.3 Individual-Related Measures; 2.3.4 Integrative Measures; 2.4 How Do Corporations Deal with Conflicts Today?; 2.4.1 Uses and Limitations of the Traditional Methods; 2.5 Conflict Management: The Holistic View; 2.6 Differing Leadership Styles in the Management Team: What Happened Next; 3: Complementary Forms of Conflict Management; 3.1 The Difficult Boss; 3.2 Basic Complementary Forms of Conflict Management; 3.2.1 Mediation
  • 3.2.2 Moderation3.2.3 Supervision; 3.2.4 Coaching; 3.2.5 Team Development; 3.3 Organisational Development Versus Mediation?; 3.3.1 Organisational Development and Conflict Management; 3.3.2 Mediation Is Complementary to Organisational Development; 3.4 Integrative Forms of Conflict Management: Used too Rarely?; 3.4.1 Mediation Costs Time and Money; 3.4.2 Conflict Aversion; 3.4.3 Loss of Power and Control; 3.4.4 Fear of Discovery and Exposure; 3.4.5 Loss of Image Among Colleagues; 3.4.6 Lack of Know-how in Dealing with Conflicts
  • 3.5 Consequences of the Rare Usage of Integrative Forms of Conflict Management3.6 The Difficult Boss: What Happened Next; 4: Mediation; 4.1 The Performance Appraisal; 4.2 Mediation: The Origins; 4.3 The Mediation Phase Model; 4.3.1 Pre-mediation Phase; 4.3.1.1 Preliminary Talks; 4.3.1.2 Conflict Analysis; 4.3.1.3 Implementation Planning; 4.3.2 Parameter Definition Phase; 4.3.3 Issue Compilation; 4.3.4 Conflict Discussion; 4.3.5 Search for a Solution; 4.3.6 Agreement; 4.3.7 Post-mediation Phase; 4.4 The Performance Appraisal: What Happened Next; 5: Mediation Techniques
Dimensions
unknown
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9783319318837
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • (OCoLC)953694989
  • (OCoLC)ocn953694989
Label
Conflict management, Stephan Proksch
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-3-319-31885-1
Publication
Antecedent source
unknown
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface; Contents; 1: Recognising and Resolving Conflicts; 1.1 Rift Between Company Founders; 1.2 What Is a Conflict?; 1.3 Conflicts Often Approach Quietly; 1.4 Conflict Analysis; 1.4.1 Setting Objectives in a Conflict Situation; 1.4.2 Types of Conflict; 1.4.3 Parties to the Conflict; 1.4.4 Conflict Progression and Escalation; 1.5 How to Conduct a Clarifying Conversation; 1.6 Conflicts in the Workplace: Curse or Blessing?; 1.6.1 Risks Arising from Conflicts; 1.6.2 Uses of Conflicts; 1.7 Excursus: Mobbing; 1.8 Rift Between Company Founders: What Happened Next
  • 2: Traditional Methods of Conflict Management2.1 Differing Leadership Styles in the Management Team; 2.2 The Traditional Approach to Conflicts in Organisations; 2.2.1 Conflicts as Opposition Between Employer and Employee; 2.2.1.1 The Development of Polarity Between Capital and Labour; 2.2.1.2 The ``Industrial Conflict ́́from Todayś Perspective; 2.2.1.3 Conflicts as Disruptive Factors in the ``Organisational Machine;́́ 2.2.2 Traditional Methods of Conflict Management; 2.2.3 Conflicts as Manifestation of Power Struggles and Micro Politics; 2.2.4 Excursus: Forms of Power Usage
  • 2.2.4.1 Positive and Negative Aspects of Power2.3 The Four Basic Forms of Conflict Management in Organisations; 2.3.1 Separative Measures; 2.3.2 Issue-Related Measures; 2.3.3 Individual-Related Measures; 2.3.4 Integrative Measures; 2.4 How Do Corporations Deal with Conflicts Today?; 2.4.1 Uses and Limitations of the Traditional Methods; 2.5 Conflict Management: The Holistic View; 2.6 Differing Leadership Styles in the Management Team: What Happened Next; 3: Complementary Forms of Conflict Management; 3.1 The Difficult Boss; 3.2 Basic Complementary Forms of Conflict Management; 3.2.1 Mediation
  • 3.2.2 Moderation3.2.3 Supervision; 3.2.4 Coaching; 3.2.5 Team Development; 3.3 Organisational Development Versus Mediation?; 3.3.1 Organisational Development and Conflict Management; 3.3.2 Mediation Is Complementary to Organisational Development; 3.4 Integrative Forms of Conflict Management: Used too Rarely?; 3.4.1 Mediation Costs Time and Money; 3.4.2 Conflict Aversion; 3.4.3 Loss of Power and Control; 3.4.4 Fear of Discovery and Exposure; 3.4.5 Loss of Image Among Colleagues; 3.4.6 Lack of Know-how in Dealing with Conflicts
  • 3.5 Consequences of the Rare Usage of Integrative Forms of Conflict Management3.6 The Difficult Boss: What Happened Next; 4: Mediation; 4.1 The Performance Appraisal; 4.2 Mediation: The Origins; 4.3 The Mediation Phase Model; 4.3.1 Pre-mediation Phase; 4.3.1.1 Preliminary Talks; 4.3.1.2 Conflict Analysis; 4.3.1.3 Implementation Planning; 4.3.2 Parameter Definition Phase; 4.3.3 Issue Compilation; 4.3.4 Conflict Discussion; 4.3.5 Search for a Solution; 4.3.6 Agreement; 4.3.7 Post-mediation Phase; 4.4 The Performance Appraisal: What Happened Next; 5: Mediation Techniques
Dimensions
unknown
Extent
1 online resource.
File format
unknown
Form of item
online
Isbn
9783319318837
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • (OCoLC)953694989
  • (OCoLC)ocn953694989

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