Thesis (D. Min.)--Trinity Evangelical Divinity School, Deerfield, Ill., 1999. / Abstract. Includes bibliographical references (leaves 200-204).

Thesis (D. Min.)--Denver Seminary, 2007. / Includes bibliographical references (leaves 283-304).

Thesis (D. Min.)--Trinity Evangelical Divinity School, 1990. / Abstract. Includes bibliographical references (leaves 141-148).

Thesis (M.C.S.)--Regent College, 1988. / Abstract. Includes bibliographical references (leaves [116-119]).

Thesis (M.C.S.)--Regent College, 1988. / Abstract. Includes bibliographical references (leaves [116-119]).

Submitted in partial fulfilment of the requirements for the degree of MASTER OF EDUCATION in the department of EDUCATIONAL PlANNING AND ADMINISTRATION at the UNIVERSITY OF ZULULAND, 1994. / In this dissertation conflict is accepted to refer to divergent perceptions about a situation or issue. These perceptions which are inevitable have both; (i) the potential of promoting disordelines, ineffectiveness and inefficiency; and (ii) the potential for promoting order, effectiveness and efficiency. Conflict may have costs or benefits. The importance of conflict management as a management function should be appreciated against the background of what conflict is capable of contributing for and/or against the school. Conflict management in this dissertation therefore means a process or resolving excessive conflict without discouraging a reasonable sharing of different ideas for the best result. It refers to controlling the amount of conflict required for the school to perform in an orderly manner, efficiently and effectively. It is against this background that the rearcher embarked upon this study. He had observed that in secondary schools conflict seem to be always unproductive, for example boycott of classes, vandalism, violence on school premises, etc. These instances of conflict result in poor performance, high drop-out rate, withdrawal of parents from school matters, demotivation and non effective functioning of the school. The researcher purpoted to describe the secondary school principal's perception of conflict as it influences their perception of conflict management. He assumed that these principals perceived conflict negatively and they consequently perceived conflict management as conflict resolution. Research revealed that 51% of the principals actually perceived conflict negatively, that is, as a bad element that brings about chaos in the school, and consequently 53% actually perceived conflict management as conflict resolution. The researcher conceded that the perception of conflict does not always influence the perception of conflict management, for example the number of principals that perceived conflict management as conflict resolution dropped by 4% from those that perceived conflict negatively. Factors like qualification, school enrolment and actual experiences of conflict were also found to be influential in the perception of conflict and its management. The researcher concluded that secondary school principals in the Natal Region perceived conflict negatively and as a result they perceive conflict management as conflict resolution. He then identified a need for further education and training of school principals in the aspect of conflict management. Principals need to appreciate that conflict is not only inevitable but infact necessary for ensuring the development of the school and improving the quality of its service. If conflict is less than moderate it should be stimulated. Excessive conflict is dangerous for the school. It promotes disorder which results in inefficiency and ineffictiveness. If it is more than moderate it should be resolved.

South African organizations experienced more conflict in the past ten years because of all the changes in the management of labour relations. Employees at lower, middle and upper management levels within organizations are not well informed about the different types of conflict, the functionality and dysfunctionality of conflict, how conflict takes place within the different job-levels and how to manage and resolve it. Dysfunctional conflict can be destructive and it can affect the productivity of the organization. Because of the lack of knowledge regarding conflict within the steel organization and the necessity for it to be handled correctly, it was decided to seize the opportunity to contribute to the existing knowledge of conflict. Objectives of the study The major objectives of this study are as follows: To determine how literature conceptualizes conflict dynamics by examining theory, industrial sociology, organizational behaviour and general management. To determine the following aspects by means of an empirical study: - What the main reasons are for conflict within the steel organization. - How the handling of conflict differs among the middle and lower job levels within the organization. Research study and methodology The research study is divided into a theoretical and an empirical framework. Chapters 2, 3 and 4 outline the theoretical basis. Various aspects of conflict and handling or managing it are discussed in detail. The study employs the conflict theories of Ralph Dahrendorf and Karl Marx as points of departure, as found in chapter 2, in an attempt to provide a framework for the problem statement and to attempt the attainment of the set of objectives. This chapter discusses conflict and analyzes it as a social interaction characterized by force, strife and animosity. It also offers and analysis of Dahrendorf s and Marx's theories to determine their suitability to the study. Chapter 3 discusses conflict within a business context with reference to functional and dysfunctional conflict. different approaches to conflict. types of conflict, different reactions to conflict as well as its different stages. Chapter 4 addresses the course, handling and management of conflict by analyzing the conflict process while it keeps the theories of Marx and Dahrendorf in mind. Chapter 5 analyzes and describes the data and results found by means of empirical research according to specific statistical methods. The empirical study was conducted among the employees of a steel company. A standardised questionnaire and personal interviews were used. Major findings Chapter 6 consists of analysed information about the assembled data. The major findings of the study support the set of research objectives and prove all of them. Major findings include the following: Cooperation, discipline and communication are problem areas within the steel organization. A large number of employees show dissatisfaction about the nature and extent of their work. Some of the employees misuse their authority and this is a major cause of conflict. A total of 95% of the population show that they would like further training in the dynamics of conflict management. Half of the population show that they are unaware of any policies and procedures of conflict management in the steel company. Conclusion In conclusion as found in chapter 6 the study makes a number of recommendations centring on the training of employees to handle conflict and policy-making about conflict-handling and management. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006.

South African organizations experienced more conflict in the past ten years because of all the changes in the management of labour relations. Employees at lower, middle and upper management levels within organizations are not well informed about the different types of conflict, the functionality and dysfunctionality of conflict, how conflict takes place within the different job-levels and how to manage and resolve it. Dysfunctional conflict can be destructive and it can affect the productivity of the organization. Because of the lack of knowledge regarding conflict within the steel organization and the necessity for it to be handled correctly, it was decided to seize the opportunity to contribute to the existing knowledge of conflict. Objectives of the study The major objectives of this study are as follows: To determine how literature conceptualizes conflict dynamics by examining theory, industrial sociology, organizational behaviour and general management. To determine the following aspects by means of an empirical study: - What the main reasons are for conflict within the steel organization. - How the handling of conflict differs among the middle and lower job levels within the organization. Research study and methodology The research study is divided into a theoretical and an empirical framework. Chapters 2, 3 and 4 outline the theoretical basis. Various aspects of conflict and handling or managing it are discussed in detail. The study employs the conflict theories of Ralph Dahrendorf and Karl Marx as points of departure, as found in chapter 2, in an attempt to provide a framework for the problem statement and to attempt the attainment of the set of objectives. This chapter discusses conflict and analyzes it as a social interaction characterized by force, strife and animosity. It also offers and analysis of Dahrendorf s and Marx's theories to determine their suitability to the study. Chapter 3 discusses conflict within a business context with reference to functional and dysfunctional conflict. different approaches to conflict. types of conflict, different reactions to conflict as well as its different stages. Chapter 4 addresses the course, handling and management of conflict by analyzing the conflict process while it keeps the theories of Marx and Dahrendorf in mind. Chapter 5 analyzes and describes the data and results found by means of empirical research according to specific statistical methods. The empirical study was conducted among the employees of a steel company. A standardised questionnaire and personal interviews were used. Major findings Chapter 6 consists of analysed information about the assembled data. The major findings of the study support the set of research objectives and prove all of them. Major findings include the following: Cooperation, discipline and communication are problem areas within the steel organization. A large number of employees show dissatisfaction about the nature and extent of their work. Some of the employees misuse their authority and this is a major cause of conflict. A total of 95% of the population show that they would like further training in the dynamics of conflict management. Half of the population show that they are unaware of any policies and procedures of conflict management in the steel company. Conclusion In conclusion as found in chapter 6 the study makes a number of recommendations centring on the training of employees to handle conflict and policy-making about conflict-handling and management. / Thesis (M.A. (Industrial Sociology))--North-West University, Potchefstroom Campus, 2006.

The phenomenon of personal lives conflict is multifaceted and impacts the workplace in multiple ways. The aims of this study were to examine the various aspects of personal lives conflicts and how it affects the workplace’s productivity. Understanding productivity in the workplace, employers would better be able to manage conflicts at work as well as maintain productivity and by extensions profits. In order to fully understand this issue, the researcher framed the study around these questions: Do personal lives conflict affect productivity in the workplace? Do intimate partner conflicts affect productivity in the workplace? To what extent does intimate partner conflict affect productivity in the workplace? The research focused on a finance organization that offers services to Jamaican immigrants living in South Florida. A total of 10 participants were interviewed to complete the study and to gain insight and answer the research questions. Given the nature of the study, a case study was chosen to gain in-depth understanding of a specific group of people who work in a very specific organization that is often plagued by conflicts and allows for productivity to be measured. The findings indicated that employees often face challenges that are not related to the workplace, but given the culture of the organization, management does not see fit to assist employees who are experiencing personal lives conflict, rather these employees are left to resolve their conflicts with little or no guidance, despite the impact of the conflicts on their performance at work.

Recent conflict research has relied on proxy variables of horizontal inequality to make causal assumptions, but these do not reveal the root of deprivation in aggrieved populations. However, it is important to continue to explore the greed-grievance dichotomy to explain the persistence of violent civil conflict. The purpose of this quantitative study was to expand this line of inquiry by investigating the relationship between indicators of vertical deprivation and reported civil conflict incidents to determine whether a significant correlation exists. Relative deprivation theory provided the framework for this study, which consisted of 10,779 survey responses regarding lived experience across 7 countries experiencing a total of 890 civil conflict incidents in 2016. Although tests of multiple linear regression indicated statistically significant relationships (p < .001) between two of the predictor variables and reported civil conflict incidents, the availability of electricity when connected to the main made the most substantial contribution to the model in both predictability and correlation. Therefore, the findings provide insight into the type and nature of deprivations, such as those associated with access to and availability of electricity, that have the greatest potential of becoming grievances susceptible to exploitation by conflict entrepreneurs. Implications for positive social change include using this analysis to promote increased conflict inquiry among public administration scholars and to inform a more substantive role of local government managers in identifying and remediating vertical grievances, thereby mitigating civil conflict.