People cope with a variety of hurtful behaviors in the workplace. These actions can have detrimental emotional, relational, and task-related consequences. Forgiveness is one way to cope with these negative consequences. Although previous research examines how immediate situational factors such as offense severity and position in the organizational hierarchy influence the likelihood of practicing forgiveness in the workplace, little research investigates how contextual features such as an organization's conflict ideology shape the likelihood of forgiveness. The purpose of this study is to explore the influence of organizational context on the practice and patterns of forgiveness in the workplace. In particular, this study investigates the relationship between an organization's conflict ideology and employees' coping practices following hurtful events in the workplace. Using three court-based justice models as lenses, this study analyzes the emergence of conflict values, beliefs, norms, and practices in four organizations. This study uses data collected from 103 individual interviews, observational notes, and organizational documents from four organizations to explore the relationship between justice ideologies and the practice and patterns of forgiveness in each organization. Analysis of the data using a modified version of constructive grounded theory indicated the emergence of multiple conflict values, norms, and practices within each organization. These values, norms, and practices reflected features of the court-based legalistic and restorative justice models. The combination of these features suggested the presence of four ideological justice models. Forgiveness emerged most consistently as a coping practice in an organization that emphasized several features of the restorative justice model. Additionally, features of the organizations' justice ideologies influenced patterns of forgiveness. This research suggests that the practice of forgiveness in the workplace is grounded in the organizational context.

The aim of this study was is to examine the descriptions of expereince made by social workers from different countries regarding workplace conflict and how workplace conflict is dealt with in terms of strategies and methods of resolving it. To adress this topic the conflict theory of Lewis Coser is used. The study is conducted by the use of semi-structured qualitative interviews, where experience of five social workers in manageral positions are examined. Three of these interviewees were from Sweden and two were from Russia. The results of this study show that the social workers describe their experience and knowledge about organizational conflict in different ways and to different exents. Russian and Swedish interviewees seemed to be familiar with workplace conflict and the use different methods and strategies when dealing and preventing conflict at the workplace. The interviewees acknowledge the impact of management and leadership regarding both cause of conflict.

Globalizing processes often place the social cohesion of organizations at risk when multinational people experience and exhibit tensions from their diverse cultural and language norms. This study uses discourse analysis and dialectical theory to understand the intersection of organizational tensions and multinationalism as they appear at a bilingual Swiss higher education institution. I define multinationalism as the intersection of communities who self identify with a national heritage and perpetuate that identity through daily communication and interaction. This case study is approached from a social constructionist perspective. I use grounded theory and dialectical analysis to analyze the fifty-nine interviews in order to identify the tensions that intersect with multinationalism and how they are managed. The tensions identified include: choosing a language where two are privileged, providing an intercultural environment as described by the mission statement, and managing pedagogy/co-teaching practices. Choosing a language is often described in a dual dimension between choosing French/choosing English where language groups are sometimes seen as oppositional and vying for privileged status even though the organization privileges both languages. Providing an intercultural environment is described as a global endeavor and yet sometimes becomes dialectical when balancing how the organizational environment is actually managed/not managed based on national and organizational cultural perspectives. Practicing pedagogy/co-teaching activities are often framed as oppositional and dialectical when trying to reconcile French pedagogy/Anglo-Saxon pedagogy and co-teaching practices, especially in regard to American influence. Multinationalism emerges when participants use group identity descriptors and intersects in a variety of ways depending on the intensity of the tensions. Managing tensions result in ambiguity because of undefined language fluency and competency. While ambiguity allows for social cohesion and time for interpreting messages, it sometimes is used strategically to deny messages and retain privileged positions. Disorienting interactions for some employees result in paradoxical situations, and in some extreme cases, participants reported schizophrenic behavior when paranoid statements are made which reflect their paralysis, uncertainty and loss of power. This study advances dialectical theory by redefining totality as including regional, national, and global contexts that also influence organizational agency and discourse. In addition this study adds to the understanding of knots of contradictions by illustrating how tensions evolve in their own right and also spin off simultaneous and interconnected tensions. Finally, results from this study suggest that using ambiguity could be seen as another management option as well as a result when dealing with dialectical and paradoxical tensions.

Taiwan local banks import MA(Management Associate) system from international banks to train their own apprentices for the future. They attract excellent talents by high payments and perfect training programs. However, this makes existed employees feel worthless. This study applies the equity theory¡] Folger & Greeberg, 1995¡^, conflict theory ¡]Pondy,1967¡^and organizational commitment (Porter, 1974) to make the research framework , hypotheses and questionnaire. It tests hypotheses through quatitative research. In order to improve the comprehensiveness, this study made some interviews from existed employees and MAs. The results of this thesis are: 1. The relationship of organizational conflicts between different positions: The results of quantitative testing and interviews both find MAs and existed employees do have conflicts, especially for existed employees. No matter what seniority is, existed employees do not feel comfortable with MA¡¦s higher salary, status and job grade. This is the main source of conflicts. 2. The relationship of organizational equity between different companies: The employees between different companys possess significance differences in the perception of the organizational equity. There are two reasons supporting this result. One is the different recruiting processes between different companies. The other one is the diversity of MA programs. 3. The relationship of organizational conflicts between different companies: Divide organizational conflicts into two dimensions from the factor analysis- goal conflict and interactive conflict. Then, the employees between different companys possess significance differences in the perception of the organizational conflict. There are two points of view on the result. One is the equal level of graduation and capability of existed employees. The other one is the unfair performance evaluation.

Temos problema ir aktualumas. Daugelis organizacijų tyrėjų bei sociologų atliko tyrimų, susijusių su organizacijos kultūros suvokimu, jos įtaka verslo sėkmei, darbuotojų pasitenkinimui darbu ir kita. Tačiau, analizuodami naujausią literatūrą ir ypatingai apžvelgę Lietuvoje atliktus organizacijos kultūros tyrimus, atrandame tik keletą skirtingų organizacijos kultūros vertinimų, o tai rodo, kad ši sritis nėra visapusiškai ištirta ir kiekvienas naujas tyrimas yra vertingas. Taip pat, atsižvelgiant į tai, kad iki šių dienų teigiama ar neigiama konfliktų reikšmė, išlieka vienu prieštaringiausių dalykų, naudinga yra apjungti organizacijos kultūros ir konfliktų valdymo studijas į vieną ir pažiūrėti ar egzistuoja abipusis ryšys tarp jų. Darbo tikslas - Nustatyti organizacijos kultūros ir konfliktų valdymo tarpusavio sąsajas. Darbo uždaviniai: 1. Remiantis moksline literatūra atskleisti organizacijos kultūros sampratą bei skirstymą į tipus ; 2. Atskleisti konfliktų valdymo organizacijoje strategijas ir ypatumus; 3. Remiantis organizacijos kultūros ir konfliktų valdymo teoriniais darbais bei atliktų empirinių tyrimų analizės duomenimis, sudaryti organizacijos kultūros ir konfliktų valdymo sąsajos tyrimo modelį; 4. Atlikti organizacijos kultūros ir konfliktų valdymo empirinio tyrimo įvertinimą bei nustatyti egzistuojančias organizacijos kultūros ir konfliktų valdymo sąsajas. 5. Atlikti organizacijos kultūros ir konfliktų valdymo empirinio tyrimo įvertinimą bei nustatyti egzistuojančias... [toliau žr. visą tekstą] / GVILDYTE, Birute. (2010) The Relationship Between Organization Culture and Conflict Management. MBA Graduation Paper. Kaunas: Kaunas Faculty of Humanities, Vilnius University. 64 p. SUMMARY Theme relevance and necessity of its decision. Many organization researchers and social scientists conducted studies on the perception of the organization's culture. However, in analyzing the recent literature and particularly a survey carried out in the organization of cultural studies in Lithuania, we find only a few different organizational culture assessments, which indicates that this area is not fully investigated and every new study is valuable. Also, given the fact, that, until these days, positive and negative conflict values remains controversial subjects, it is useful to combine the organizational culture and conflict management training and see if there is a mutual relationship between them. The aim of the research: Define the relationship between organization culture and conflict management. The tasks of the research: 1. According to the scientific literature reveal the concept of organization culture and the differentiation of its types. 2. Disclose the conflict management features and it‘s strategies. 3. According to theoretical work and empirical research carried out by analysis on organizational culture and management of conflicts compose an empirical research model to identify existing interfaces of organization culture and conflict management. 4. Perform empirical... [to full text]

Šiame magistro baigiamajame darbe nagrinėjamos konfliktų valdymo gerinimo galimybės smulkaus verslo organizacijose (SVO). Jo tikslas yra atskleisti SVO kylančias konfliktines situacijas, jų priežastis, organizacinių konfliktų tipus, funkcijas bei pasekmes ir tuo pačiu pasiūlyti konfliktų valdymo strategijų organizacines prielaidas ir konstruktyvius jų sprendimo būdus. Pagrindinės šio darbo užduotys yra įvertinti bendrą konfliktų foną organizacijoje, išnagrinėti darbuotojų pasirenkamus sprendimų būdus bei pateikti konstruktyvius konfliktų prevencijos ir valdymo būdus. Magistro baigiamąjį darbą sudaro trys pagrindinės dalys. Pirmoje dalyje pristatoma teorinė konfliktų valdymo analizė ir pateikiama įvairių autorių nuomonės šia tema. Antra dalis pateikia SVO atlikto tyrimo aprašymą bei rezultatus. Trečioje dalyje įvardijamos konfliktų valdymo tobulinimo SVO programos. Darbo pabaigoje pateikiamos išvados bei pasiūlymai, kaip efektyviau panaudoti konfliktų valdymo strategijas. Vienos pagrindinių magistro baigiamojo darbo nuostatų yra pagrįstos įsitikinimas, jog konfliktai yra neatskiriama organizacijos egzistavimo dalimi, taigi organizacijos nariams nereikėtų jų vengti o tiesiog išmokti efektyviai juos valdyti, naudojant siūlomas programas. / The Master Thesis concerns the theme of conflict management in small business organizations. The goal of the work is to exhibit different approaches to the organizational conflict and to identify a broad set of methods and skills for analyzing conflicts and supporting people in finding the solutions they need. The research paper represents an innovative approach to the study of conflict. Organizational conflict is perceived and defined as being not a problem itself. Well managed conflict contributes to creativity, strategic initiative, more effective systems and communication, stronger workplace relationships and greater commitment to the organization. Organizations shouldn’t attempt to prevent conflict, but should instead focus energy on preventing unresolved or destructive conflict. Left unresolved or escalating destructively, conflict is expensive, both in financial and human terms. Some conflict costs are easily measured, such as time and salary loss, team members leaving the company, lack of information, grievances and related complaints. Effective conflict resolution systems, even in very small organizations, create opportunities for conflict to be identified and addressed early and constructively. Effective processes should emphasize collaboration and consensus-building early in the dispute, the use of mediation before grievances or litigation harden positions further, conflict resolution coaching by educated managers, and staff training that supports real behavior... [to full text]

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.

From the point of view of interrole conflict, this study probes into the conflict that a physician encounters in his/her environment and the subsequent conflict effect on the satisfaction and intention to quit. In addition to investigating the source of conflict, the study develops a questionnaire to understand the influence of dual professional conflict on satisfaction and intention to quit. Simultaneously, the study examines the mediating effect of physician's satisfaction on dual professional conflict and intention to quit, and tests the moderating effect of professional commitment on other consequences. The rapid changes of healthcare insurance policy in Taiwan have a great impact on the hospital administration. In addition, it has a tremendous influence on physician¡¦s behaviors, which arouse conflicts on both organizational-professional (OPC) and personal-professional (PPC) levels. In the past, there were few research on interrole conflict, especially on the source of physicians' OPC and PPC. Taiwan¡¦s national health insurance and global budget system is unique (to) healthcare insurance system in the worldwide(Taiwan).Literatures are not enough to offer the cause of the dual conflicts of physicians and relevant consequences. The study, first, carries on case interview in accordance with literature review to form questionnaires and builds up hypotheses. Second, it collects the survey materials by combining quantitative and qualitative research in order to obtain a deeper and more accurate analysis of the study results. Physician including residents and attending physician from both public and private hospitals in Taiwan were enrolled for study. A total of 1,200 questionnaires were distributed and 776 were valid questionnaires. The result shows five variables in the source of conflict by using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). These five variables are significantly correlated with physician¡¦s dual professional conflicts. Results from regression analysis show that affective commitment, continuance commitment and normative commitment of professional commitment have a moderating effect on the relationship between dual professional conflicts and the output variables. Furthermore, by structural equation modeling these results show that both internal and external job satisfaction mediate between physicians¡¦ OPC and their intention to quit, and professional satisfaction partially mediate between physicians¡¦ PPC and their intention to quit. Physicians are one of the important professional groups. Even though changes in healthcare insurance policy are worldwide phenomenon, there is relatively few studies probing into interrole conflict among physicians in Taiwan. This study developed questionnaires of the source of conflict and confirmed both the moderating effect of professional commitment and the mediating effect of satisfaction, which contributes to fill the gap in this field. These results provide a managerial reference in clinical practice and as well as a foundation of future studies.

Interpersonal conflict in organizations has been recognized as a leading social stressor across occupations with detrimental effects on employee well-being and organizational outcomes. However, reliable and valid measures of conflict are scarce and even the most widely used scales are limited by weaknesses in construct definition. In order to address the need for an improved measurement tool, the 63-item Interpersonal Conflict in Organizations Scale (ICOS) was developed. The ICOS was based on a comprehensive conceptualization of conflict that defines the construct on the basis of three definitional components: disagreement, interference, and negative emotion (Barki & Hartwick, 2004). In addition, the ICOS reliably measures four conflict types, including task outcome, task process, relationship, and non-task organizational conflict. Data were collected in two phases. The phase I sample included 126 participants from a variety of occupations whose data were used for the purpose of refining the scale. The scale validation (phase II) sample consisted of 260 full-time employees, who were also representative of various occupations. Initial validity results supported significant relationships with various organizational and personal outcome variables, including depression, job satisfaction, somatic symptoms, negative emotions, turnover intentions, counterproductive work behaviors, and cardiovascular disease risk factors. Factor analytic results for the four subscales, as well as, evidence for convergent validity are reported. Overall, the ICOS is a promising new measure of conflict that offers researchers the flexibility of assessing various types of conflict while addressing the conceptual limitations of existing scales.

Interpersonal conflict in organizations has been recognized as a leading social stressor across occupations with detrimental effects on employee well-being and organizational outcomes. However, reliable and valid measures of conflict are scarce and even the most widely used scales are limited by weaknesses in construct definition. In order to address the need for an improved measurement tool, the 63-item Interpersonal Conflict in Organizations Scale (ICOS) was developed. The ICOS was based on a comprehensive conceptualization of conflict that defines the construct on the basis of three definitional components: disagreement, interference, and negative emotion (Barki & Hartwick, 2004). In addition, the ICOS reliably measures four conflict types, including task outcome, task process, relationship, and non-task organizational conflict. Data were collected in two phases. The phase I sample included 126 participants from a variety of occupations whose data were used for the purpose of refining the scale. The scale validation (phase II) sample consisted of 260 full-time employees, who were also representative of various occupations. Initial validity results supported significant relationships with various organizational and personal outcome variables, including depression, job satisfaction, somatic symptoms, negative emotions, turnover intentions, counterproductive work behaviors, and cardiovascular disease risk factors. Factor analytic results for the four subscales, as well as, evidence for convergent validity are reported. Overall, the ICOS is a promising new measure of conflict that offers researchers the flexibility of assessing various types of conflict while addressing the conceptual limitations of existing scales.