| Description |
1 online resource (498 pages) |
| Contents |
Cover -- Title Page -- Copyright Page -- Contents -- Figures and Tables -- Acknowledgments -- Introduction -- Part One: Conflict Management Knowledge and Skills -- Chapter 1 Manager Know Thyself -- Responding to Conflict: Five Common Approaches -- The Five Conflict Styles -- Choosing Among the Conflict Styles -- The Language of Conflict -- Conflict, Communication, and Culture -- Hiring, Managing, and Conflict Styles -- Emotional Intelligence and the Collaborative Manager -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 2 Theory to Practice -- Biological, Physiological, and Evolutionary Theories of Conflict and Resolution -- Personality and Individually Based Conflict Theories -- Psychodynamic Theories of Behavior and Conflict -- Attribution Theory and other Cognitive Biases -- The Seven Deadly Cognitive Biases of Negotiation -- Social Learning Theory -- Framing Toward a Collaborative Process -- Procedural Justice and the Process Focus -- Concepts of Fairness Across Cultures -- Power in Theory and Practice -- The Timing of Conflict Interventions -- Structural Versus Nonstructural Sources of Conflict -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 3 The Power of Negotiation -- Managers as Negotiators -- Distributive Versus Integrative Bargaining -- Negotiation Terms and Concepts -- Key Negotiation Concepts -- Impasse and Obstacles to Settlement -- Bring in a Third Party -- Negotiations to Avoid -- Trust Building and Trust Repair in Negotiations -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 4 The Alternative Dispute Resolution Process Continuum -- The ADR Continuum -- Other ADR Processes |
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Additional Problem-Solving Techniques -- Key Skills for Managing Collaboration and Conflict -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Part Two: Preventing and Resolving Internal Conflict -- Chapter 5 Causes and Cures for Employee Turnover -- The Costs of Employee Turnover and Low Morale -- Why Employees Leave or Stay -- Hiring Great Employees -- Dealing with Difficult Employees -- Identifying and Eradicating Workplace Bullying and Violence -- Giving and Receiving Feedback -- Performance Reviews and Employee Recognition -- What Makes a ''Great Manager''? -- Becoming a Great Manager -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 6 Building Successful Teams and Organizations -- Do We Still Need Teamwork? -- Best Practices for Team Building -- Team Typologies -- What if I Can't Choose my Team? -- How Teams Think and Communicate -- Cultural Preferences for Time Management -- Phases of Teamwork -- Roles and Duties Within Teams -- Teams and Trust -- Conflict Versus Dysfunction in Teams -- Conflict and Teams During Mergers and Acquisitions -- Conflict and Teams During Mergers and Acquisitions -- Building and Rebuilding Corporate Culture: Before, During, and After Mergers -- Downsizing, Rightsizing, and Conflict Management -- When One Person Won't Play on the Team -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 7 Conflict Management in Unionized Environments -- Labor-Management Conflict in the United States -- Trends in Unionization -- Common Steps in the Union Grievance Process -- Examples of Conflict Management in Unionized Settings -- The Evolution of Collaboration in Labor-Management Relations |
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Becoming a Collaborative Leader in a Noncollaborative Environment -- ADR in the Creation of Collective Bargaining Agreements -- Examples of Collaboration in Labor-Management Relations -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 8 Designing Disputing Systems for Organizations -- Procedural Justice and Reducing Costs of Conflict -- Power, Rights, and Interests -- Values Underlie the Design -- General DSD Concepts and Practices -- Four Stages of DSD -- Sample Private Sector DSD -- Sample Public Sector DSD -- Disputing Systems in the Nonprofit Sector -- DSD in Small Organizations -- DSD Gone Wrong: Hooters of America, INC. -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Part Three: Preventing and Resolving External Conflicts -- Chapter 9 Prevention and Resolution of Conflicts with Clients, Customers, and Vendors -- Rule One: A House Divided Will Not Stand -- Rule Two: Be Sure You Deliver What You Promise (Quality Products and Services) -- Rule Three: Improvements Require Monitoring -- Rule Four: Create Incentives for Desired Behaviors -- Rule Five: Empower Employees to Resolve Disputes at the Lowest Level Possible -- Rule Six: Avoid a Myopic Focus on New Customers Over Existing Ones -- Rule Seven: Devise, Evaluate, and Revise Systems -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 10 Case Studies of Organizational Success Through Exemplary Customer Conflict Management -- Customer Satisfaction in a Sales Experience -- American Express: Relationship Care -- Customer Recovery Systems -- Toro: Turning Liability Into Ability -- Ritz-Carlton: Employee Empowerment for ''Delighted'' Customers -- Public and Nonprofit Sector Service Delivery |
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Patient Care Advocates: Reducing Formal Complaints in Hospital Settings -- Public Sector: What Not to Do -- Children's Health Care of Atlanta: Measuring and Rewarding Quality Patient Care -- Customer Service in the Nonprofit Sector -- Conclusion -- Key Words -- Suggested Supplemental Reading -- Discussion Questions -- Exercise -- Part Four: Collaboration and Conflict Management Between Regulators and the Regulated -- Chapter 11 Public Policy Decision Making and Collaboration -- Characteristics of Public Disputes -- The Spiral of Unmanaged Conflict -- Public Policy Process and Basic Concepts -- History of Antagonistic Relationships Between Regulatory and Regulated Communities -- Environmental and Public Policy Conflict Resolution -- Process Menu Options -- Public-Private Partnering: Best Practices -- Common Errors in Collaboration: A Cautionary Tale -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Internet Resources -- Discussion Questions -- Exercises -- Goal Setting -- Chapter 12 Designing and Facilitating Effective Large-Group Processes -- Public and Large-Group Meeting Disasters -- Needs Assessment Stage -- Convening Stage -- During the Process -- After the Process -- The Role of the Media in Public Disputes -- Characteristics of Successful Large-Group Facilitators -- Habits of an Effective Facilitator -- Choosing Among Meeting Formats -- Conclusion -- Key Terms -- Suggested Supplemental Reading -- Discussion Questions -- Exercises -- Goal Setting -- Conclusion -- Glossary -- References -- About the Author -- Index |
| Summary |
Conflict Management for Managers takes a theory-to-practice approach, focusing on commons types of conflicts managers face. Because of the hands-on nature of conflict management skills, it provides opportunities for interaction and skill practice. The text is divided into four sections. The first section is an overview of the ways in which conflict management techniques and concepts can and should be applied to improve management and performance. Next, the book deals specifically with internal business disputes. The third section of the book focuses on the management of external dis |
| Notes |
Print version record |
| Subject |
Conflict management.
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Customer relations.
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Interpersonal relations.
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Personnel management.
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Personnel Management
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Conflict management
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Customer relations
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Interpersonal relations
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Personnel management
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| Form |
Electronic book
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| ISBN |
9781118418420 |
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1118418425 |
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