Conflict Management for Managers : Resolving Workplace, Client, and Policy Disputes.

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 se...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Raines, Susan S.
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Chichester : Wiley, 2012.
Temas:
Conflict management.
Customer relations.
Interpersonal relations.
Personnel management.
Personnel Management
Gestion des conflits.
Personnel > Direction.
Conflict management
Customer relations
Interpersonal relations
Personnel management
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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.
  • 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.
  • 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.
  • 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.

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