Introduction
Conflict Management refers to a systematic process of finding quality-satisfying outcomes between conflicted parties. Conflict management aims at resolving interpersonal conflicts through effective interpersonal negotiation skills in an organization. This paper is a critique and summary of the journal article titled International Journal of Conflict Management written by Mary C. Kern and Richard A Posthuma.
Critique and Summary
Conflict occurs in an organization if a group or individual feels negatively affected by the activities of another group or individual. This happens when individuals or groups consider the behavior or activities of others incompatible. In addition, the article says that in an organization, conflict may arise because of differences in power, competing over scarce resources, and tendencies to differentiate other than converge.
Further, the article says that an organizational conflict can occur between two or more people in small work teams or groups as well as temporary coalitions. The chapters in the journal article tackle a variety of large and small disputes and conflicts that take place in organizations and groups. There are some chapters in the journal article that look at conflicts existing at micro levels between two people sharing an office or between two people competing for scarce resources (Tjosvold, D 2006). However, other chapters study the organizational conflict that takes place in teams. Some team members may feel that management is favoring others by giving them higher salaries and allowances.
This journal has four parts that tackle the issue of organizational conflict and performance in different ways. The first part deals with the relationship that exists between performance and conflict management. In addition, this part views the conditions that come with conflict management, as being productive to an organization and its groups. The second part looks at the conflicts that exist between teams and examines the principles and processes that make it a useful tool in an organization’s decision-making process.
On the other hand, the third part looks at group competition as well as conflict. This part offers an insight into the conditions that hinder and foster the process. The last part of the journal article makes an outline of how to develop interventions based on the knowledge presented in the first three parts (Tjosvold 2006).
The journal has managerial advice for those who engage in the organizational conflict as well as those who assist in resolving the conflicts. The aim of the managerial advice contained in the journal is to make conflict beneficial to all organizations and groups. Organizations should ensure that they come up with ways of resolving conflicts to avoid losing their productive employees. An organization that caters well to its employees finds it easy in making profits because employees feel valued. However, there are those who feel that some employees in an organization engage in incompatible activities. These kinds of employees tend to feel left out in organizational activities leading to under-performance.
Conclusion
International Journal of Conflict Management has established that many organizations face conflicts in their teams as well as activities. An organization should have a department tasked with the responsibility of resolving conflicts when they emerge. This can increase performance in the organization, and increase trust among employees. When performed in an organization increases, it yields more profits. It is from the high yields that more customers will flock to an organization.
Reference
Tjosvold, D. (2006). Defining Conflict And Making Choices About Its Management: Lighting The Dark Side Of Organizational Life. International Journal of Conflict Management, 17(2), 87-95.