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Conflict management

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  1. Introduction
  2. Internationalization: overview and current position
    1. Internationalization and related concepts
  3. Internationalization is not geographic diversification
  4. Current role of internationalization in the world
  5. Internationalization strategy: objectives and preliminary steps
  6. The objectives of the internationalization strategies of the company
    1. The functions involved
    2. The nature of products and production processes concerned
    3. Level of commitment to international
    4. The choice of targets
    5. The characteristics of selected geographical areas
    6. Modes of approaches.
  7. The preliminary steps in formulating the internationalization strategy
  8. The process of formulation / reformulation of the SDI
  9. The preliminary steps in formulating the internationalization strategy
  10. The influence of the overall strategy and policy of the company
  11. Identifying opportunities and threats and the development of a BI system
  12. Criteria for identifying potential locations and international activities
  13. The establishment of a permanent system of international monitoring
  14. Diagnosis of strengths and weaknesses of the international business
    1. Strengths
    2. Weaknesses
  15. Typology of international diagnostic strengths and weaknesses
  16. Diagnostic grid
  17. The different types of internationalization strategies
  18. Strategies integrators, specialists and shapers
    1. Strategy integrators
    2. Strategy specialists
    3. Shapers of strategy
  19. Strategies that focus on international marketing strategies and multifunctional
  20. Strategies that focus on international marketing
    1. Skimming
    2. Penetration
    3. Dumping
    4. Operations
  21. Strategies that focus on a multifunctional approach
  22. Strategic alliances
    1. Definition and principle
  23. Types of strategic alliances
    1. Complementary alliances
    2. Alliances co-integration
    3. The pseudo-concentration alliances
  24. Acquisition strategies
    1. The merger
    2. The fusion-fission
    3. The contribution of assets
  25. Opening strategies have several dimensions
    1. The franchise
    2. The transfer of license
    3. Subcontracting
    4. Management contracts
  26. Strategies presence by foreign direct investment (FDI)
  27. The internationalization strategies according to the BCG
  28. Conclusion

We are confronted daily with situations of conflict. Indeed, tensions arise in the workplace as well as within the family. These disagreements often are due to more secret reasons and not conscious and it is sometimes difficult to terminate.

After identifying the origins of conflicts, we will focus on ways to address them. A conflict is a stalemate, an opposition between two or more people. These people, despite of a common goal, do not agree: this is called as inconsistency. This disagreement creates tension that can be presented through different emotions: anger, frustration, fear, sadness, disgust or resentment.

In more general terms, the conflict illustrated by aggression and violence represents it. We can distinguish three major forms of conflict: the conflict of objectives: the goals of people seem to be different, so they are incompatible; cognitive conflict: ideas or values of individuals are not compatible; the emotional conflict: people's feelings are incompatible; they do not support each other.

As mentioned earlier, the conflict can be illustrated in different ways, some non-verbal: anger ? it seems impossible to change the situation in which the person is facing; fear ? the person takes a step back to protect themselves. Fear can result in excessive attacks or, conversely, by excessive cuteness; sadness ? the person needs to be heard even comforted (persecutor or victim); joy ? the joy can prevent anyone from listening to each other, especially when talking about a potential change.

Some sources of conflict are not caused by a given situation but by factors either intrinsic or situational, such as:

Individual factors: the person also has specific needs that can lead to conflict if they are not respected ? the territory: the person who loses his bearings becomes easily aggressive; communication: the person needs to receive clear messages; self-esteem: a person needs to feel respected and recognized for his work; security: the person needs to protect himself, particularly against the changes; autonomy: the person must feel that they can choose not to feel trapped; rhythm: The person should not feel under constant pressure and tension; identity: the person wants to be perceived as unique. Here we find the need for recognition; comfort: close to the security, the person wants to avoid suffering; understanding: the person needs to integrate socially, by sharing their emotions and finding himself among other people.

Situational factors and organizational elements are all defined by the environment of the person. They do not fire themselves into the conflict but participate in a conflict situation.
Example: lack of motivation, poor work assignments, poor communication, and power struggles or lack of leadership. In addition, the company now promotes aggressive and enterprising individuals: however, this may lead to reactions sometimes too violent, too aggressive dynamism that night in the dialogue.

Factors related to people attitudes are of three types that are conducive to the conflict: the persecutor where the person is harsh and rigid. It requires a lot of others and asking for action is too difficult, or humiliating; savior: The person is placed in the position of savior in an inappropriate situation. From a lack of gratitude, this attitude leads to excessive and misplaced kindness; victim: A person tries to protect himself by claiming, in lamenting his fate.
The unfortunate victim is trying to attract caring, they are confused and fragile.
The provocative victim draws on their troubles and puts the blame on others to escape the conflict.

Tags: conflict management, different types of conflict, attitudes of people

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