...Course Title: Instructor’s Name: Conflict Identification and Resolution Conflict is a strong disagreement between people, groups that results in an angry argument. It can also be difference that prevents agreements. It leads into a dramatic action in form of a fight or war. Conflict occurs between people of all kinds of human relationships and in all social settings mostly because of the potential difference among people. There are varies sources of conflict: economic conflict, value conflict and power conflict. * Economic conflict it involves competing motives to attain scarce resources in a certain area. Both party wants to get the most that it can. The behavior and emotions of each party are directed towards maximizing it again. * Value conflict this involves incompatibility in ways of life, ideologies, principles and practices that peoples believes in. conflict like international often have a strong value component where each side asserts the rightness and superiority of it way of life and its political economic system. The cold war is one of the example of value conflict * Power conflict this occurs when each party wishes to maintain the amount of influence that it exerts in the relationship and social settings. In this there is a power struggle which ends in victory and defeat since it is impossible for them both party to win. It is impossible for one party to be stronger without the other one being weaker. Power conflict can occur between individuals, between...
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...“STUDYING THE ROLE OF AGE IN THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND CONFLICT RESOLUTION STYLES IN THE IT PROFESSION” A PROJECT REPORT SUBMITTED BY SHRUTI SIAG FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT OF THE AWARD OF THE DEGREE OF M.A. IN PSYCHOLOGY AT FERGUSSON COLLEGE PUNE - 411004 (2010-11) Declaration I, Ms Shruti Siag a student of M.A. from the Department of Psychology, Fergusson College, Pune University, declare that the following report of a project titled “STUDYING THE ROLE OF AGE IN THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND CONFLICT RESOLUTION STYLES IN THE IT PROFESSION” is an independent work done by me and submitted as the partial fulfilment of the requirement for the award of the degree of M.A. in Psychology under the University of Pune. Signature: Name: Shruti Siag D.E. Society’s Fergusson College, Pune Certificate This is to certify that Shruti Siag has successfully completed the project named “Studying the role of Age in the relationship of Emotional Intelligence and Conflict Resolution Styles in the IT profession” Towards the partial completion of M. A. (Psychology) Course of the University of Pune, in the academic year 2009-2010. Dr. Shobhana AbhayankarHead of the DepartmentDept. of PsychologyFergusson CollegePune-411004 | Prof. Anand. S. GodseProject In-chargeDept. of PsychologyFergusson CollegePune-411004 | ACKNOWLEDGEMENTS This...
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... Professor Management Studies Department Chittagong University, Chittagong. Submitted By: NUR-E-SHAFA Exam Roll: 2006/93 Class Roll: 4951 Management Studies Department Chittagong University, Chittagong. Conflict management- its nature, significance and impacts in BD firms Executive summary Whenever people talk of conflict or say that a conflict has developed, the usual impression is that there is something frightening. This notion prevails despite the fact that people know there is no organization which is altogether free from conflicts. Even non-profit and service organizations such as educational institutions and hospitals are not devoid of conflicts. Which is inevitably is recognized by an individual only when individual is faced with a conflict situation. In all other cases, one refers to it as bad and avoidable and regards it as a failure of parties in conflict. But productively engaging in conflict is always valuable. Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict, hoping it will go away or not wanting to make a “big deal...
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...Journal of Organizational Behavior J. Organiz. Behav. 30, 359–378 (2009) Published online 25 April 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.537 Team conflict management and team effectiveness: the effects of task interdependence and team identification ANIT SOMECH1*, HELENA SYNA DESIVILYA2 AND HELENA LIDOGOSTER1 1 2 University of Haifa, Haifa, Israel Emek Yezreel College, Emek Yezreel, Israel Summary The present study explores the dynamics of conflict management as a team phenomenon. The study examines how the input variable of task structure (task interdependence) is related to team conflict management style (cooperative versus competitive) and to team performance, and how team identity moderates these relationships. Seventy-seven intact work teams from high-technology companies participated in the study. Results revealed that at high levels of team identity, task interdependence was positively associated with the cooperative style of conflict management, which in turn fostered team performance. Although a negative association was found between competitive style and team performance, this style of team conflict management did not mediate between the interactive effect of task interdependence and team identity on team performance. Copyright # 2008 John Wiley & Sons, Ltd. Introduction In modern organizations, teams have become the method of choice for responding quickly to technological and market changes and thus improving the organization’s...
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...GROUP 1 THEORIES AND APPROACHES OF ORGANIZATIONAL DEVELOPMENT Classical Organizational Theory Four Principles: 1. Organization exists for economic reasons and to achieve productivity goal. 2. Scientific analysis will devise and orchestrate methods for production. 3. Specialization and strategic deployment of labor will maximize production. 4. Both employees and the organization act in accordance with rational economic principles. Bureaucracy Fundamentally the exercise of control on the basis of knowledge Division of Labor - each position has its own set of responsibilities Traditional Organizational Hierarchy - represents a top down organizational structure. Delegation of authority - work is distributed to a defined responsible participant. Span of Control- neutralizes workforce delegation in equal basis. Humanistic Organization Theory The theory of organizational humanism emphasizes the use of intrinsic motivation to grow personnel qualifications, thereby increasing the economic efficiency of an organization. This theory stresses the need to formulate management goals, which incorporate humanistic values. Open System Theory This theory drives a constant feedback cycle of lessons learned to drive continuous improvement efforts. - Open system is also known as constant volume system and flow system - A system which continuously interacts with its environment or surroundings. The interaction can take the form of information, energy, or material transfers...
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...An Overview of Sunbeams School Sunbeams was established in the early 70’s by Mrs. Niloufer Manzur with a group of children and her own. Since there has grown into one of the most prestigious educational institutions in Bangladesh through the dedication of the founder Mrs. Manzur, a group of committed teachers who stood by her in times of need and the support of the parents who placed their trust in the institution. Sunbeams was a feeder school initially but the school embarked on an expansion programme in 1994. The GCE Ordinary Level Courses were introduced in 1996 and our first cohort completed their “O” Levels in May 1998. The GCE A Level Course was started from August 2007. The School is currently housed on two sites. The Senior section in Uttara: Plot No. 6-12, Road No. 13/A, Sector. 10, Uttara, Dhaka-1230, Bangladesh. Tel: +8801727343088, E-mail: sunbeams.uttara@gmail.com and the Junior section in Dhanmondi: House No. 51A, Road No. 16 Dhanmondi, Dhaka-1205, Bangladesh. Tel: +88028116311, +88028124484 School Motto At Sunbeams, aim to inculate the following qualities in their students. 1. Knowledge, Skills and Learning 2. Leadership and Initiative 3. Faith and Patriotism 4. Integrity and Honesty 5. Humility and Tolerance 6. Confidence and Self Reliance 7. Commitment The seven beams of the sun in their logo represent these objectives. Vision and Mission of Sunbeams Sunbeams exist to provide the best possible teaching and learning experiences...
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...Introduction . The Chartered Institute of Personnel and Development (CIPD), which is a professional body for all those concerned with the management and development of people define HRM as the design, implementation and maintenance of strategies to manage people for optimum business performance including the development of policies and processes to support these strategies. (Management and Organisation behaviour). 1.1 Explain the factors to be considered when planning the recruitment of individuals to work in Health and Social Care: De Cenzo, D.A & Robins,S.P (2002), define recruitment as ‘’the process of discovering potential candidates for actual or anticipated organizational vacancies. Or from another viewpoint, it is a linking activity- bringing together those with jobs to fill and those seeking jobs’’. This means, recruitment is the process of searching for persons who possibly may be appropriate to fill vacancies and to persuade them to apply for the vacancies. There are so many factors to be measured to warrant that recruitment processes are valuable in attracting suitable candidates. Thus: The Employment Laws, The Job requirements, which are understood by carrying out a job/role analysis, the organization’s goals and strategies, to mention but a few. The Employment Laws: Health and Safety at Work Act(1974). In this area this act ensures the safety and welfare of all employees in any work activity by protecting other against risk to health and also the safety...
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...Youth at Risk Prevention Proposal – XYZ High School Anti-Bullying Program 20130228 Juvenile Justice Prevention Program Proposal Section 1. DESCRIBE THE TARGET GROUP The direct target group is the current freshman class at suburban middle class XYZ High School (XYZHS). Naturally, as the sophomore, junior, and senior classes matriculate through the school, they will be indirectly affected by the program and expected to hold true to the lessons and values taught in the anti-bullying curricula during their freshman year. The demographic for the direct and indirect target groups are as follows: • General Demographic o The population of residents ages 15 to 19 for the school district is 9,075 making up roughly 8.3 of the county population (Harnett County Schools, NC General Demographic Characteristics, n.d.). o Of the 108,885 residents, 71% are white, 23% are African American, 2% claim American Indian or Alaskan native as their race, 1.3% are Asian, 0.2% claim Pacific Islander, and 5.5% claim some other race (Harnett County Schools, NC General Demographic Characteristics, n.d.). o 9,171 residents or 8.4 of the county population are of Hispanic or Latino descent (Harnett County Schools, NC General Demographic Characteristics, n.d.). • Social Characteristics o Out of 39, 356 households, 1,130 are single fathers with kids under 18, and 3,918 are single mothers with kids under 18 (Harnett County Schools, NC Social Characteristics...
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...brought to you by ePublications@bond. It has been accepted for inclusion in ADR Bulletin by an authorized administrator of ePublications@bond. For more information, please contact Bond University's Repository Coordinator. Nordbo: Cultural impacts in international negotiation ADR Bulletin of Bond University DRC Cross-cultural dispute resolution dynamics Cultural impacts in international negotiation — negotiating with Norwegians Simen Moen Nordbo Introduction The global community and the interdependent relationships amongst its citizens is ever-growing, causing increased communication and trade across cultures. For Norway international organisations like the WTO (the World Trade Organisation), EU (European Union) and EFTA (the European Free Trade Organisation) and improvements in communication and transport contribute to constant cross-border developments. As an industrialised country Norway takes part in these forms of globalisation. International connections and relationships are established while negotiation is used as a dominant factor in the intercultural legal and business systems. Moreover negotiation as a dispute resolution option has been embraced by both Norway and the global community. Domestic and international negotiations share many similarities, but important differences are also present. One important aspect, and difference, relates to culture as negotiation style is to a great extent determined by culture. Clashing...
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...Health and Social Care Management Question 1 1.1 Factors to be considered when planning the recruitment of individuals to work in health and social care According to Foot & Hook (1999), for the recruitment of the two vacant posts there are some factors to be considered such as planning recruitment policy, overall aim of recruitment, organizational objectives, personnel policies of the organization, government policies, need for the organization and confirm the vacancy, legislation for the post selection, recruitment cost and financial implications etc. Now the factors are described below: Defining requirements is the most important factor for recruiting a candidate. Sometimes there are some opportunities to replace an employee for fulfilling the company needs. So it should be justified and checked first. Requirement for the particular post should be set out in role profile form and person specification. A role profile where competence, skills, educational and experience requirements need to be provided to assess a candidate in a easier way in interview. Moreover, technical competencies, behavioural and attitudinal requirements, qualifications, training, experience, specific demands, manual handling competency, special requirements etc are need to be considered while recruiting the vacant posts in health and social care sector. Armstrong (2006) states that internal recruitment may be considered firstly but if the organization becomes failure in this method they have to...
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...Class 7 Compensating Employees Fairly Three basic principles to make decisions concerning salary * Internal job consistency: compensation must reflect the of a job compared to other jobs wthin the organization, in terms of required qualifications, responsabilities, effort and working conditions * External salary competitiveness: salaries a company offers must be comparable to those offered by its competitors * Employee motivation and mobilization: compensation must be motivating in order to encourage performance and loyalty Manager’s Role: * To understand compensation principles * To possess adequate knowledge of the positions managed * To ensure equity, an important factor in compensation decisions Objectives of compensation * As a major HR tool, compensation aims: * To attract * To motivate * To retain employees Building a compensation Program Legal Context Canadian Charter of Rights and Freedoms Canadian Charter of Rights and Freedoms Pay Equity Act to correct salary differences caused by systemic discrimination Pay Equity Act to correct salary differences caused by systemic discrimination Labour standards act Labour standards act Labour standards act Labour standards act * Canadian Charter of Rights and Freedom Employee A<-> Equal salary for equal or equivalent work <-> employee B * Pay equity Act (for organizations with more...
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...INTRODUCTION Sprinkles is a cupcake business based in Singapore that provides the best quality cupcakes you will ever taste. The mission of the business is to let you bite into one of our moist, divine cupcakes with sumptuous frosting & delicious toppings, such that one would think of Sprinkles when they think of cupcakes. Sprinkles create memorable cupcakes for special events in life. The business will provide catering service for events such as wedding, baby showers, graduation, birthday parties and more. Customers are able to customise decorations on the cupcakes to make it truly unique. Sprinkles will be situated at central region of Singapore as there is a huge volume of human traffic flow. Besides purchasing from the store, customers are able to order cupcakes through our online website, www.sprinkles.com.sg 2. Planning Porter’s Five Competitive Forces: 1) Rivalry Among Existing Firms This refers to the number of competitors, rate of industry growth, price competition. The number of competitors available in the market would be fairly low. This is due to the fact that the cupcake business is a relatively new concept in Singapore. The rate of industry growth would affect the business positively, as the cupcake industry is growing rapidly and has lots of potential. New product introduction would be done monthly to attract current and new customers. This would be a good way to assess and create new cupcake flavours to cater to the market. The factors...
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...chapter first examines. Some basic assumptions relating to delinquent behaviour are presented, followed by a description of the various factors underlying or contributing to this phenomenon. Some regional variations are highlighted. Effective approaches and measures for preventing juvenile delinquency are detailed, with particular attention given to the development of educational, professional development and community programmes, improvements in family relations and parenting skills, and the value of restorative justice for both perpetrators and victims. The chapter concludes with a summary and recommendations for future action. Delinquent and criminal behaviour For many young people today, traditional patterns guiding the relationships and transitions between family, school and work are being challenged. Social relations that ensure a smooth process of socialization are collapsing; lifestyle trajectories are becoming more varied and less predictable. The restructuring of the labour market, the extension of the maturity gap (the period of dependence of young adults on the family) and, arguably, the more limited opportunities to become an independent adult are all changes influencing relationships with family and friends, educational opportunities and choices, labour market participation, leisure activities and lifestyles. It is not only developed countries that are facing this situation; in developing countries as well there are new pressures on young people undergoing the...
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...this chapter first examines. Some basic assumptions relating to delinquent behaviour are presented, followed by a description of the various factors underlying or contributing to this phenomenon. Some regional variations are highlighted. Effective approaches and measures for preventing juvenile delinquency are detailed, with particular attention given to the development of educational, professional development and community programmes, improvements in family relations and parenting skills, and the value of restorative justice for both perpetrators and victims. The chapter concludes with a summary and recommendations for future action. Delinquent and criminal behaviour For many young people today, traditional patterns guiding the relationships and transitions between family, school and work are being challenged. Social relations that ensure a smooth process of socialization are collapsing; lifestyle trajectories are becoming more varied and less predictable. The restructuring of the labour market, the extension of the maturity gap (the period of dependence of young adults on the family) and, arguably, the more limited opportunities to become an independent adult are all changes influencing relationships with family and friends, educational opportunities and choices, labour market participation, leisure activities and lifestyles. It is not only developed countries that are facing this situation; in developing countries as well there are new pressures on young people undergoing the...
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...BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix part one. basic psychological processes Introduction 3 1. The Evolution of Cognition and Biases in...
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