Management of the conflicts and stresses is one of the most important functions of the competent head. A large number of people who differ in temperament and character gathers in each organization, and can react to the same events differently. Because of a difference in perception usually there are conflicts and disagreements. Only the skilled manager is capable to resolve such situations correctly.
Management and three types of the interpersonal conflicts
Three types of the conflicts allocate proceeding from what was the reason of collision of interests. Depending on this characteristic the psychology of management of the conflicts differs: in each case the approach is necessary.
- The conflict of the purposes – people differently see the desirable future.
- The conflict of thoughts and the ideas (as a rule, decides long enough and difficult).
- The sensual conflict – distinction of an emotional component of communication (for example, one employee irritates another with a behavior manner).
The first type of the conflicts is solved simply, and there is a lot of solutions. The second type gives in to correction more difficult, and the third – is quite often unsolvable. Ways of management of the conflicts and stresses are the power, force, belief, conducting a game, cooperation, attraction of the third force, avoiding the conflict and some other options.
Methods of management of the conflicts and stresses
As a rule, the organization of management of the conflicts and stresses is under construction on such strategy of behavior as fight, avoiding interaction, cooperation, smoothing and a solution or search of a compromise. But I exist also structural methods of management:
- use by the head of the situation (order, order, directive, etc.);
- cultivation of participants of the conflict on resources, the purposes, means and so forth;
- creation of reserve in work of interdependent departments;
- introduction of the integration mechanism for conflicting parties (the general curator, etc.);
- merge of different divisions and statement before them the general task.
Management of the organizational conflicts and stresses – difficult and labor-intensive process which can nonplus the inexperienced head. At the same time the conflicts which are under control of the management, consider functional, and those which got out of hand – dysfunctional. The managing director surely has to hold a situation in the hand not to allow large-scale consequences for all enterprise.