De Gruyter Handbook of Organizational Conflict Management

The De Gruyter Handbook of Organizational Conflict Management offers insightful contributions covering a myriad of conflict management topics ranging from fundamental issues, such as emotional intelligence and cultural differences, to cutting-edge themes such as political conflicts and mindfulness training. Renowned conflict management scholars and leading practitioners have contributed chapters to this handbook based on their research and their practical experience in the field of confl ict management. Many of the authors have influenced the topic of conflict management as it has become both a fi eld of academic study in universities and a necessary leadership skill.

The handbook is organized in four sections. The first section covers interpersonal conflict management and focuses on perceptions, conflict styles, emotional intelligence, psychological safety, and change. The second section includes ethnic and cultural issues in organizational conflict management, such as microaggressions, ethnicity and religion, and political conflicts. The third section offers methods for managing organizational conflicts, including mediation, negotiation, ombudspersons, and conflict coaching. This section also offers guidance on developing an organizational conflict management system and discusses HR's role in managing conflicts. The fourth section introduces chapters on special topics in conflict management, such as workplace bullying, gender issues, birth order personality, human connections, and forgiveness.

This handbook is an essential reference for scholars and practitioners. It offers organizational leaders insights into the causes and solutions to organizational conflict management. In addition, it is an excellent textbook for undergraduate and graduate courses in organizational conflict management.

Auteur

Dr. LaVena Wilkin is the Director of the Ph.D. and Graduate Management programs at Sullivan University, Kentucky, USA. Before joining Sullivan University in 2013, she spent twenty six years in the construction industry, and three of those years she co-owned a commercial masonry sub-contracting company. After selling the construction company in 2001, she came to work full-time at Sullivan serving as the Associate Director of the Evening and Weekend Division. She was also the Dean of the College of Business for Sullivan University for three years and the Dean of Conflict Management programs for five years. Dr. Wilkin has facilitated workshops on conflict styles, workplace bullying, forgiveness, emotional intelligence, organizational conflict, conflict and change, employee engagement, dealing with difficult people, and the P.E.A.C.E. (c) Model of Conflict Management. She is also co-editor of a bookentitled Organizational Conflicts: Challenges and Solutions. She contributed a chapter in the book, The Mediation Handbook: Theory, Research and Practice. Her co-edited book, From Discord to Harmony: Making Your Workplace Hum, was published in March 2020. Finally, she is the Editor for the Journal of Conflict Management, a scholarly journal that publishes research in many of the multidisciplinary areas of managing conflicts.

Dr. Yashwant Pathak completed his education M.S., Ph.D. in Pharmaceutical Technology from India and EMBA and MS Conflict Management from Sullivan University, Kentucky, USA. He is Associate Dean for Faculty Affairs at the newly launched College of Pharmacy, University of South Florida, Tampa, Florida. With extensive experience in academia and industry, he has over 150 publications including research papers, abstracts, chapters and reviews, 7 books on Nanotechnology and drug delivery systems, 6 books on Nutraceuticals and several books in cultural studies. His areas of research include drug delivery systems, nanotechnology applications in pharmacy and Nutraceuticals. He has travelled extensively over 80 countries and is actively involved with many Pharmacy colleges in different countries.

Texte du rabat

The De Gruyter Handbook of Organizational Conflict Management offers insightful contributions covering a myriad of conflict management topics ranging from fundamental issues, such as emotional intelligence and cultural differences, to cutting-edge themes such as political conflicts and mindfulness training. Renowned conflict management scholars and leading practitioners have contributed chapters to this handbook based on their research and their practical experience in the field of confl ict management. Many of the authors have influenced the topic of conflict management as it has become both a fi eld of academic study in universities and a necessary leadership skill.

The handbook is organized in four sections. The first section covers interpersonal conflict management and focuses on perceptions, conflict styles, emotional intelligence, psychological safety, and change. The second section includes ethnic and cultural issues in organizational conflict management, such as microaggressions, ethnicity and religion, and political conflicts. The third section offers methods for managing organizational conflicts, including mediation, negotiation, ombudspersons, and conflict coaching. This section also offers guidance on developing an organizational conflict management system and discusses HR's role in managing conflicts. The fourth section introduces chapters on special topics in conflict management, such as workplace bullying, gender issues, birth order personality, human connections, and forgiveness.

This handbook is an essential reference for scholars and practitioners. It offers organizational leaders insights into the causes and solutions to organizational conflict management. In addition, it is an excellent textbook for undergraduate and graduate courses in organizational conflict management.

Contenu

Section 1 Interpersonal Conflict Management

1. Understanding Perspectives and Viewpoints in Organizational conflict management (OCM)
2. Communication and OCM
3. Emotional Intelligence and OCM
4. Conflict Styles in OCM

5. Mindfulness and Self-Awareness OCM

   Section 2 Organizational Conflict Management

6. Employee Engagement and OCM
7. Working with Different Generations and OCM
8. Change and Conflict in OCM
9. Collaborative Practices in OCM

10. Designing Conflict Management Systems in OCM

    Section 3 Intercultural, International, and Ethnic Conflict Management

11. Intergroup Conflict in OCM
12. Stereotypes and Bias in OCM
13. Eastern and indigenous perspectives in OCM
14. Ethno religious conflicts in OCM

15. Political conflicts in OCM

    Section 4 Methods for Managing Organizational Conflicts

16. Negotiation in OCM
17. Mediation in OCM
18. Facilitation in OCM
19. Role of Organizational Ombudspersons and OCM

20. Coaching in OCM

    Section 5 Special Topics

21. Workplace Bullying in OCM
22. Forgiveness in OCM
23. The Importance of Soft Skills in Managing Conflicts
24. Women's issues in OCM
25. LGBTQ issues in OCM