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STRUCTURE of SYSTEM of REMUNERATIONS. Remunerations can be as a method of management of a conflict situation, having impact on behavior of people to avoid dysfunctional consequences. People who make the contribution to achievement of the all-organizational complex purposes, help other groups of the organization and try to approach a solution in a complex, to be rewarded by gratitude, an award, recognition or promotion. It is not less important that the system of remunerations did not encourage behavior of individuals or groups.

INTERPERSONAL CONFLICT. This type of the conflict, perhaps, the most widespread. In the organizations it is shown differently. Most often it is fight of heads for limited resources, the capital or labor, a usage time of the equipment or approval of the project. Each of them considers that as resources are limited, he has to convince the higher administration to allocate these resources to it, but not other head. Or we will present that two artists work on the same advertizing, but have the different points of view concerning a way of its giving. Everyone tries to convince the director to accept his point of view. Only thinner and long, the conflict between two candidates for increase with one vacancy can be similar.

DISTINCTIONS FOR. Possibility of the conflict increases as the organizations become more specialized and break on a. It occurs because specialized divisions the purposes and can pay bigger attention to their achievement, than is more whole than all organization. For example, the sales department can insist on production of as much as possible various production and its versions because it increases their competitiveness and increases sales volumes. However, it is easier to execute the purposes of division expressed in categories of expense efficiency if the product range is less various. Similarly, the department of supply can want to buy large volumes of raw materials and materials to reduce average prime cost of a unit of production. On the other hand, the department can want to use the money taken a commodity stocks and to invest them to increase total income by the invested capital.

DYSFUNCTIONAL CONSEQUENCES of the CONFLICT. If not to find an way of management of the conflict, two can be formed following * functional consequences, i.e. conditions which disturb achievement of the objectives.

FUNCTIONAL CONSEQUENCES of the CONFLICT. There are seven consequences of the conflict. One of them is that the problem can be solved by such way which we accept for all parties, and as a result people will feel more participation in the solution of this problem. It, in turn, minimizes or absolutely eliminates difficulties in implementation of decisions — hostility, injustice and forcedness to arrive against will. Other functional consequence consists that the parties will be more located to cooperation, but not to antagonism in future situations, perhaps, fraught with the conflict.

All conflicts have some reasons. Are the main reasons for the conflict limitation of resources which it is necessary to divide, interdependence of tasks, distinctions for, distinctions in representations values, distinctions in a behavior manner, in education level, and also bad communications.

The interpersonal conflict can be also shown and as collision of the. People sometimes are simply not able to get on with various traits of character, views and values with each other. As a rule, views and the purposes of such people differ in a root.

As we already spoke, heads should not consider as the reason of conflict situations simple distinction in characters. Of course, this distinction can be the cause of conflict in some concrete case, but it — only one of which can cause the conflict. The head has to begin with the analysis of the reasons, and then use the corresponding technique. It is possible to reduce possibility of the conflict, applying techniques of a resolution of conflict.

DISTINCTIONS IN the MANNER of BEHAVIOUR AND LIFE EXPERIENCE. These distinctions can also increase possibility of the conflict. To you people who constantly show aggression and hostility and which are ready to challenge each word, of course, met. And here such obstinate persons create round themselves the atmosphere fraught with the conflict. Researches show that people with traits of character which do them extremely authoritative, dogmatic, indifferent to such concept as self-esteem, enter the conflict rather. Other researches showed that distinctions in life experience, values, an, an experience, age and social characteristics reduce degree of a and cooperation between representatives of various divisions.