Managing conflicts

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  • Chapter 17 - Managing organisations through change and conflict. In this chapter, students will be able to understand: Managing change, managing resistance to change, managing conflict, relationship between conflict & change.

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  • Breakthrough Business Negotiation is a definitive guide to negotiating in any business situation. This smart and practical book by Michael Watkins, a leading expert in negotiation at Harvard Business School, presents principles that apply to any negotiation situation and tools to achieve breakthrough results. Step by step, Breakthrough Business Negotiation demonstrates how to diagnose a situation, build coalitions, manage internal decision making, persuade others, organize a deal cycle, and create strategic alliances. Watkins also explains how to prevent disputes from poisoning deals....

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  • Tham khảo sách 'environmental health sciences decision making risk management, evidence, and ethics', y tế - sức khoẻ, y học thường thức phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Chapter 13 - Managing conflict and negotiating. After reading the material in this chapter, you should be able to: Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict; define personality conflicts, and explain how they should be managed; discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict;...

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  • Chapter 11 - Managing conflict and negotiating. After reading the material in this chapter, you should be able to: Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict; define personality conflicts, and explain how they should be managed; discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict;...

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  • Learning objectives of this chapter include: Discuss how teams can contribute to an organization’s effectiveness, describe different types of teams, summarize how groups become teams, explain why groups sometimes fail, describe how to build an effective team, list methods for managing a team’s relationships with other teams, identify ways to manage conflict,...

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  • This step-by-step guide is a companion to the popular Listen to Me, Listen to You: A practical guide to self-awareness, communication skills and conflict management (Revised edition, Penguin Books, 2007). The guide is designed for use by anyone working in communication skills and personal development training.Resource material is grouped under major headings: Orientation, Self-esteem, Self-awareness and self-knowledge, Effective listening, Self-assertion, Managing conflict collaboratively, Reflection and closure....

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  • Conflict can be good for a business When it isn’t good, the conflict must be resolved Different methods exist to resolve conflict No one method is best for any conflict, A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect .

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  • Assertiveness is one of the most important skills you can learn today. It can be used in almost any situation at work as well as in your home and social life. Assertiveness changes the way you communicate, changes the way you deal with conflict, and changes your own relationship with yourself. It is the gateway to confidence, respect, and self-esteem. As you will learn in this book, assertiveness is something you are born with and naturally good at. Only the intervention of others with your best interests at heart rob you of assertiveness and teach you unsatisfactory substitutes, such as...

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  • Although there are many how-to books on negotiating, they provide little useful guidance on how to conduct complex realworld negotiations. Advice on conducting two-party negotiations about a modest number of issues isn’t hard to come by, but few negotiations are that simple. While dealing with the other side, negotiators typically also have to manage difficult internal negotiations, work to prevent disputes from escalating, and build supportive coalitions.

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  • How you negotiate in the day to day determines how much you make, what perks you get, and how easy it is to get projects approved and satisfy disgruntled customers. In short it determines the ease with which you get agreement from other people and deal with conflict. Yet recent research has shown that two and a half times as many women as men fee

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  • Other titles in the Briefcase Books series include: Customer Relationship Management by Kristin Anderson and Carol Kerr Communicating Effectively by Lani Arredondo Performance Management by Robert Bacal Recognizing and Rewarding Employees by R. Brayton Bowen Six Sigma for Managers by Greg Brue Motivating Employees by Anne Bruce and James S. Pepitone Leadership Skills for Managers by Marlene Caroselli Effective Coaching by Marshall J. Cook Conflict Resolution by Daniel Dana Project Management by Gary R. Heerkens Managing Teams by Lawrence Holpp Hiring Great People by Kevin C.

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  • This book is written for those who wish to enhance their understanding of and competencies with constructively managing conflict. Our interest in developing this resource came at the request of government and community practitioners with whom we worked on various projects, ranging from pedagogy in the classroom to strategic planning and consensus-building in the community. This wide range of demand underscores the limited scope of research on effective dispute resolution and the infancy of conflict management as an area of practice.

    pdf288p hyperion75 15-01-2013 31 13   Download

  • Successful managers can effectively manage conflict. This ability is considered a core competency and is required of managers who want to grow and advance. Unfortunately, it is also one of the most difficult skills a manager can develop. The objective of this white paper is to illustrate team conflict symptoms and causes; to determine how to address team conflict using specific tools, skills, and processes; and to improve the ability of managers to build teams that can deal effectively with both healthy and unhealthy conflict....

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  • To have great sales effectiveness, you have to have a great sales team. Within all teams, whether they are NBA players, the neighborhood little league or the company softball team, there is always opportunity for conflict. The same goes for sales teams. And for independent, results-driven sales people, keeping the team in mind may not be their number one priority. So it’s important that sales leaders know how to effectively manage team conflict.

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  • The purpose of organizing is to establish lines of authority. A line of appropriate authority creates order within the company. This is necessary in order to prevent chaos where everybody is trying to do everything at once. To create synergism, departments and individuals need to work together in a coordinated effort resulting in higher efficiency. In effect, three people working together can do more work than ten people working separately. Another benefit of organizing the business is more efficient communication and reduced conflict by ensuring that authority and responsibility...

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  • This book, now in its third edition, began almost 25 years ago when Weed Ecology: Implications for Vegetation Management was published in 1984. That text concentrated on the need for farmers, foresters, rangeland managers, and the researchers who advised them to understand better the biology of weeds and the role people play in creating and maintaining weeds in agriculture and other production systems. We were assisted in that first effort by the writings of many early scientists, such as J. L. Harper, H. G. Baker, and E. J.

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  • Managing Your Career in the Sports Industry guides readers through the steps necessary to achieve and sustain a dream career, from assessing your interests and skills, setting goals, planning career actions, and searching for a job to interviewing, entering the field, networking, and thriving in the workplace.

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  • Some disagreement at work is a good thing. However, while conflicts about work issues may be healthy, conflicts about personality and work styles are not.

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  • Translate the benefits teams provide into competitive advantages in the market. Manage the different types of teams – self-managed, parallel, project, and virtual. Track the stages of team development that occur over the life of a project and help the team perform effectively. Recognize the key roles that team members must play to ensure high performance. Develop skills to detect and control team performance problems. Manage team conflict through negotiation.

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