The Study On The Inner-enterprise Conflict Management

As indiscerptible phenomena with human being, conflict always attracts the investigator's attention. But the research focusing on organizational conflict especially inner-enterprise conflict started rather late, foreign research on this subject widely started in the 1960's, the research on the subject in our country started in 1980's. The enterprises in China face all kinds of impacts and tests in the social transformational period. Because the inner-enterprise conflict is becoming more complex and severe, it is very necessary to research on this subject, the age of conflict management of inner-enterprise is coming.The article can be divided into four parts. Firstly, research on the status in quo. It is the basis for the spreading of the research to comprehend the status of the inner-enterprise conflict, so the author discovered that inner-enterprise conflict is a common and inevitable phenomenon in China and the conflict need management. Secondly, research on the conflict cause. Generally speaking, the research on the organizational behavior begins with the cause; the issue found of the root is the basis of the management. The author designed the reason of conflict scale and open question, the main reason of the inner-enterprise conflict is gained by means analysis and Pearson s correlation analysis. Thirdly, the employee s conflict managing strategy is researched. Conflict has a lot of types, but the individual reaction mode of conflict is the most complex and common. The management of specific conflict should make reference to the research of the individual reaction mode of conflict. This thesis adopted the Rahim Organizational Conflict Inventory- II and made factor analysis and One-Way ANOVA analysis, the main conflict managing strategies were found. Fourthly, the relationship between conflict and organization performance is researched. A supervisor in enterprise should manage conflict generally. The thesis found the relationship between the employee satisfaction, as an index of organization performance, and conflict by demonstration research. The conclusion is the basis of the management of conflict.By using some different research ways such as literary research, questionnaire survey, comparative method and difference analysis, the thesis carried on the detailed study and arguments on the status, cause, and so on in the Chinese enterprise. The conclusions show as follows: (1)The understanding of conflict and conflict management in Chinese enterprise has improved than before. The ratio of employee realizing that the conflict has two-sided effects and should be managed has risen notably than before. That is to say, the time that the enterprise should adopt the conflict management mechanism has come. Besides, the concepts of conflict management in Chinese enterprise members have been influenced by the Chinese traditional value, at the same time, in the background of reform and open, the concepts of conflict management in Chinese enterprise members have the mark of blending of west and east culture. The results of questionnaire survey supported the conclusions.(2) By the means analysis of the conflict cause scale and open question, benefit factor is still the main reason of conflict. The disagreement of goals and viewpoint is the less important reason. When dealing with the benefit allocating of the members in enterprises, the manager should prepare for the kinds of conflict and take effective measures.(3) By the difference analysis of conflict cause, it is found that "intrapersonal conflict" factor is mostly affected by all difference factors so as to become significant difference. "Education" is the difference factor which is most easily cause significant difference.(4) By demonstration analysis, it is demonstrated that five conflict management strategies such as integrating, obliging, compromising, avoiding and dominating are really exist in Chinese enterprise now. Integrating and obliging strategies are the two most adoptable strategies, which means the hypothesis is tested that person under collective culture is more inclined to adopt integrating strategy.(5) By the difference analysis of conflict management strategy, it is found that integrating and compromising strategies are the two most affected by the difference factors so as to become significant difference. The manager should adopt different management according to different type of employees and lead them to use strategy which is active and helpful to the enterprise.(6) The zero-sum conflict in enterprise was analyzed by using bargaining model, and the result showed than the employee who could endure the conflict would be apt to gain from the conflict. So in order to manage the conflict effectively, the distribution rules and system are needed.(7)The thesis found that the conflict had an inverted U-shape relationship with employee satisfaction by demonstration research. Now the research on the relationship between them is few. The management of conflict is divided into three stages: conflict-inspiring period, moderate conflict period, conflict-controlling period. This indicates that the moderate conflict exists in Chinese enterprise. From the analysis above, we can see that it is very necessary for the erterprise to manage conflict.(8) The thesis found that most of the investigated enterprise had higher conflict level and were in conflict-controlling period by using the inverted U-shape curve in demonstration research .This indicates again that it is very necessary for the enterprise to manage conflict.Because the inner-enterprise conflict was different in the development of enterprise, the management of conflict had special focus accordingly. Although the conflict level was lower in the early period of the enterprise, the conflict should not be inspired. The conflict should be reduced by taking measures in the change period of enterprise and culture conflict management was the main task in the merge conformity period.