Based On Individual And Team Perspective Of Conflict And Emotional

While the concept of harmony social been proposed, experience economy, a new economy been coming, and team, an organization structure been more and more popular, conflict management and emotion management are imminent for managers. Studying on the relationship of conflicts and emotion is very important. But after summarizing the resembling papers, we can find that there are few papers comprehensive studying about it. Thus this exploratory positive study from individual and team view can fill this study vacancy.Referring to the used scales, the study acquires data by questionnaire and experiment method. We acquire 317 questionnaires through convenience sampling and 120 experiment data. Then the present study uses SPSS13.0 and SAS7.2 to analyze data. The statistic methods to test hypotheses include correlate analysis and ANOVA. Most of the hypotheses have been supported by the statistic results.The findings from individual view indicate that, (1) conflicts are inevitable in Chinese organizations. Gender, age, or kind of organizations doesn't influence staffs' perception of conflict frequency. But education, size of organizations, kind of position, and tenure influence their perception. (2) Both task conflicts and relationship conflicts appear in Chinese organizations. It is difficult for staffs to distinguish them. (3) Different kind of conflicts leads to different emotions of staffs. Task conflicts and relationship conflicts lead to negative emotion, otherwise task conflicts lead to positive emotion, instead of relationship conflicts. Self efficacy and organization values instead of gender influence the proceeding. (4) Cooperative conflict management is in vogue in Chinese organizations. Gender, age, education, kind of organizations and positions, size of organizations, and tenure don't influence staffs' selection. There are different selections with different emotions. In addition, findings indicate that staffs with higher EI prone to cooperative conflict management.The findings from team view indicate that, (1) size of teams, openness and mutuality of goals influence conflicts in organizations. Team size is positive related to task conflicts and relationship conflicts. Greater openness leads to more task conflicts and less relationship conflicts. Higher level of mutuality leads to less task conflicts and relationship conflicts. (2) Different kind of conflicts in teams results in different team emotion. Higher proportional task conflict composition leads to better team emotion, but higher proportional relationship conflict composition leads to worse one. (3) Openness and mutuality of goals influence the selection of conflict management instruments. Higher openness and mutuality of goals lead to cooperative conflict management. The same selection results from better team emotion. (4) Team emotion is positive related with team effectiveness. Better team emotion leads to higher team effectiveness.The present study lays a foundation for systematic study of conflict and emotion in the future. The findings guide managers to form new attitudes toward conflicts. Managers should let everyone in the organization understand that conflicts are inevitable and we will make benefits of cooperative conflict management. With the exception of this, managers should pay attention to staffs' emotion and team emotion. They should try to improve staffs' EI through HRD, so that they can raise the team effectiveness.