| Conflict is a common and inevitable phenomenon in human society. It is often seen in an enterprise, which is perceived as a social cell. There are conflicts among enterprises, departments, groups and individuals. The cognition of conflict is developed gradually. The traditional view is that conflict is detrimental, so we must prevent it. The human relation view thinks we should accept it. Now the interactionist view finds the favorable facet of conflict, and we can use conflict effectively and stimulate constructive conflict. Combining the studies of Guetzkow and Gyr, Jehn brought forward the definitions of affective conflict and cognitive conflict, which were examined by many scholars. Generally, the effectiveness of a team showed with cognitive conflict is greater than that of a team showed with affective conflict. Based on two dimensions: concern for self and for others, the styles of handling interpersonal conflict is classified to dominating, compromising, integrating, obliging and avoiding. An effective conflict management strategy should minimize affective conflicts at various levels, attain and maintain a moderate amount of substantive conflict, select and use appropriate conflict management strategies. Through diagnosis and intervention in organizational conflict, organizational learning and effectiveness will be increased. Today competition is more and more heavy, and the systematic research to job stress become important gradually. Job stress has been a key conception in academic researches and management practices. Proper stress can spur individual devotion to job. But it will affect his health and performance if he senses too much mental stress. Although there are a lot of researches in job stress and conflict management, many are descriptive studies of employee, workgroup or project team, and they lack of empirical studies. Existing studies simply focus on job stress or conflict management, and there are a few about top... |
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