Interpersonal conflict typically involves a relationship that has a sequence of conditions and events tending toward aggressive behavior and disorder. However, conflict can also be viewed in terms of its background conditions, the feelings of the involved parties, their actual behavior, and the consequences of their behavior.
Conflict is an organizational reality that is inherently neither good nor bad in and of itself. It can be destructive, but it can also play a productive role both within a person and between persons. Whereas most managers seek to reduce conflict because of its negative effect, some seek to use it for its positive effects on creativity, and motivation.
There is no "one best way" for managing interpersonal conflict, either as an involved adversary or as a third party. Rather, there are a number of strategies involving the external conditions, differing views, internal feelings, and outcomes. In addition, the relationships of th
A. sometimes managers can take advantage of conflicts
B. the third party in the conflict should always be fair
C. in conflict, you can always tell which party is right and which is wrong
D. the manager must settle all kinds of conflicts as quickly as he can
Passage 5
If Sustainable competitive advantage depends on work force skills, American firms have a problem. Human management is not traditionally seen as a central to the competitive survival of the firm in the United States. Skill Acquisition is considered as individual responsibility. Labor is simply another force of production to be hired/rented at the lowest possible cost, which is a must as one buys raw material or equipment.
The lack of importance attached to human resource management can be seen in the corporate pecking order. In an American firm the chief financial officer is almost always second in command. The post of head of human resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer. By way of contrast, in Japan the head of human resource management is central-usually the secon
A. American firms' human resource management strategies affect their competitive capacity.
B. Human resource management is a key factor in a firm's survival.
C. The cost of work training in America is higher than that in Japan and Germany.
D. American firms are different from Japanese and German firms in human resource management.
我来回答: