By George Strauss (auth.), Gerard B. J. Bomers, Richard B. Peterson (eds.)
This quantity features a choice of the main outstanding contributions introduced on the examine convention "Industrial family and clash administration: alternative ways of handling Conflict," which used to be hosted by means of the Nether lands institution of industrial in July 1980. Held at Nijenrode fort, the confer ence introduced jointly a world accumulating of thirty-five of the main unique students in those fields to offer study papers and to en gage in round-table discussions. one of many vital goals of the convention was once to discover cross-links and ameliorations among the components of clash administration and business relatives in a world context. The ebook opens with a bankruptcy by means of George Strauss, who presents an in troduction to and an total view of the subject material lined. The chap ters that stick to partially I take care of differing clash stipulations and defini tions and their implications for handling clash. The manifestations of clash and assorted modes of clash administration are the topic of the chapters partly II. partly III, 3 empirical experiences of clash are dis stubborn. half IV is worried with comparative business kinfolk, whereas price concerns and clash are the point of interest of half V. ultimately, within the Epilogue the player suggestions in regards to the convention is reviewed.
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Additional resources for Conflict Management and Industrial Relations
The analogies were easily drawn as to the causes of discontent, the methods by which protest was mobilized, "management's" reaction to protest, and even the battle tactics used by the parties. Attempts to manage the conflict through collective bargaining techniques proved less successful, however, even though IR scholars occupied a large share of the key academic positions and so presumably were in a position to implement their theories on campus. Why? Among the possibilities are the following: (1) Union objectives were much more concrete than those of students and even minorities; (2) unions quickly developed a bureaucracy of their own and were accorded a special position under law; students and minority groups developed few permanent roots; leadership turnover was high, especially among students; (3) unions dealt with a monolithic management; university "management" was highly fragmented; black protest was in part directly against the community as a whole;9 (4) students and minorities made some of their best gains through winning adherents on the "other side" while individual managers showed much more loyalty to their cause; (5) black and student leadership was partially co-opted by being placed on boards and committees; the industrial equivalent-European-style workers' participation-had little support.
THE CONFLICT CAROUSEL 43 Parties are an element of conflict by definition. In all four settings parties are people who have some existing or potential relationship that involves goals, needs, or resources. S. industrial, social, and international research, however, the types of parties range from independent individuals and small groups in much of the organizational literature to organized large groups, classes, or interest groups as well as nations. Second, all conflicts involve discord, the characteristic that makes a relationship a conflict.
Proceedings of the Thirty-third Meeting of the Industrial Relations Research Association. Madison, Wisc. Britt, D. , and O. Galle. 1974. " American Sociological Review 39:642-51. Chalmers, W. E. 1974. Racial Negotiations: Potentials and Limitations. Ann Arbor: Institute of Labor and Industrial Relations, University of MichiganWayne State. Chamberlain, N. , and J. W. Kuhn. 1965. Collective Bargaining, 2nd ed. New York: McGraw-Hill. Clegg, H. 1976. Trade Unionism under Collective Bargaining: A Theory Based on Comparison of Six Countries.
Conflict Management and Industrial Relations by George Strauss (auth.), Gerard B. J. Bomers, Richard B. Peterson (eds.)