Conflict In Organisations

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performance, most commentators argue that a degree of conflict is both inevitable and healthy, if channelled productively. Five strategies for conflict resolution are discussed: collaboration; competition; accommodation; avoidance and compromise. It is argued that a collaborative and participative approach is the most likely means of securing co-operation, and that a manager needs to be able to deploy a variety of approaches to conflict resolution, depending on the circumstances.

Note how the writer has analysed this question by looking at his side headings. These reflect the title closely: a) Organisational change, b) Sources of conflict during organisational change. c) The need to confront tensions and conflict, d) Management startegies for dealing with conflict

Abstract initially reads too much like an introduction. The abstract should simply state what the essay sets our to do, what it covers, and its conclusions

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Note use of footnote. Sometimes useful but this ...

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are essential to change but that it is these differences which can generate disputes. As Deutsch (in Vayrynen, 1991) points out, conflict is likely if there is a perceived incompatibility or if the participants perceive that there is utility in conflict, that is, something to be gained or less to lose than by remaining passive. However, many writers, including Handy (1993), Mullins (1996) and Edelmann (1993), argue that a certain amount of conflict is both inevitable and healthy, provided it is directed positively. The danger is that conflict can become personal and negative, and undermine individual and organisational performance. Striking a balance between the two is easier said than ...

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