MANAGEMENT KONFLIKTOV V PODJETJU - Petric, Rok (R. Petric, 2012)
Vsak dan slišimo, beremo in se pogovarjamo o konfliktih med državami, političnimi strankami, družinskimi člani, udeleženci v prometu. Konflikti so prisotni v našem vsakdanjem življenju. Nobena izjema niso konflikti na delovnem mestu v organizaciji. Pogosto te konflikte dojemamo kot nujnost, s katerim se moramo sprijazniti. V organizacijski literaturi beremo o konfliktih kot stalnem pojavu, o njihovih lastnostih, vzrokih, vrstah, posledicah, njihovem premagovanju ali celo spodbujanju, o ravnanju z njimi. Naučili smo se, da konflikti ne prinašajo le negativnih posledic, temveč da so lahko koristni za razvoj podjetja in razvoj zaposlenih v njem. V diplomskem seminarju smo se usmerili le v ožji del preučevanja konfliktov: v samo nastajanje in potek organizacijskih konfliktov v organizacijskih procesih. V prispevku smo se omejili na konflikte med posamezniki, ki izvirajo iz razmerij med njimi kot člani organizacij. Vse ugotovitve smo smiselno razširili tudi na konflikte med skupinami in konflikte v skupini. V diplomskem seminarju smo najprej prikazali razumevanje konflikta. Poudarili smo nujnost konflikta v vsakem organizacijskem razmerju v podjetju in opredelili tisto vrsto konfliktov, ki je predmet obravnave. Nastajanje in potek konfliktov smo prikazali v neformalnih in formalnih organizacijskih procesih. Prikazali smo usklajevanje ali koordinacijo kot proces, ki vpliva na potek konflikta in vlogo managementa pri reševanju oziroma upravljanju s konflikti. V praktičnem delu diplomskega seminarja smo prikazali in dokazali obstoj konfliktov v izbranem podjetju. Vodstvo v izbranem podjetju se po rezultatih anketnega vprašalnika, ki smo ga pripravili sicer aktivno ukvarja s upravljanjem konfliktnih situacij, a prostora za izboljšave je mnogo. S teoretičnimi predlogi kako izboljšati upravljanje s konflikti smo del rešitev za izbrano problematiko predlagali tudi sami. In many cases, conflict in the workplace just seems to be a fact of life. We've all seen situations where different people with different goals and needs have come into conflict. And we've all seen the often-intense personal animosity that can result. The fact that conflict exists, however, is not necessarily a bad thing: As long as it is resolved effectively, it can lead to personal and professional growth. In many cases, effective conflict resolution can make the difference between positive and negative outcomes. The good news is that by resolving conflict successfully, you can solve many of the problems that it has brought to the surface, as well as getting benefits for company that you might not at first expect. However, if conflict is not handled effectively, the results can be damaging. Conflicting goals can quickly turn into personal dislike. Teamwork breaks down. Talent is wasted as people disengage from their work. And it's easy to end up in a vicious downward spiral of negativity and recrimination. The discussion needed to resolve conflict expands people's awareness of the situation, giving them an insight into how they can achieve their own goals without undermining those of other people. To calm these situations down, it helps to take a positive approach to conflict resolution, where discussion is courteous and non-confrontational, and the focus is on issues rather than on individuals. If this is done, then, as long as people listen carefully and explore facts, issues and possible solutions properly, conflict can often be resolved effectively. And that is the point of managing conflicts.