KAKO IZBOLJŠATI MANAGEMENT KONFLIKTOV V PODJETJU

• Main Author: Avramović, Vesna
• Other Authors: Potočan, Vojko
• Format: Bachelor Thesis
• Language: Slovenian
• Published: [V. Avramović] 2016
• Subjects: konflikt; reševanje konfliktov; vzroki za konflikte; nasprotja med interesi; načini za reševanje konfliktov; komunikacija; odprtost vodstva za pogovore o konfliktih; management konfliktov; posledice konfliktov.; conflict; conflict solving; reasons of conflicts; conflicts of interests; ways to resolve conflicts; communication; open-minded management; conflict management; the consequences of conflicts.; info:eu-repo/classification/udc/005.3; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=58500; https://dk.um.si/Dokument.php?id=95118&dn=; http://www.cobiss.si/scripts/cobiss?command=DISPLAY&base=cobib&rid=12370204&fmt=11

Konflikt v širšem pomenu besede pomeni vsako srečanje neusklajenih dejavnikov, soočenje neusklajenosti ali ne harmonije. Je stanje, ko sistem zaradi te neusklajenosti na tak ali drugačen način ne deluje optimalno. Hkrati je tudi stanje, ki sili v odzivanje in terja spremembe. Konflikt lahko predstavlja nevarnost, hkrati pa je priložnost za razvoj posameznikov, odnosov z drugimi in skupnosti. Za reševanje konflikta, je potrebno najprej, najti njegov izvor oziroma pot, kako od poslovanja do konfliktov, sploh pride. Vzroki za konflikte so različni. Lahko so osebni, organizacijski (zaradi kompleksnosti dela), lahko se pojavijo zaradi različnih interesov med zaposlenimi ali med zaposlenimi in vodstvom, ali pa nasprotij med vodstvom in zaposlenimi. Veliko je takšnih situacij, ki konflikte lahko vzpodbudijo, na praktičnem primeru pa smo dokazali, da so v največji meri, vzroki za konflikte ravno nasprotja med interesi zaposlenih in vodstva. Zaposleni imajo pogosto občutek manj vrednosti, konflikta pa vodstveni ravni, velikokrat niti ne izpostavijo, saj menijo, da je to nesmiselno dejanje, ki ne vodi v nobeno izboljšanje in stvari ostajajo enake. Management bi se moral reorganizirati in v prvi vrsti tvoriti enakovredno delovno skupino, kjer so vsi zaposleni, ne glede na hierarhično lestvico, pomemben del podjetja, ki lahko le v harmoniji, strmi k optimizaciji planov podjetja. Bodisi, da vzroke za konflikte v podjetju že poznamo ali pa jih moramo šele poiskati, pa konflikti obstajajo, zato je potrebno poiskati tudi načine za lažje reševanje konfliktov. Teh načinov je več, lahko je to pogovor o problemu, odprtost vodstva za pogovor, vključevanje zaposlenih v skupino kot pomemben del ekipe, vzdrževanje redu in discipline, izničevanje ovir med posameznimi oddelki v podjetju, itd. Na praktičnem primeru smo ugotovili, da je med zaposlenimi najpogostejši način reševanja konfliktov, pogovor o problemu, torej dobra komunikacija. Zaposleni sami in sprotno rešujejo konflikte, vodstvo je nemalo krat izključeno. Vodstvo bi moralo biti bolj odprto in sprejemljivo za pogovore o konfliktih. Zaposleni bi tako imeli občutek vrednosti in pomembnosti deliti problem konfliktov tudi z vodstvom podjetja. Posledično bi to vodilo tudi v boljše počutje vseh zaposlenih na delovnem mestu in kadar se nekje dobro počutimo, je tudi naša odzivnost, doslednost in vnema bolj optimalna. Zavedati pa se je potrebno tudi to, da so posledice nerešenih konfliktov, ki se samo potiskajo na stran, ali pa nezanimanje vodstva in neustreznega managementa konfliktov, lahko vzrok za kopičenje dodatnih konfliktov ali še slabše, nadaljnjih problemov, ki nastanejo posredno. Conflict meaning in a broader sense, means every meeting of uncoordinated factors, mismatching or disharmony. It is the situation, when the system does not operate optimally. In the same way, the situation is forcing the involved ones, to react and it demands changes. Conflict may pose a threat but also it can be an opportunity for a personal growth either for individuals or whole organization community as well. To solve the conflict, first we need to find the source of the problem and to find out, at what stage of a business, conflicts are actually appearing. Reasons for conflicts are various. It can be personal reason, organizational reason (the complexity of the work). It can appear because of the different interests between employees, between employees and management, or because of the contradictions between management and employees. Many possible situations can stimulate conflicts. In our practical part of a case study, we have proved that mainly, contradictions between management and employee are the reasons for conflicts. Employees are constantly feeling inferiority. In many times they rather do not even speak about the conflicts with their managers, because it seems to be pointless. There need to be done some changes as reorganization of management and forming equal working group. Employees need to be treat as important section of a company because good relations at work are basic for optimizing the plans of a company. Either we do know the reasons of conflicts, or we still need to find them, conflicts are existing. From that reason, we need to look for a ways of solving the conflicts. We can solve them in many ways, such as talk about the problem, management openness to talk, employee involvement as important section of company, the maintenance of order and discipline, nullify hindrance between individual departments, etc. In our practical part of a case study, we found out that between employees, talking to each other is basic way of solving the conflicts. Employees are solving them ongoing and by them self, while management is usually excluded at the same time. Management need to be more opened for a talk about conflicts. Like this, employees would have more sense of value and importance of sharing the conflict problems with management. Consequently, that would lead to a well-being of employees. Because, when we are feeling well at some place, we are much more productive, responsive and consistent. We should be aware the consequences of unsolved conflicts. Disinterest of management and inappropriate conflict management too. That can lead to the accumulation of conflicts or even further problem.