REŠEVANJE KONFLIKTOV V IZBRANEM PODJETJU

• Main Author: Godar, Manja
• Other Authors: Uršič, Duško
• Format: Bachelor Thesis
• Language: Slovenian
• Published: [M. Godar] 2016
• Subjects: Konflikt; vzroki konfliktov; organizacija; obvladovanje konfliktov; resevanje konfliktov.; conflict; causes of conflict; organization; conflict management; conflict solving.; info:eu-repo/classification/udc/005.3; sami
• Online Access: https://dk.um.si/IzpisGradiva.php?id=59011; https://dk.um.si/Dokument.php?id=95485&dn=; http://www.cobiss.si/scripts/cobiss?command=DISPLAY&base=cobib&rid=12432924&fmt=11

Konflikt v širšem pomenu besede pomeni vsako srečanje neusklajenih dejavnikov, soočenje neusklajenosti ali neharmonije. Je stanje, ko sistem zaradi te neusklajenosti na takšen ali drugačen način ne deluje optimalno. Hkrati je tudi stanje, ki sili v odzivanje in zahteva spremembe. Konflikt lahko predstavlja nevarnost, hkrati pa je priloţnost za razvoj posameznikov, odnosov z drugimi in skupnostmi. Od udeleţencev konflikta pa je odvisno, ali ga uporabijo za ustvarjanje ali uničenje. Marsikdaj ljudje sami pripomoremo k nastanku konfliktov tudi s svojim vedenjem. Ljudje se med seboj razlikujemo. Zaposleni so torej med seboj različni, te razlike med njimi pa so lahko le eden izmed vzrokov za nastanek konflikta. Vzrokov za konflikt v podjetju je veliko. Hitro se lahko nekaj zaplete, pride do nasprotij in nesoglasij. To se pogosto dogaja, ko ţelimo, da so skupine in zaposleni ustvarjalni. Veliko vlogo pri tem ima organizacija podjetja s svojo kulturo, s svojimi navadami, odnosi, ki bi naj vladali med zaposlenimi, in hierarhična lestvica. Organizacijska kultura ima velik vpliv na zaposlene, še posebej, ko jo usvojijo in delujejo v skladu z njo. Kultura podjetja je zmes napisanih pravil, vrednot, ki pomagajo ljudem prepoznati podjetje, zaposlenim pa dajejo navodila, kako se naj v podjetju vedejo in delajo. Če se zaposleni nikakor ne more identificirati s kulturo svojega podjetja, lahko hitro pride do konfliktnih situacij. Koliko so konflikti nujni za delovanje podjetja, pove dejstvo, da brez konfliktov ni sprememb. Zaradi njih uvidimo, da je treba nakaj spremeniti, ker trenutno stanje ne ustreza nikomur izmed vpletenih. Rečemo lahko, da je konflikt pravzaprav neke vrste začetek, povzročitelj novih spoznanj in da z njim odpravimo stagnacijo. Podjetju prinašajo spremembe in spodbujajo nove ideje. Laţje jih je reševati, dokler so še na začetku, kajti v nasprotnem primeru se lahko hitro razrastejo. Imajo pozitiven in negativen vpliv na poslovanje podjetja, vendar jih lahko s pravočasnim razreševanjem obrnemo v korist podjetja. Konflikti so torej podjetju potrebni, saj njihova prisotnost kaţe na moţnost boljšega poslovanja. Ugotovili smo, da uspešno ravnanje s konflikti nedvomno zahteva določeno znanje in priprave udeleţenih v konfliktu. Ko v organizaciji nastane konflikt, ga morajo vsi vpleteni čim prej rešiti, za kar pa so potrebna znanja in priprave na področju, na katerega se konflikt nanaša. Nerazreševanje konfliktov ima lahko pogubne posledice za organizacijo, zato morajo vpleteni poznati vzroke in vrste nastalih konfliktov, pa tudi različne moţnosti njihovega reševanja. Nepoznavanje tega vodi v nezmoţnost reševanja konfliktov ali v slabo reševanje, kar za organizacijo pomeni izgubo časa in denarja. Spoznali smo, da je tudi načinov reševanja nastalih konfliktov v podjetju veliko in nepoznavanje teh ne more voditi v pozitivne rešitve. Konflikti se morajo pričeti reševati v začetku, torej pri zaznavanju konflikta, in končati z uporabo ustreznega načina za njihovo rešitev. V praksi se konflikti pogosto rešujejo na hitro, brez ustreznih podlag in tudi načini reševanja so pogosto sporni. V podjetju naj bi se ustvarjalo okolje, kjer bi prevladovala optimalna raven konflikta, saj ta pozitivno vpliva na raven uspešnosti in učinkovitosti. Značilnosti, ki se pojavijo v organizaciji, ko je v njej prisoten zdrav zmeren konflikt, so hitre in kreativne prilagoditve spremembam okolja, inovacije ter spremembe pri delu, pozitivni premiki proti ciljem in učinkovito iskanje rešitev za nastale probleme. In the broad sense of the word, conflict denotes any instance of uncoordinated factors, mismatch or disharmony. It is a state in which the system – due to this mismatch – cannot function optimally in one way or another. At the same time, it is also a state which forces a person to respond and demands changes. Conflict can represent danger but it is also an opportunity for personal development and the harmonization of relationships with individuals and communities. It all comes down to the participants in the conflict, whether they will use the conflict for creation or destruction. On many an occasion, people contribute to the creation of conflicts with our behavior. We differ from one another. Each employee is different and these differences represent one of the many reasons that lead to a conflict. However, the reasons for conflict in a company are frequently numerous. A complication may arise easily, leading to contradictions and disagreements. This is especially the case whenever we wish for the employees and teams to be creative. The organization of the company can play a major role in determining the desirable culture, customs, relationships and hierarchy. The culture of organization has a major effect on the employees, especially when they achieve it and act in accordance with it. A company’s culture is a mixture of unwritten rules and values which help people recognize the company and govern the rules of behavior and work which apply to the employees. If an employee cannot identify with the culture of their company, a conflict situation is bound to arise. The fact that changes cannot come without conflict speaks volumes about how important conflicts are for the functioning of a company. They force us to see something has to be changed because the current state of affairs fails to please anyone involved in the company. We could say that conflict is some sort of a beginning, a trigger for new realizations that will help us eliminate stagnation. Conflicts bring changes to a company and encourage new ideas. They are easier to solve when still fresh, otherwise they tend to grow rather quickly. They have both a positive aswell as a negative impact on the company but can be turned in favor of the company if dealt with in time. Conflicts are, therefore, a necessity of any company because their presence indicates the possibility of better commerce. We have found that successful conflict management undoubtedly demands certain knowledge and preparations on the side of those involved in the conflict. When a conflict arises within an organization, those involved must solve it as quickly as possible. This calls for knowledge and preparations in the area affected by the conflict. Not solving conflicts can have devastating effects on the organization, which is why those involved must know the causes and types of these conflicts. They must also be familiar with different possibilities of solving them. Failing to do so will result in the inability to solve the conflict or bad conflict management, which will lead to the loss of time and money in the organization. We have learned that there are many ways to solve conflicts within a company and that not being familiar with them cannot lead to a positive solution. Conflicts must be dealt with the moment they arise, i.e. when they are spotted. They must be solved by means appropriate for their elimination. In practice, conflicts are often dealt with hastily and without any appropriate basis. Also, the manner of conflict management is often controversial. A company should encourage the establishment of an environment governed by an optimal level of conflicts because it contributes immensely to the overall success and efficiency. Quick and creative adaptions to the changes of the environment, innovation in the field of work, positive shifts towards the company objectives and efficient problem solving are just some of the characteristics typical of a company in times of conflict.