企业冲突管理亟需培训企业培训!(Enterprise conflict management needs training of enterprise training!).doc
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1、企业冲突管理亟需培训企业培训!(Enterprise conflict management needs training of enterprise training!)In Chinese habitual thinking, harmony is the ultimate pursuit of perfection, the conflict is great scourges - people often conflict with each other, the internal split arguments, each one sticks to his own viewpoin
2、t together, even conflict as enterprise management failure or signs of imminent collapse. So the managers try to eliminate conflicts, emphasis on harmony, advocated a middle course, stability, harmony. In fact, in order to achieve the harmonious ideal, it is the only way to face the conflict, unders
3、tand the conflict and manage the conflict. For enterprises, moderate conflict can make enterprises full of vitality.When many leaders clash with each other, an invisible flow of competition flows around. Therefore, the size of leadership determines the size of competition. However, the reality is no
4、t be ignored, in this increasingly competitive enterprises at all levels of leaders have excellent leadership, will directly affect the development of enterprises, the companys growth and personal future. Any company, enterprise leaders are always facing conflict problems, and between customers, and
5、 subordinate departments, and the level of departments and superiors, including leaders themselves, there are still conflicts. However, the problem of excessive conflict will bring serious harm to the company, the problem of conflict is small, and it can not motivate companies to constantly improve
6、themselves.The famous business expert Tan Xiaofang teachers (official website ) believes that with the overall development of society and the enterprise survival environment gradually improved, many enterprise scale increases gradually, in order to pursue the maximization of enterprise value and max
7、imize the ability of employees, cooperation and communication within and outside the enterprise gradually increased, but the number of enterprises in the development of at the same time, they found all kinds of conflicts within and outside the enterprise more, such as leaders and middle-level manage
8、rs, the conflict between middle managers and middle managers, the conflict between middle managers and employees, the conflict between the departments and staff conflicts between departments, the conflict between the internal and external enterprise, Chinese and Western culture the conflict, the con
9、flict is a problem plagued many leaders, many enterprises consider:How to manage conflict?How to establish internal and external communication mechanism?How to make the conflict do not affect the efficiency and normal operation of the enterprise?How to use effective communication to deal with confli
10、cts inside and outside an enterprise?There is a Zen story about a person who finds a disturbing bump on the carpet. She tries to comb the lines of the carpet, but the bumps appear again after they have been combed. In a great depression, she lifted the carpet up and, surprisingly, the carpet slid ou
11、t of an angry snake. Reading the story in the context of the organization, we can see that it contains a metaphor: when dealing with disturbing factors (such as conflict), we just deal with the image. Although we try to eliminate or cover up the problem, the snake hidden under the carpet (the main c
12、ause of the conflict) still inevitably continues to create hazards. Unless we pull out the snake and deal with it, it will frustrate our efforts to improve the efficiency of the organization!Like the carpet and raised the struggle of women, too many management scholars in the workplace with a mechan
13、ical view of life, they pay more attention to the surface (raised carpet) instead of deep structure. Similarly, business practitioners and scholars of the collective unconscious, often problems are attributed to a myth: the only important problem is what we see and know but famous business expert Ta
14、n Xiaofang teachers (scheduled team conflict management training, please contact) that the conflict in the organization, sometimes not so.Recently, Tam organized several enterprise team training, and after the training, the students asked a question - how to solve team conflict? To facilitate studen
15、t review of conflict management courses, I summarize a small section of lecture notes on techniques for solving team conflict management! In China habitual thinking, people tend to conflict with each other, the internal split arguments, each one sticks to his own viewpoint together, even conflict as
16、 enterprise management failure or signs of imminent collapse. So the managers try to eliminate conflicts, emphasis on harmony, advocated a middle course, stability, harmony. Especially in a seemingly united leadership, the team must have at least one to two dare to express different views, see the h
17、armony is not the real unity.Generally speaking, the conflict between team members, the conflict between the team and the team often will have a huge impact on the development of enterprises, many enterprises are due to solve this conflict leads to disadvantage, fight the enemy separately, the last
18、part company each going his own way. So, is team conflict necessarily harmful? Dialectical view,Surely not, then, first of all, we should find out where the advantages of the conflict lie.The famous management expert Tan Xiaofang teacher also said that in the middle of the team, team members due to
19、differences between experience and personality, inevitably lead to divergence of interests or viewpoints, such differences may lead to conflict. Differences lead to differences, and differences lead to conflicts. Generally speaking, the development of conflict should go through five stages. They are
20、 the latent stage, the cognitive stage, the sensory stage, the processing stage and the conclusion stage.1, latent stageThe latent stage is the embryonic stage of the conflict, at this time the conflict is also a minor contradiction, and the existence of the conflict has not yet awakened. At this st
21、age, the hotbed of conflict has existed, and as the environment changes, the latent conflict may disappear or be intensified.2, by the cognitive stageAt this stage, there has been a sense of conflict, but at this time the importance of the conflict has not been realized, and the conflict has not don
22、e practical harm to the employees. If the measures are taken in time, the conflict that may erupt in the future will be eased.3, felt stageAt this stage, the conflict has caused emotional impact. You may be angry with unfair treatment or you may be confused by the choices you need. Different individ
23、uals feel different about the conflict, which is related to the personality, values and other factors of the individual.4, processing stageThere is a variety of ways to deal with conflicts. Such as avoidance, compromise, cooperation and so on. Different ways of dealing with different conflicts, even
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