{"id":28081,"date":"2011-02-24T11:52:00","date_gmt":"2011-02-24T11:52:00","guid":{"rendered":""},"modified":"2020-09-25T09:49:19","modified_gmt":"2020-09-25T09:49:19","slug":"tipologia-conflictelor-2","status":"publish","type":"post","link":"https:\/\/rubyskynews.com\/index.php\/2011\/02\/24\/tipologia-conflictelor-2\/","title":{"rendered":"TIPOLOGIA CONFLICTELOR."},"content":{"rendered":"<div style=\"margin-top: 0px; margin-bottom: 0px;\" class=\"sharethis-inline-share-buttons\" ><\/div><div class=\"MsoNormal\" style=\"line-height: 150%; text-align: justify;\">\nIntentia  oricarui manager este ca institutia pe care o conduce sa functioneze  fara probleme, iar intre diferitele categorii de angajati sa domneasca o  stare de armonie, cu efecte benefice in atingerea obiectivelor, atat pe  termen scurt cat si pe tremen mediu sau lung. Este si motivul pentru  care aceasta perspectiva este utopica, fiindca nu putem uita ca orice  echipa este formata din oameni si fiecare suntem deosebiti.niciodata nu  vom putea ajunge la o identificare perfecta \u2013 si, de fapt, nici nu este  dezirabil acest fapt, deoarece, in fond, unitatea este data tocmai de  diversitate.<a href=\"https:\/\/www.blogger.com\/blogger.g?blogID=4202955034125599721\" name=\"more\"><\/a><\/div>\n<p><\/p>\n<div class=\"MsoNormal\" style=\"line-height: 150%; text-align: justify;\">\nDezamorsarea  starii conflictuale interpersonale revine, in mare masura, managerului,  care urmeaza sa actioneze printr-un management al conflictelor, in  maniera unor stiluri diferite. Aceste atitudini se concretizeaza in:  ocolirea conflictelor, care presupune capacitatea redusa de afirmare a  intereselor proprii si cooperare nesatisfacatoare cu partea \u201cadversa\u201d,  ceea ce se poate numi \u201cpolitica strutului\u201d sau evitarea conflictului  printr-o aparenta ignorare a acestuia. Este evident ca, in acest fel,  conflictul nu se dezamorseaza, chiar daca aparent, facandu-ne ca nu  vedem, stresul legat de existenta acestuia se reduce.<\/div>\n<p>\nstilul  indatoritor se situeaza la polul opus, cooperarea cu oponentul  facandu-se prin ignorarea propriilor interese, atitudine care poate crea  impresia de slabiciune. Cu toate acestea, se poate recurge la aceasta  maniera de reactie daca aspectul generator al conflictului este mai  important pentru oponent sau daca dorim sa construim cu cei din jur o  relatie bazata pe bunavointa, in limite acceptabile, desigur, pentru un  conducator de unitate; stilul competitiv presupune supralicitarea  propriului interes, in defavoarea interesului celuilalt, ceea ce ne  situeaza, in pozitia considerata, in termenii managementului  conflictelor, \u201ccastig\/pierdere\u201d. Acest stil acorda prioritate doar  obiectivelor, faptelor, procedurilor sau intereselor proprii. Este vorba  despre un manager autoritar, in general putin dispus sa-si asculte  colaboratoriii. Este de la sine inteles ca acest stil nu este de adoptat  intr-o unitate scolara, decat daca managerul este foarte sigur ca  faptele imputate sunt incontestabile; stilul concesiv, combina mai  fericit cooperarea cu interesul \u201cpropriu\u201d, fiind o solutie de compromis  intre cele doua. Este, in fond, \u201co cadere la intelegere\u201d, cu partea  adversa. Este evident ca aceasta modalitate de abordare a conflictului  compromisul va trebui, in general, sa fie apanajul subalternului care  oricum nu prea are ce oferi sefului. Este totusi o solutie de adoptat in  anumite situatii, fie atunci cand resursele umane sunt limitate (si  impuse aleatoriu), fie atunci cand orice incercare de solutionare a  esuat. In felul acesta se ajunge la un schimb reciproc \u201ctroc\u201d, care se  poate dovedi avantajos intr-o situatie anumita, desi nu anuleaza  posibilitatea reinoirii conflictului. Este de fapt situatia  \u201cpierdere\/pierdere\u201d, deoarece fiecare trebuie sa \u201clase de la el\u201d, pentru  dezamorsarea conflictului. Stilul colaborativ se bazeaza pe situatia  \u201ccastig\/castig\u201d, presupune existenta in final a unui acord a partilor  implicate ale caror interese au fost astfel satisfacute. Se presupune  astfel ca nimeni nu trebuie sa piarda ceva. Este un stil de abordare a  conflictului (minor) lipsit de intensitate, care presupune ca fiecare  parte are de oferit ceva celeilalte. Este un fel de punere in practica a  \u201crezolvarii de probleme\u201d<\/p>\n<div style=\"margin-top: 0px; margin-bottom: 0px;\" class=\"sharethis-inline-share-buttons\" ><\/div>","protected":false},"excerpt":{"rendered":"<p>Intentia oricarui manager este ca institutia pe care o conduce sa functioneze fara probleme, iar intre diferitele categorii de angajati sa domneasca o stare de armonie, cu efecte benefice in atingerea obiectivelor, atat pe termen scurt cat si pe tremen mediu sau lung. Este si motivul pentru care aceasta perspectiva este utopica, fiindca nu putem [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[],"aioseo_notices":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v21.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>TIPOLOGIA CONFLICTELOR. - Jobs\/ Internships\/ Scholarships\/<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/rubyskynews.com\/index.php\/2011\/02\/24\/tipologia-conflictelor-2\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"TIPOLOGIA CONFLICTELOR. - Jobs\/ Internships\/ Scholarships\/\" \/>\n<meta property=\"og:description\" content=\"Intentia oricarui manager este ca institutia pe care o conduce sa functioneze fara probleme, iar intre diferitele categorii de angajati sa domneasca o stare de armonie, cu efecte benefice in atingerea obiectivelor, atat pe termen scurt cat si pe tremen mediu sau lung. 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