Annotated Bibliography

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Table of Contents

Article 1 CONFLICT MANAGEMENT IN TEAMS CAUSES & CURES.............................2

Article 2 ORGANIZATIONAL CONFLICT............................................................................2

Article 3 Managing conflict in the modern workplace..............................................................3

Article 4 Organizational Communication and Conflict Management Systems.........................3

References..................................................................................................................................5

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Article 1 CONFLICT MANAGEMENT IN TEAMS CAUSES & CURES

Singh, A. K., & Antony, D. (2022) CONFLICT MANAGEMENT IN TEAMS.

https://www.delhibusinessreview.org/v_7n2/v7n2a.pdf

This article is highlighting the major issue to tackle with the Conflicts among the team for
realizing that the concentration is not only on the conflict but is the management of the
conflict also significant. Poorly handled conflict consequences are the reason that resulted in
a decline in team energy, healthy relationships disruption, and job accomplishment
prevention. Team conflict has certain causes including unresolved this agreement personality
clashes, miscommunication, perceived faith breach, acquired values differences, underlying
tension and stress ego problems and so on (Singh & Antony, 2022). Various curing measures
for conflict resolution are enhanced skills of communication, relinquishing, team counselling,
collaborating, accommodating, responding, listening, understanding, and so on.

This article also concentrates on guidelines to avoid or resolve the conflicts of tea which
include control over emotional outbursts, improves self-esteem, reaches consensus via
collaboration, being honest regarding concerns, getting the ego of people out of the style of
management and so on. valuable suggestions have been given for conflict resolution that as
training being given on the dynamics to perform the work together, gain alignment around
the processes of the teams, developing the process of conflict resolution, keeping
disagreement from escalation into conflicts, developing a connection with the members that
seem as difficult to manage and so on. Core processes are being pervaded by the conflicts and
if such conflicts are not addressed then conflict serves as an achievement of the team
development.

Article 2 ORGANIZATIONAL CONFLICT

Samantara, R., & Sharma, N. (2016). Organisational conflict literature: A

Review. Parikalpana: KIIT Journal of Management, 12(2), 158-179. https://ksom.ac.in/wp-
content/uploads/2016/11/Rabinarayan-Samantara-Nidhi-Sharma-158-179.pdf

This article is conceptualizing conflict management as an interactive procedure that is being

manifested in disagreement, dissonance, and incompatibility in compatibility in or among the
social entity such as groups, individuals, organizations, and so on. Conflict dynamics are

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portrayed as a dual connection that is intended for the occurrence in the cycle. In other terms,
it indicates that a conflict connection among social units and individual units can be easily
analyzed as a conflict episode sequence. Every episode of conflict is considered as partially
shaped through the previous episode's consequences and aftermath have been left which is
affecting the succeeding episode course (Samantara & Sharma, 2016).

This article is focusing on the stages that are perceived conflict and felt conflict such as in the
manner of tension, stress, hostility, and anxiety, manifesting conflict as a conflictful
behaviour that ranges from overt aggression to passive resistance, as well as Conflict
aftermath. Several factors have become the reason by which conflict situations are triggered
at the workplace. Mutual dependency on tasks, scarce resources competition, identity
concerns, organizational differentiation, reward rewards and criteria of performances,
communication barriers, personality attributes, ambiguities, prestige heretical differences,
knowledge and power, autonomy drive, role satisfaction, and tension release need are the
various underlying conflict sources and various determinants.

Article 3 Managing conflict in the modern workplace

CIPD (2022). Available at: https://www.cipd.co.uk/Images/managing-conflict-in-the-

workplace-2_tcm18-70655.pdf (Accessed: November 4, 2022).

This article discusses major challenges being confronted by professionals as in what manner
they are providing guidance to the organization to tackle conflicts in the workplace. It is seen
as encouraging that willingness is being shown by employees for speaking of when they are
feeling any unfair treatment being given to them at the workplace however the response from
the organization is not given as expected then the confidence of the people can be on a
temporary basis. Organizations require much concentration for the creation of genuine
inclusive cultures that are nipping and recognizing the conflicts and giving response rapidly
as well as sensitively to the Queries and complaints and making sure that managers and other
employees are not the problems but they are part of the solution (CIPD, 2022). This article is
focusing on key insights Such as developing inclusive cultures on the basis of prevention,
shift from procedure to solution and making sure that support is given to managers.

Employers are required to strive for developing cultures in which harassment is commonly
known as unacceptable. The implementation of new policies that will be helpful in dealing
with diversity equality harassment and bullying has become significant however it will

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influence when these will be visible and also implemented in life. This article also draws
attention to harassment and bullying like serious problems at the workplace as well as Unfair
treatment have a devastating impact on organizations and individuals. a constant reliance has
been revealed on formal procedures and processes for dealing with conflicts at the workplace
and proof of a reality-perception gap.

Article 4 Organizational Communication and Conflict Management Systems

Lee, I. S., & Kim, C. H. (2017). Conflict management style, communication competence, and
collaboration among hospital nurses and physicians. The Korean Journal of Rehabilitation
Nursing, 20(1), 69-78. https://sciendo.com/pdf/10.1515/nor-2017-0125

This article is giving a short view of structured organisational conflict management from the
communicative perspective and for suggesting improvement directions. specifically, the
conflict management system model still murder is being examined from the new social
complexity theoretical perspective that is augmented with organizational communications
interpretive view at the macro level. The conflict has become human consciousness' part of
every life expect. Individuals cannot be able to avoid conflicts. The increment in the
conflicted complexity has become diverse and open. Conflict can be considered as desirable
and inevitable for working in the company being in a conflict. For taking benefit of joint
tasks then it is important that conflict management should be considered (Lee & Kim, 2017).
Unsurprisingly, conflict management is now being received as increased attention from
policymakers and top managers in non-profit organizations and major corporations.
Orientations have been changed by the organization towards managing conflicts. Particularly,
the organization has become now more inclusive in adopting strategic and proactive
approaches to organizational conflict management.

This article is drawing attention to organizational conflict management models that are
distributive and integrative negotiation models that are working on label negotiations and also
formal approaches are being examined for managing the conflict. The mediation competency
model is the second model which is referred to as third-party conflict interventions. The dual
concern model is the 3rd model that is concentrating on individual and informal level
organizational conflict management. Two dimensions that have been suggested that will be
suitable to manage the conflicts that disagreement associated with substantive agreements
and issues associated with affective issues.

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References

CIPD (2022). Available at: https://www.cipd.co.uk/Images/managing-conflict-in-the-

workplace-2_tcm18-70655.pdf (Accessed: November 4, 2022).

Lee, I. S., & Kim, C. H. (2017). Conflict management style, communication competence, and
collaboration among hospital nurses and physicians. The Korean Journal of
Rehabilitation Nursing, 20(1), 69-78. https://sciendo.com/pdf/10.1515/nor-2017-
0125

Samantara, R., & Sharma, N. (2016). Organisational conflict literature: A

Review. Parikalpana: KIIT Journal of Management, 12(2), 158-179.
https://ksom.ac.in/wp-content/uploads/2016/11/Rabinarayan-Samantara-Nidhi-
Sharma-158-179.pdf

Singh, A. K., & Antony, D. (2022) CONFLICT MANAGEMENT IN TEAMS.

https://www.delhibusinessreview.org/v_7n2/v7n2a.pdf