M. Afzalur Rahim – författare

Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness.

This book is a vigorous analysis of the rational application of conflict theory in organizations for organizational behavior students, as well as practitioners looking to practice constructive conflict management in their work. This fifth edition has been thoroughly updated to reflect the latest research in the field and explains the effect that research has on practice, with an expanded range of practical examples and cases.

It covers emergent topics such as:

This text is a valuable resource for students, instructors, and researchers in human resource management and organizational behavior, and a practical handbook for practitioners that manage (or manage upward) their colleagues.

Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness.

This book is a vigorous analysis of the rational application of conflict theory in organizations for organizational behavior students, as well as practitioners looking to practice constructive conflict management in their work. This fifth edition has been thoroughly updated to reflect the latest research in the field and explains the effect that research has on practice, with an expanded range of practical examples and cases.

It covers emergent topics such as:

This text is a valuable resource for students, instructors, and researchers in human resource management and organizational behavior, and a practical handbook for practitioners that manage (or manage upward) their colleagues.

This volume is focused on the social intelligence (SI) of leaders. SI is generally defined as the ability to be aware of relevant social situational contexts; to deal with the contexts or challenges effectively; to understand others'' concerns, feelings, and emotional states; and to interact appropriately in social situations and build and maintain positive relationships with others.

Beginning with a cross-cultural study of the social intelligence of leaders in the United States, the United Kingdom, Scotland, Hong Kong, and Thailand, the work moves on to discuss the influence of SI on creative performance. The findings of the study show that leaders'' SI was positively associated with their creative performance in each of the five countries. Other contributions cover topics relating to SI such as social connection and executive compassion.

In addition, the volume also features five book reviews, a list of books received, and a detailed case study, titled "Program Management for Global Software Development: A Case Study of the Windows Embedded Automotive Team" by Paul Gratton. The work will be of use to those studying business, management, and economics.

This volume is focused on the social intelligence (SI) of leaders. SI is generally defined as the ability to be aware of relevant social situational contexts; to deal with the contexts or challenges effectively; to understand others'' concerns, feelings, and emotional states; and to interact appropriately in social situations and build and maintain positive relationships with others.

Beginning with a cross-cultural study of the social intelligence of leaders in the United States, the United Kingdom, Scotland, Hong Kong, and Thailand, the work moves on to discuss the influence of SI on creative performance. The findings of the study show that leaders'' SI was positively associated with their creative performance in each of the five countries. Other contributions cover topics relating to SI such as social connection and executive compassion.

In addition, the volume also features five book reviews, a list of books received, and a detailed case study, titled "Program Management for Global Software Development: A Case Study of the Windows Embedded Automotive Team" by Paul Gratton. The work will be of use to those studying business, management, and economics.

This annual series presents research on the theory and practice of management. Its goal is to be truly comparative--in terms of the broad scope of management perspectives, in the broad-ranging locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions.Part I, "Organization Theory, Change, and Effectiveness," presents a model of organizational congruency, discusses managing interdependence to enhance organizational effectiveness, outlines a theoretical framework that clarifies the means by which IT can affect organizations'' economic activities, and suggests how organization development approach can help find more satisfying equilibria of forces and stakeholders in today''s organizational cultures. Part II, "Behavior and Attitudes in Organizations," considers values and leadership roles, discusses the role played by trust in interfirm collaboration, and explores the relationship between organizational climate and ethical decisions. Part III, "International and Cross-cultural Management," looks at various issues of management including power bases of supervisors and subordinates'' conflict management strategies and commitment, organizational commitment of the U.S. and Korean workers; superior-subordinate communication in a multicultural workforce in Macao, and cynicism toward change in the public sector in Australia. Part IV, "Human Resource Management," deals with consequences of removing performance appraisal and merit pay; the entrepreneurial role to bring disconnected parties together for economic, social and/or political benefits; and relationships of downsizing to career perceptions and psychological contract. Part V, "Inference and Data in Management Research," urges greater use of strong inference and discusses the strength of data and the interaction between data and inference in a procedure called strong inference.

This annual series presents research on the theory and practice of management. Its goal is to be truly comparative--in terms of the broad scope of management perspectives, in the broad-ranging locations of its research as well as its application, and in its comparisons of findings, methodologies, and operational definitions.Part I, "Organization Theory, Change, and Effectiveness," presents a model of organizational congruency, discusses managing interdependence to enhance organizational effectiveness, outlines a theoretical framework that clarifies the means by which IT can affect organizations'' economic activities, and suggests how organization development approach can help find more satisfying equilibria of forces and stakeholders in today''s organizational cultures. Part II, "Behavior and Attitudes in Organizations," considers values and leadership roles, discusses the role played by trust in interfirm collaboration, and explores the relationship between organizational climate and ethical decisions. Part III, "International and Cross-cultural Management," looks at various issues of management including power bases of supervisors and subordinates'' conflict management strategies and commitment, organizational commitment of the U.S. and Korean workers; superior-subordinate communication in a multicultural workforce in Macao, and cynicism toward change in the public sector in Australia. Part IV, "Human Resource Management," deals with consequences of removing performance appraisal and merit pay; the entrepreneurial role to bring disconnected parties together for economic, social and/or political benefits; and relationships of downsizing to career perceptions and psychological contract. Part V, "Inference and Data in Management Research," urges greater use of strong inference and discusses the strength of data and the interaction between data and inference in a procedure called strong inference.