Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.
Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be. Managers who can see both sides of a conflict can resolve it, but that means assessing the differences between themselves and their direct reports and finding out how those differences impact the conflict. With that knowledge they can make a plan to use before, during, and after a conflict resolution session that clarifies performance expectations and provides ongoing feedback for support and development.
As individuals, we can be creative and ambitious in our personal lives and in our professional lives. But individual efforts can’t always match the energy and productivity of a group. Cultures, societies, clubs, schools, and militaries arose out of our need to band together for mutual support. Organizations were created to deal more effectively with the environment—both the natural world and the world of work. But there is a trade-off when we move from individual contributions to group efforts: the relationships necessary for working together can spawn conflict. In organizations, tensions between individuals need to be defused, or focused in order to find productive solutions to problems. This is especially critical when conflict arises between people at different levels in the organization, such as when you are having a conflict with your boss. These tensions aren’t easy to handle. Conflict can generate discomfort, anger, and ineffective behavior. Feelings such as fear and resentment can rise to the surface. Organizational issues such as unclear lines of authority, power, politics, and ineffective support systems also come into play. Although these internal and external factors create a rich and complicated landscape for conflict to flourish, a conflict with your boss doesn’t necessarily spell the end of your career with an organization. There are steps you can take to gain perspective on conflict and to manage the conflict so that it focuses your energy and your boss’s energy on the needs of the organization, moving both of you toward a more productive working relationship.
The OECD Guidelines for Managing Conflict of Interest in the Public Service provide the first international benchmark in this field. This report highlights trends, approaches and models across OECD countries in a comparative overview that also presents examples of innovative and recent solutions.
Dealing With Regional Conflicts of Global Importance offers a comprehensive examination of the post-Cold War global landscape, focusing on the outbreak and escalation of local and regional conflicts that have far-reaching implications. From the Taliban takeover in Afghanistan to the civil war in Ethiopia's Tigray Region and the Russia-brokered peace agreement in the Caucasus, these conflicts have shaped the international stage and pose significant challenges to global stability. Policymakers and profes sionals in the fields of current affairs and security studies can find essential tools in this book for understanding and addressing the violent conflicts occurring since 1991. Drawing on geoeconomics, geopolitics, security studies, and humanitarian perspectives, Dr. Pio tr Pietrzak, an expert in International Relations Theory, Conflict Resolution Strategies, and International Law, delves into the roots of competition and cooperation among states. He explores influential concepts and debates, including Francis Fukuyama's "The End of History," Samuel Huntington's "Clash of Civilizations," and Joseph Nye's notion of Soft Power, to provide a theoretical and analytical framework for comprehending the complexities of global power dynamics. Covering an array of topics, from the regionalization of conflict and intervention to the role of international institutions, this book examines interactions between The United Nations, World Bank, Regional Organizations Like Cbss, VYSEHRAD Group, and Asean, and Geopolitical Actors Such as the Europan Union, Russia, CH Ina, and the united states. It Also Delves Into Critical Issues Such as Human Rights, Genocide, WARTIME, WARTIME sexual violence, and the concept of humanitarian intervention.
The 2008 transition to the new banking supervisory framework in Poland has been relatively smooth, and the banking system has proven effective in weathering the financial crisis. This assessment focuses on the working of the Polish Financial Supervision Commission (KNF), which is responsible for banking supervision in Poland. KNF has undertaken numerous proactive measures to preserve financial sector stability during the crisis. As a priority, KNF’s interaction with bank auditors as well as with supervisory board members should also be strengthened.
Conflict is inevitable when people work together, and it’s one of the most difficult challenges facing managers. But it’s a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself—the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict. After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what’s expected of them, and to provide ongoing feedback for the support and development of their direct reports.
Crises and scandals in the world of international management have brought a new spotlight onto how the subject is taught, studied and understood. There has been a plethora of literature on international management, but a lack of focus on how international management education (IME) can be shaped to respond to existing and future global business challenges. The Routledge Companion to International Management Education gathers together contributors from academia, industry and university administration involved in IME, to: introduce the domain of IME; describe the emerging state in new geographical areas; discuss the major issues and debates revolving around IME; explore the linkage of technology and international management, and shed light on the future of IME. The diverse background of the contributors provides a global perspective that challenges the dominant Anglo-American view, with up-to-date specific insights originating from their indigenous view points, which has often been neglected and inadequately covered. The volume answers important questions, such as: Do we need a vision in IME? What is the current state of IME? How has IME grown in emerging market segments? What roles does technology play in its recent development? The volume provides thought-provoking reading for educators, administrators, policy makers, human resources professionals and researchers. It will also give future international management students a glimpse of IME from a global inside-out perspective.
This open access book opens up the black box of mediation in collective conflicts through the analyses and comparisons of various systems. Mediation and related third party interventions such as conciliation and facilitation are discussed as effective prevention and regulation tools for different types of collective labor conflicts. These interventions fit in a new developed five-phase model of collective conflicts in organizations, going from capacity building in latent conflicts, through conciliation, mediation and arbitration in escalating phases, to rebuilding of trust after hot conflicts. The authors promote understanding and discussion with regards to labor mediation systems, presenting comparative research on the perspectives of mediators and users of mediation. This book describes and analyses laws, regulations and practices of mediation in seventeen countries, with a relative strong emphasis on Europe. Part 1 presents theoretical frameworks on conciliation and mediation in collective labor conflicts. Part 2 presents regulations and practices in 12 European countries: Belgium, Denmark, Estonia, France, Italy, Poland, Portugal, Spain, The Netherlands, and the United Kingdom. Part 3 discusses mediation in these collective conflicts in Australia, China, India, South Africa and the USA. Part 4 offers conclusions and ways forward. This book offers analyses, good practices and developments for third party intervention in collective labor conflicts in global and local changing environments. This book is a must-read for policy makers, , social partners at different levels, as well as scholars and practitioners in industrial relations, human resources management and conflict management, particularly conciliators and mediators.
In a market environment where economic actors conduct themselves as diligent and conscientious managers, the regulation of related party transactions (RPTs) would be largely irrelevant. Unfortunately, the corporate reality is far from an ideal world that is innocent of market abuse and corporate fraud. It remains necessary to protect minority shareholders from the wrongdoings of majority shareholders and to protect all shareholders from opportunistic managerial behaviour. This timely book – the first on the subject since implementation of the European Union’s (EU’s) revised Shareholders’ Rights Directive – provides in-depth analysis of how and to what extent RPTs are covered by existing legal requirements on capital protection and corporate group regulation, highlighting experiences and strategies adopted in Germany, Poland, and the Netherlands as examples for Eastern European countries and in particular Ukraine. Beyond his comparative analysis of the current status, the author offers recommendations for more effective handling of RPTs, investigating such aspects as the following: what constitutes a corporate group and how group issues are regulated in the various legal systems; what constitutes a conflict of interest originating in ownership and control and what types of such conflicts occur; whether RPTs within corporate groups should receive special treatment relative to transactions outside groups; combatting corporate raiding, most often carried out through illegal seizure of corporate assets; approval and disclosure requirements for RPTs; and how information about RPTs is disclosed publicly. Drawing on resources including legislation, case law, scholarship, and intensive discussions with practicing lawyers from several jurisdictions, the author underscores the imperative of establishing limitations and requirements that oblige a company’s officers, shareholders, and other potential related parties to follow certain rules whenever they wish to enter into an RPT. As a contribution to the debate about the convergence between EU corporate law and that of major eastern European states, the book has no peers. Practitioners in both East and West who advise on compliance with regulations for RPTs or represent stakeholders’ interests against abusive RPTs will ensure appropriate remedies and protection mechanisms for their clients.
