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dc.contributor.authorDay, Gary E
dc.contributor.editorDay, GE
dc.contributor.editorLeggat, SG
dc.date.accessioned2018-05-08T04:09:40Z
dc.date.available2018-05-08T04:09:40Z
dc.date.issued2015
dc.identifier.isbn9781107486393
dc.identifier.urihttp://hdl.handle.net/10072/141761
dc.description.abstractDana (2001) claims that over 50 per cent of voluntary resignations from organisations can be directly attributed to unresolved conflict. Managers need to understand that conflict does not resolve itself; rather, it tends to gather intensity and energy. Gupta, Boyd and Kuzmits (2011, p. 395) have found that 'employees spend as much as 42 percent of their time engaging in or attempting to resolve conflict and 20 percent of managers' time is taken up by conflict-related issues'. Managing conflict is one of the prime responsibilities of managing staff and teams. It is critical, then, that managers are able to detect initial symptoms of conflict and adopt the most effective behaviours to resolve it (Vivar, 2006). In this chapter, different types and origins of conflict are discussed, as well as approaches to managing and resolving conflict.
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherCambridge University Press
dc.publisher.placeAustralia
dc.publisher.urihttp://www.cambridge.org/gb/academic/subjects/medicine/nursing/leading-and-managing-health-services-australasian-perspective
dc.relation.ispartofbooktitleLeading and Managing Health Services: An Australasian Perspective
dc.relation.ispartofchapter24
dc.relation.ispartofpagefrom273
dc.relation.ispartofpageto282
dc.subject.fieldofresearchHealth and community services
dc.subject.fieldofresearchcode420305
dc.titleSuccessfully managing conflict
dc.typeBook chapter
dc.type.descriptionB1 - Chapters
dc.type.codeB - Book Chapters
gro.facultyGriffith Health, School of Medicine
gro.hasfulltextNo Full Text
gro.griffith.authorDay, Gary E.


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