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مقاله 9، دوره 18، شماره 0 - شماره پیاپی 1000128، مهر 1371 اصل مقاله (2.84 M) | ||
نویسندگان | ||
م.کمیل کوزان؛ محمد جواد حضوری* | ||
عنوان مقاله [English] | ||
"The Impact of Culture on Resolving Conflicts Among Managers and Employees: a Comparison of the American. Jordanian, and Turkish Management" | ||
چکیده [English] | ||
Our third translated article, prepared by mr. mohammad javad huzori As komeil kozan's article "The Impact of Culture on Resolving Conflicts Among Managers and Employees: a Comparison of the American. Jordanian, and Turkish Management". The author, a professor at a Turkish university, has conducted a field stydy of conflict management within corporations in Jordan, Turkey, and the United States. His objective was to find the ways that managers resolve contlicats with employees, supervisors, and peers. Data were collected throught questionnaires and analyzed through tables of paired samples. The study considers five major methods of Conflict resolution within the organization. They are: l.Forceful, 2. Adaptive, 3.compromise, 4. Avoidance, and 5.Cooperation. The findings reveal that managers in Turkey use the forceful method to resolve conflicts with their employees while they resort to the adaptive method in dealing with the supervisors. They apply the avoidance method to prevent coniflicts with peers. In Jordan, managers prefer avoidance and compromise methods for resolving conflicts with peers. They resort to' the adaptive method in dealing with emplyees and the avoidance method when they are in conflict with supervisors. Turhish managers, like their American counterparts, apply the adaptive method when they deal with supervisors. However, for conflict with their employees they resort to the forceful method. American managers, on the other hand, prefer the cooperation method tor conflict with their employees. The prevalence of many cultural traits that are commnon between Jordanian, Turkish, and Iranian people makes Dr. Kozan's findings relevant to the Iranian working environment. It is expected that his findings will be used by Iranian managers to resolve conflicts within their organizations. | ||
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