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Conflict Management for Managers is designed to equip managers with the skills and information they need to improve their handling of common disputes. Enhanced to facilitate your daily work, this updated edition incorporates a greater number of exercises that address conflicts with employees, customers, business partners and regulators.
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Conflict Management for Managers is designed to equip managers with the skills and information they need to improve their handling of common disputes. Enhanced to facilitate your daily work, this updated edition incorporates a greater number of exercises that address conflicts with employees, customers, business partners and regulators.
Produktdetails
- Produktdetails
- Verlag: Rowman & Littlefield Publishers
- Second Edition
- Seitenzahl: 432
- Erscheinungstermin: 26. Juli 2019
- Englisch
- Abmessung: 260mm x 183mm x 28mm
- Gewicht: 1003g
- ISBN-13: 9781538119921
- ISBN-10: 1538119927
- Artikelnr.: 55397932
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
- Verlag: Rowman & Littlefield Publishers
- Second Edition
- Seitenzahl: 432
- Erscheinungstermin: 26. Juli 2019
- Englisch
- Abmessung: 260mm x 183mm x 28mm
- Gewicht: 1003g
- ISBN-13: 9781538119921
- ISBN-10: 1538119927
- Artikelnr.: 55397932
- Herstellerkennzeichnung
- Libri GmbH
- Europaallee 1
- 36244 Bad Hersfeld
- gpsr@libri.de
Dr. Susan S. Raines is Professor of Conflict Management at Kennesaw State University. Dr. Raines is the Editor-in-Chief of Conflict Resolution Quarterly, the author of more than 45 peer reviewed articles and two books, and a Graduate Professor of Conflict Management at Kennesaw State University. She has mediated more than 15,000 cases inside and outside of the court system and served as a conflict management consultant to organizations across the globe. Her work focuses on ways in which organizations can reduce internal conflict (e.g. with employees) and external conflict (with customers, vendors and regulators) while maximizing mission achievement through the design of appropriate corporate cultures and systems.
Introduction to the 2nd Edition Section I: Basic Conflict Management
Knowledge & Skills Chapter 1: Manager Know Thyself: The skills and
behaviors of great conflict managers Chapter 2: Practical Conflict Theory:
Conflict's origins, escalation and de-escalation Chapter 3: The Power of
Negotiation Chapter 4: Mediation, Arbitration and other processes within
the Alternative Dispute Resolution Continuum Chapter 5: Embracing
Diversity, Inclusion & Intercultural Communication Skills for the 21st
Century Organization Section II: The Prevention and Resolution of Internal
Organizational Conflicts Chapter 6: Building & Sustaining a Conflict
Competent Organizational Culture Chapter 7: Reducing Employee Conflict:
Performance Reviews, Turnover, Motivation and Working with Unions Chapter
8: Leadership: Creating Collaborative Teams and Organizations Chapter 9:
Designing Conflict Prevention and Early Resolution Systems Chapter 10:
Ombudsman at Work: Coaching, Training; and Shaping Organizations Section
III: The Prevention and Resolution of External Organizational Conflicts
Chapter 11: Principles and Systems for Superior Customer Service and
Customer Recapture Chapter 12: Conflict & Collaboration between Regulators
and Regulated Entities: Environmental and Public Policy Conflict
Resolution: Trends and Best Practices Chapter 13: Facilitation: Meeting
Management & Large Group Decision-making processes Conclusion About the
Author Glossary of Terms References
Knowledge & Skills Chapter 1: Manager Know Thyself: The skills and
behaviors of great conflict managers Chapter 2: Practical Conflict Theory:
Conflict's origins, escalation and de-escalation Chapter 3: The Power of
Negotiation Chapter 4: Mediation, Arbitration and other processes within
the Alternative Dispute Resolution Continuum Chapter 5: Embracing
Diversity, Inclusion & Intercultural Communication Skills for the 21st
Century Organization Section II: The Prevention and Resolution of Internal
Organizational Conflicts Chapter 6: Building & Sustaining a Conflict
Competent Organizational Culture Chapter 7: Reducing Employee Conflict:
Performance Reviews, Turnover, Motivation and Working with Unions Chapter
8: Leadership: Creating Collaborative Teams and Organizations Chapter 9:
Designing Conflict Prevention and Early Resolution Systems Chapter 10:
Ombudsman at Work: Coaching, Training; and Shaping Organizations Section
III: The Prevention and Resolution of External Organizational Conflicts
Chapter 11: Principles and Systems for Superior Customer Service and
Customer Recapture Chapter 12: Conflict & Collaboration between Regulators
and Regulated Entities: Environmental and Public Policy Conflict
Resolution: Trends and Best Practices Chapter 13: Facilitation: Meeting
Management & Large Group Decision-making processes Conclusion About the
Author Glossary of Terms References
Introduction to the 2nd Edition Section I: Basic Conflict Management
Knowledge & Skills Chapter 1: Manager Know Thyself: The skills and
behaviors of great conflict managers Chapter 2: Practical Conflict Theory:
Conflict's origins, escalation and de-escalation Chapter 3: The Power of
Negotiation Chapter 4: Mediation, Arbitration and other processes within
the Alternative Dispute Resolution Continuum Chapter 5: Embracing
Diversity, Inclusion & Intercultural Communication Skills for the 21st
Century Organization Section II: The Prevention and Resolution of Internal
Organizational Conflicts Chapter 6: Building & Sustaining a Conflict
Competent Organizational Culture Chapter 7: Reducing Employee Conflict:
Performance Reviews, Turnover, Motivation and Working with Unions Chapter
8: Leadership: Creating Collaborative Teams and Organizations Chapter 9:
Designing Conflict Prevention and Early Resolution Systems Chapter 10:
Ombudsman at Work: Coaching, Training; and Shaping Organizations Section
III: The Prevention and Resolution of External Organizational Conflicts
Chapter 11: Principles and Systems for Superior Customer Service and
Customer Recapture Chapter 12: Conflict & Collaboration between Regulators
and Regulated Entities: Environmental and Public Policy Conflict
Resolution: Trends and Best Practices Chapter 13: Facilitation: Meeting
Management & Large Group Decision-making processes Conclusion About the
Author Glossary of Terms References
Knowledge & Skills Chapter 1: Manager Know Thyself: The skills and
behaviors of great conflict managers Chapter 2: Practical Conflict Theory:
Conflict's origins, escalation and de-escalation Chapter 3: The Power of
Negotiation Chapter 4: Mediation, Arbitration and other processes within
the Alternative Dispute Resolution Continuum Chapter 5: Embracing
Diversity, Inclusion & Intercultural Communication Skills for the 21st
Century Organization Section II: The Prevention and Resolution of Internal
Organizational Conflicts Chapter 6: Building & Sustaining a Conflict
Competent Organizational Culture Chapter 7: Reducing Employee Conflict:
Performance Reviews, Turnover, Motivation and Working with Unions Chapter
8: Leadership: Creating Collaborative Teams and Organizations Chapter 9:
Designing Conflict Prevention and Early Resolution Systems Chapter 10:
Ombudsman at Work: Coaching, Training; and Shaping Organizations Section
III: The Prevention and Resolution of External Organizational Conflicts
Chapter 11: Principles and Systems for Superior Customer Service and
Customer Recapture Chapter 12: Conflict & Collaboration between Regulators
and Regulated Entities: Environmental and Public Policy Conflict
Resolution: Trends and Best Practices Chapter 13: Facilitation: Meeting
Management & Large Group Decision-making processes Conclusion About the
Author Glossary of Terms References