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dc.contributor.authorBurr, Matthew W.
dc.date.accessioned2020-11-12T17:11:23Z
dc.date.available2020-11-12T17:11:23Z
dc.date.issued2016-11-15
dc.identifier.other10264307
dc.identifier.urihttps://hdl.handle.net/1813/73012
dc.description.abstract[Excerpt] Organizations large and small have conflict management systems in place to proactively manage internal and external conflict. As small business leaders, we need to evaluate our organization’s culture and determine what conflict management process works for us. Grievance resolution, mediation, arbitration, ombudsman and peer review panels are examples of current conflict management processes. These dispute resolution systems can be tailored to effectively meet the internal dynamics within any small business environment. The decision to implement any or all of these systems should be left to the small business leaders, while gathering input from the internal and external clients. There is potential that a very badly managed system could be worse than no system at all. Designing, implementing, communicating, using and modifying an organizational conflict management system requires constant feedback, patience and reinvention. Using a “What’s Working and What’s Not Working” model will help ensure the workforce is engaged and actively providing valuable feedback.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: © Cornell HR Review. This article is reproduced here by special permission from the publisher.
dc.subjectHR Review
dc.subjectconflict management
dc.subjectdispute resolution
dc.subjectmediation
dc.titleOrganizational Conflict Management Systems in Small Business
dc.typearticle
dc.description.legacydownloadsCHRR_2016_Burr_Org_Conflict.pdf: 864 downloads, before Oct. 1, 2020.
local.authorAffiliationBurr, Matthew W.: Syracuse University


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