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Conflict Management for Managers
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Conflict Management for Managers takes a theory-to-practice approach, focusing on commons types of conflicts managers face. Because of the hands-on nature of conflict management skills, it provides opportunities for interaction and skill practice. The text is divided into four sections. The first section is an overview of the ways in which conflict management techniques and concepts can and should be applied to improve management and performance. Next, the book deals specifically with internal business disputes. The third section of the book focuses on the management of external disputes with customers and within the supply-chain. The last part of the book addresses disputes between regulators and the regulated.
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Table of Contents

Figures and Tables ix Acknowledgments xi Introduction xiii PART ONE Conflict Management Knowledge and Skills 1 ONE Manager Know Thyself 5 TWO Theory to Practice 33 THREE The Power of Negotiation 69 FOUR The Alternative Dispute Resolution Process Continuum 97 PART TWO Preventing and Resolving Internal Conflict 131 F I V E Causes and Cures for Employee Turnover 133 S I X Building Successful Teams and Organizations 165 SEVEN Conflict Management in Unionized Environments 199 EIGHT Designing Disputing Systems for Organizations 227 PART THREE Preventing and Resolving External Conflicts 267 NINE Prevention and Resolution of Conflicts with Clients, Customers, and Vendors 269 TEN Case Studies of Organizational Success Through Exemplary Customer Conflict Management 293 PART FOUR Collaboration and Conflict Management Between Regulators and the Regulated 315 ELEVEN Public Policy Decision Making and Collaboration 317 TWELVE Designing and Facilitating Effective Large-Group Processes 353 Conclusion 391 Glossary 401 References 423 About the Author 445 Index 447

About the Author

Susan S. Raines, Ph.D. is an associate professor at Kennesaw State University and editor-in-chief of Conflict Resolution Quarterly

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