Ethics of managing interpersonal conflict in organizations

M. Afzalur Rahim, Jan Edward Garrett, Gabriel F. Buntzman

Journal of Business Ethics · 1992 · Volume 11 · Issue 5

Abstract

Although managers spend over twenty percent of their time in conflict management, organization theorists have provided very few guidelines to help them do their job ethically. This paper attempts to provide some guidelines so that organizational members can use the styles of handling interpersonal conflict, such as integrating, obliging, dominating, avoiding, and compromising, with their superiors, subordinates, and peers ethically and effectively. It has been argued in this paper that, in general, each style of handling interpersonal conflict is appropriate if it is used to attain organization's proper end.

Keywords

Economic Growth, Organizational Member, Organization Theorist, Conflict Management, Interpersonal Conflict

Enable JavaScript for citation tools and additional paper interactions.