Background
Supervisors spend more than 25% of their time on conflict management, and managers spend more than 18% of their time on relational employee conflicts. These figures have doubled since the mid 1980’s. Companies have distinguished some key factors as “the growing complexity of organizations, use of teams and group decision making, and globalization.” (Lang, 2009, p. 240) The United Kingdom’s Defense Department realized that the new concepts of threats are not the concern any more. It is the capability to deal with them that matters. (Fisher, 2010, p.429)
It is now becoming more evident that this is something that companies and managers need to recognize, and deal with. Conflict significantly affects employee morale, turnover, and litigation, which affects the prosperity of a company, either constructively or destructively. (Lang, 2009, p. 240) Turnover can cost a company 200% of the employee’s annual salary. (Maccabeus & Shudder, p.48)
Read more about this topic: Conflict Management
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