This book interrogated fundamental issues that propel conflict in various types of organisations. Studies have consistently shown that a significant number of organisations’ structural and operational setups have been hugely affected by the way organisational conflict is handled and managed. The main purpose of this book was to provide practical aspects, approaches and strategies that ensure that organisational conflict does not bring down the competitiveness of an organisation but rather propel it. Few authors have examined and written books about the causes, theories and impact of organisational conflict in the global south, hence the writing of this book becomes a fundamental milestone towards addressing a yawning knowledge gap in the area of organisationalbehaviour. In writing this book, the author systematically gathered, analysed, and synthesised existing literature on organisational conflict, theories, its causes and impact on organisational competitiveness. The author also used his knowledge and experience in handling conflict at various levels of organisations. The book is organised as follows: chapter one, which looks at the conceptual framework of organisational conflict and conflict transformation. The two concepts were defined and analysed from various perspectives. The chapter went on to look at the historical background and theories of organisational conflict, its current status and forecast on what it will become in the next decade or so. The second chapter addressed issues regarding the nature and forms of organisational conflict prevalent in most organisations especially those in the global south. The third chapter looked at the causes and effects of organisational conflict, with practical examples being drawn from various work environments and situations. The fourth chapter looked at the management of conflict in Small to Medium Enterprises and the informal sector. The author presented information on the state of conflict and SMEs. Conflict in SMEs is intense and a cause of concern for almost all stakeholders. The information in this book, specifically in chapter four, helps managers and other interested parties to effectively and efficiently handle conflict in SMEs. The last chapter, chapter five, presented literature on the role and position of human capital departments in addressing organisational conflict and transforming it into functional conflict.
Author (s) Details
Nyanga Takupiwa
Faculty of Social Sciences, Great Zimbabwe University, Zimbabwe.
Please see the book here:-
https://doi.org/10.9734/bpi/mono/978-93-49970-06-9
