managingconflictsofinterestppt20-經(jīng)營(yíng)管理-資料下載頁(yè)
2025-08-07 15:07本頁(yè)面
【導(dǎo)讀】Clients–whoisaffected??process?foughtover?interests??(feelings&behaviour)??normallyberesolved??Whatpolicyareas??termsofbehaviour?Habituation,custom&practice,statusquo?Awayoflife?War("…all'sfairinlove&…..")?Attrition?Coupdegrace?Competition("…Avoidance("…leavewellalone")?Acmodation("…no,afteryou")?Compromise("…splitthedifference")?Collaboration("…Raw,coercive,physicalpower?Differinggoals&objectives?Iwin–youlose(aggressive)?Ilose–youwin(passive)?Ilose–youlose(totalwar)?
【正文】 hotherapy ?Take it to mittee ?Quality review panels ?Thirdparty intervention amp。 arbitration ?Resort to litigation Chris Jarvis 18 Management, People amp。 Organisations EmployerEmployee Relationships ?Move from traditional industrial relations towards a new employee relations style with new style agreements ? Flexibility ? Employee involvement ? TQM ? Team working amp。 empowerment Ed Rose (in Mabey amp。 Salaman pp 266) ?From pluralism amp。 distribution with high bargaining leverage ?To unitary, integrative bargaining, trust and/or low bargaining power. Chris Jarvis 19 Management, People amp。 Organisations Diversity amp。 equality of opportunity Statement on diversity ?… .accept that the workforce consists of a diverse population of people. The diversity consists of visible amp。 nonvisible differences including gender, ethnicity, disability, work style, personality. It is founded on the premise that harnessing these differences will create a productive environment where talents are being fully utilised amp。 in which anisation goals are met. Binna Kandola amp。 Johanna Fullerton 1994 ?Claim rights, liberty and rights to property ?Defence of self interest. ?Libertarianism and munitarianism. Chris Jarvis 20 Management, People amp。 Organisations Why does unfairness flourish? ? Equity, fairness, individuals and groups? ?Perceived unfairness ?Haves amp。 havenots. Winners losers ?Structural biases ?National amp。 anisational cultures ?Choices and habits ?Top management mitments (or lack of them) ?Teleology and leadership behaviours ?Stereotyping universal attribution of characteristics
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