Discourse strategies for dealing with conflict in participative decision making.
Yeung L N T
Journal of Applied Management Studies, (UK), Jun 97 (6/1)
Start page: 63 No of pages: 13
Examines the extent to which managers adopt conflict-handling strategies during participative decision-making meetings with their subordinates. Presents the findings of a study of meetings held at three Hong Kong Banks which show a number of conflict handling strategies adopted by managers: sympathetic representation of dissenting viewpoints as a pacifying gambit; defensive account giving; presentation of ostensible choice; hedging opinions as a gambit to preface mandates; using double standards; and avoiding using the outcome of open argumentation. Suggests that although mixed strategies were being used for handling conflict, thus indicating the practice of participative decision making to a limited degree, there was still a hidden agenda which reaffirms management control over subordinates.
Subject(s): DECISION MAKING, CONFLICT RESOLUTION, EMPLOYEE INVOLVEMENT, PARTICIPATION, MEETINGS, PROBLEM SOLVING, MANAGERIAL POWER
Database: TMA: Top Management Abstracts
Indicators: Research Implication- **, Practice Implication- **, Originality- **, Readability- **, Total Number- ******** Reference: 26AZ833
Reproduced by permission of Anbar Management Intelligence