Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 35
Pagina 61
... management and the style of third party intervention . LABOR - MANAGEMENT CONFLICT Labor - management conflict is an instance of group conflict . The key to understanding labor - management conflict is in recognizing two distinct groups ...
... management and the style of third party intervention . LABOR - MANAGEMENT CONFLICT Labor - management conflict is an instance of group conflict . The key to understanding labor - management conflict is in recognizing two distinct groups ...
Pagina 63
... labor - management conflicts . Related to all these styles of conflict management is the intervention of a third party . When labor and management are in conflict , unable to reach an agreement , the assistance of a third party may be ...
... labor - management conflicts . Related to all these styles of conflict management is the intervention of a third party . When labor and management are in conflict , unable to reach an agreement , the assistance of a third party may be ...
Pagina 86
... labor and management in the private as well as public sector . 5 . See Rhemus ( 1956 ) . See also Kolb ( 1981 ) . 6. Very often a third party may adopt a passive posture , doing little beyond being present . This in itself could have a ...
... labor and management in the private as well as public sector . 5 . See Rhemus ( 1956 ) . See also Kolb ( 1981 ) . 6. Very often a third party may adopt a passive posture , doing little beyond being present . This in itself could have a ...
Sommario
Setting and Procedures | 28 |
THIRD PARTY INTERVENTION IN CONTEXT | 30 |
INTERPERSONAL CONFLICT AND THIRD PARTY | 38 |
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Parole e frasi comuni
achieve agreement analysis approach to conflict aspect of third attitudes basic cent communication complex conceptual concerned conflict management efforts conflict outcomes conflict parties conflict relationship conflict resolution conflict situations context cooperative decision described dimensions directive behavior disputants effective conflict management environment establish evaluation facilitate factors feelings functions Galo Plaza goals Gunnar Jarring help the parties hostility identify important increase individuals influence inputs instrumental interventions interests intergroup conflict international conflict interpersonal attraction interpersonal conflict intervention outcomes involved labor and management labor-management conflicts marital conflict mediator ment motivation nature negotiation non-directive behavior norms offer orientation party's perceptions position pressures problem problem-solving procedures process interventions process of conflict process of intervention proposals reduce reflective behavior representatives respondents role settlement social structure successful successful conflict third party activities third party behavior third party intervention tion Trieste U.N. Doc understanding values vention