Social Conflicts And Third Parties: Strategies Of Conflict ResolutionAvalon Publishing, 21 feb 1984 - 163 pagine |
Dall'interno del libro
Risultati 1-3 di 6
Pagina 61
... ( workers and management have different expect- ations and goals ) , and ( c ) functional differences ( workers and management have different demands , constraints , and responsibilities ) . Conflict , as presented here , stems from ...
... ( workers and management have different expect- ations and goals ) , and ( c ) functional differences ( workers and management have different demands , constraints , and responsibilities ) . Conflict , as presented here , stems from ...
Pagina 74
... workers report that third parties pressed them hard for a compromise . There can be no doubt that third parties in intergroup conflict are actively trying to get the parties to face reality , or change their evaluations of a conflict ...
... workers report that third parties pressed them hard for a compromise . There can be no doubt that third parties in intergroup conflict are actively trying to get the parties to face reality , or change their evaluations of a conflict ...
Pagina 87
... workers and management that third parties acted as catalysts to an agreement ( 69 per cent of managers and 76 per cent of workers in the U.S. agreed with this , the respective figures for the U.K. were 73 per cent and 74 per cent ) ...
... workers and management that third parties acted as catalysts to an agreement ( 69 per cent of managers and 76 per cent of workers in the U.S. agreed with this , the respective figures for the U.K. were 73 per cent and 74 per cent ) ...
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