Managing organizational conflict:  When to use collaboration, bargaining and power approaches

dc.contributor.author	Derr, C. Brooklyn (Clyde Brooklyn)
dc.date	1975-06
dc.date.accessioned	2013-03-07T21:53:09Z
dc.date.available	2013-03-07T21:53:09Z
dc.date.issued	1975-06
dc.identifier.uri	http://hdl.handle.net/10945/29955
dc.description.abstract	A contingency theory for managing conflicts in organizational settings is proposed. Using collaboration, bargaining and power approaches to conflict management are all appropriate given certain situations. These situations and the costs and benefits of using a given strategy under varying conditions are discussed	en_US
dc.description.uri	http://archive.org/details/managingorganiza00derr
dc.language.iso	en_US
dc.publisher	Monterey, California. Naval Postgraduate School	en_US
dc.rights	This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.	en_US
dc.subject.lcsh	QUEUING THEORY	en_US
dc.subject.lcsh	STOCHASTIC PROCESSES	en_US
dc.title	Managing organizational conflict: When to use collaboration, bargaining and power approaches	en_US
dc.type	Technical Report	en_US
dc.contributor.corporate	Naval Postgraduate School (U.S.)
dc.subject.author	managing conflict collaboration power conflict bargaining contingency theory conflict resolution dispute settlement organization development conflict managers negotiation organizational theory	en_US
dc.description.recognition	NA	en_US
dc.identifier.oclc	NA
dc.identifier.npsreport	NPS 55Dr 75061

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