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dc.contributor.authorDerr, C. Brooklyn (Clyde Brooklyn)
dc.date1975-06
dc.date.accessioned2013-03-07T21:53:09Z
dc.date.available2013-03-07T21:53:09Z
dc.date.issued1975-06
dc.identifier.urihttp://hdl.handle.net/10945/29955
dc.description.abstractA 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 discusseden_US
dc.description.urihttp://archive.org/details/managingorganiza00derr
dc.language.isoen_US
dc.publisherMonterey, California. Naval Postgraduate Schoolen_US
dc.rightsThis 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.lcshQUEUING THEORYen_US
dc.subject.lcshSTOCHASTIC PROCESSESen_US
dc.titleManaging organizational conflict: When to use collaboration, bargaining and power approachesen_US
dc.typeTechnical Reporten_US
dc.contributor.corporateNaval Postgraduate School (U.S.)
dc.subject.authormanaging conflict collaboration power conflict bargaining contingency theory conflict resolution dispute settlement organization development conflict managers negotiation organizational theoryen_US
dc.description.recognitionNAen_US
dc.identifier.oclcNA
dc.identifier.npsreportNPS 55Dr 75061


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