MODEL MANAGEMENTA KONFLIKTOV V JAVNEM ZAVODU

Najžar, Stanislav

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Title:	MODEL MANAGEMENTA KONFLIKTOV V JAVNEM ZAVODU
Authors:	ID Najžar, Stanislav (Author) ID Uršič, Duško (Mentor) More about this mentor...
Files:	MAG_Najzar_Stanislav_2012.pdf (1,23 MB) MD5: 39F63F13662343D5B46D0E9C34479913 PID: 20.500.12556/dkum/e337126a-df00-4669-9f89-2e9b3bc2650b
Language:	Slovenian
Work type:	Master's thesis/paper
Typology:	2.09 - Master's Thesis
Organization:	EPF - Faculty of Business and Economics
Abstract:	Konflikti sodijo med vsakdanje elemente v managementu poslovanja in so najmočnejši dejavnik sprememb v podjetju, zato je potrebno v vsaki organizaciji vzpostaviti učinkovit management konfliktov. Osnovni vzrok za nastanek konfliktov je povezan z različnostjo ljudi. Odnosi med zaposlenimi v organizaciji ponavadi ne potekajo brez zapletov, saj popolne enotnosti med zaposlenimi ni. Navzven imamo velikokrat občutek, da so odnosi v nekem kolektivu skladni, v bistvu pa obstaja velika verjetnost, da gre za izogibanje ali za zanikanje problemov, kar povzroča pasivnost in nepripravljenost na spremembe zaposlenih. Dobri medsebojni odnosi med sodelavci so zelo pomembni, saj v organizacijah, kjer smo zaposleni preživimo veliko svojega časa. V kolektivu pa se z vsemi ne razumemo enako dobro, kar lahko poveča stres in slabo medsebojno komuniciranje, slabšo kakovost opravljenega dela in produktivnost. Veliko lažje rešujemo konflikte, ko so še v začetni fazi in če poznamo pravilne pristope reševanja. Lahko imajo pozitiven ali negativen vpliv na poslovanje organizacije, a jih s pravočasnim razreševanjem rešimo v korist le tega. V podjetju so nujni, saj njihova prisotnost kaže na možnosti boljšega poslovanja, so najmočnejši dejavnik sprememb v podjetju, pa čeprav spremembe le redko kdo obožuje ali se jih veseli, saj se pogosto ne zavedamo kako potrebne so. Konflikte, s katerimi se srečujemo na delovnem mestu moramo čimprej rešiti, vendar pri tem reševanju ni cilj, da vztrajamo pri svojem mnenju in na koncu zmagamo, ker je nekdo drug popustil, temveč se o nastalih problemih pogovorimo in jih rešimo tako, da so vse strani zadovoljne. Vsak zaposleni, je dejansko v svojem podjetju izpostavljen konfliktu in ga tudi prepozna. Vse to je opisano v teoriji, kakšno pa je dejansko stanje v praksi? To smo želeli ugotoviti v raziskavi, ki smo jo opravili s pomočjo anketnega vprašalnika med zaposlenimi v javnem zavodu Študentski domovi Maribor. Zanimalo nas je, kakšno mnenje imajo o medsebojni komunikaciji med zaposlenimi, o konfliktih nasploh, o konfliktih v zavodu in njihovem reševanju. V prvem delu naloge smo predstavili, kako različni avtorji razumejo konflikt, kako ti nastanejo, kakšne vrste konfliktov poznamo, kako jih rešujemo. Spoznali smo različne modele managementa konfliktov, ki smo jih potem v drugem delu, na osnovi analize ankete med zaposlenimi tudi uporabili na konkretnem primeru. Živimo v času, ko prihaja do veliko sprememb in novosti na vseh ravneh našega življenja. Z uvajanjem le teh velikokrat žal zamre marsikaj dobrega, strokovno preizkušenega in pomembnega za reševanje konfliktov. Vsi zaposleni v podjetjih se moramo zavedati, da smo vključno z vodstvom, vsi odgovorni, da konflikte pravočasno odkrivamo, jih konstruktivno sproti rešujemo. Zavedanje in razumevanje samega sebe in sodelavcev pripomore h konstruktivnemu obvladovanju konfliktov, večji motivaciji, večji pripadnosti in nenazadnje večji učinkovitost vseh zaposlenih
Keywords:	management konfliktov, obvladovanje konflikta, metode in načini reševanja konfliktov, komunikacija, model managementa konfliktov.
Place of publishing:	Maribor
Publisher:	[S. Najžar]
Year of publishing:	2012
PID:	20.500.12556/DKUM-38471
UDC:	005.3
COBISS.SI-ID:	11179804
NUK URN:	URN:SI:UM:DK:E9MXUYEC
Publication date in DKUM:	25.10.2012
Views:	2052
Downloads:	292
Metadata:
Categories:	EPF
:	NAJŽAR, Stanislav, 2012, MODEL MANAGEMENTA KONFLIKTOV V JAVNEM ZAVODU [online]. Master’s thesis. Maribor : S. Najžar. [Accessed 7 April 2025]. Retrieved from: https://dk.um.si/IzpisGradiva.php?lang=eng&id=38471 Copy citation

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Secondary language

Language:	English
Title:	MODEL MANAGEMENT OF CONFLICT IN THE PUBLIC INSTITUTION
Abstract:	Conflicts are daily elements in operations management and are the strongest factor of changes in a company and hence every organization should set up efficient conflict management. The basic reason for the conflict emergence is related to people's diversity. Relations between the employees in an organization usually cannot be without complications since there is no perfect unity among the employees. Outwardly, we often have a feeling that relations in a particular team are harmonious, but in fact it is highly probable that everything is about avoiding or denying problems and this all results in passivity and unpreparedness for the changes of employees. Good relations among employees are very important since a lot of our time is spent in organizations that employ us. In a collective, we do not relate to individual members the same way, which can increase the stress level and worsen mutual communication as well as it can result in poorer work quality and productivity. It is much easier to solve conflicts when still in the initial phase and when we know correct approaches to their resolution. They can have a positive or negative impact on the operations of the company; however, if they are tackled in time, they may be beneficial. In a company, conflicts are necessary since their presence indicates potentially better operations. They are the strongest factor of changes in a company although there are not many people who adore them and are excited about them since very frequently we are not aware of their importance. The conflicts we come across at a workplace have to be solved as soon as possible, however, when doing this, the goal is not to insists on one’s opinion and to win finally, because the other one has eased off, but to discuss current problems and solve them to the satisfaction of all the parties. Each employee is exposed to a conflict in the company and also recognizes it. This is described in theory – but what is the actual situation in practice? This is what we tried to establish in a survey conducted using a questionnaire and engaging the employees of the public institution, Študentski domovi Maribor. We wanted to learn their opinion of the communication among the employees, of conflicts in general, conflicts in the institution and their resolution. In the first part, we presented how different authors understand a conflict, how it emerges, what types of conflicts there are and how they are addressed. We got familiar with various conflict management models which were later on applied in a specific case on the basis of the analysis of the survey conducted among the employees. We are living at the times when there are major changes and novelties at all levels of our lives. When introducing them, unfortunately, many a thing that has been good, professionally tested and important for the conflict resolution can die down. All employees in companies have to be aware that everybody, including the management, is responsible for timely conflict identification and their constructive resolution. Awareness and understanding of oneself and co-workers contribute to constructive conflict management, higher level of motivation, an increased sense of belonging to a group and the last but not least better efficiency of all the employees.
Keywords:	conflict management, methods and ways of conflict resolution, communication, conflict management model.

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