Managing conflict in the organizations

TABLE OF CONTENTS

INTRODUCTION 3VVEDENIE 3VVEDENIE 3

1. The essence of the conflict in the organization 51. The essence of the conflict in the organization 51. The essence of the conflict in organizations 5

1.1. Conflict Types July 7

1.2. The main causes of conflicts 20 20

2. Events management processes of conflict in the organization 232. Events management processes of conflict in the organization 232. Events management processes of conflict in the organization 23

2.1. Approaches to the diagnosis of the conflict 23 23

2.2. The strategy of intervention in the conflict 27 27

Conclusion 34Zaklyuchenie 34Zaklyuchenie 34

REFERENCES REFERENCES 36SPISOK 36SPISOK LITERATURE 36

INTRODUCTION

Every human life has its own objectives related to different areas of life. Everyone aspires to achieve something his or try to do anything on his own. But often people related by ties of joint business face in their own interests, and then there is a conflict, it disrupts people, translates them into a state where they begin to manage emotion, not reason. If in ordinary life situations of conflict for the most part except for a time of stress and mental unbalance us nothing in life is not presented, then the manager of conflict is one of the main enemies, because consequences of it can be very unpredictable. So one of the functions of the manager as a person working with people is the ability to prevent conflict situations, smoothing their consequences, dispute resolution, the ability to bring people out of hostility to the interests of cooperation and mutual understanding.

Relevance of the theme of the course work that often managers who can not concentrate or hold in a conflict situation, take the objective position themselves instinctively try to avoid conflict or to postpone it or that does not fully address the problems in the business team.

The aim of this work is to manage the processes of conflict within the organization.

To fulfill this goal, the following objectives:

- To study the theoretical foundations of conflict management in the organization;

- To consider measures to manage the conflict situation of the organization.

The object of study in this course work is the conflict in the organization, and the subject - conflict management processes in the organization.

Methods of investigation are: analysis of the literature, grouping and summarizing.

The theoretical basis of the course work are the works of Russian and foreign scientists in the field of personnel management.

Note that in the early writings on management, tend to emphasize the importance of the harmonious functioning of the organization. According to the authors, if you find the right formula, the organization will act as a well-oiled machine. Conflicts within the organization, have always been considered, and are regarded as very negative phenomenon. Today's management theorists recognize that the complete absence of conflict within the organization - the condition is not only impossible but also undesirable.

1. The essence of the conflict in the organization

The conflict - it is an essential aspect of human interaction in society, a kind of cell of social life. This form of relationship between the potential or actual social actors, the motivation of which is due to the opposing values ​​and norms, interests and needs. A significant aspect of social conflict is the fact that these entities operate within a broader system of relations that is updated (strengthened or destroyed), under the impact of the conflict [[1]].

Sociology of conflict comes from the fact that the conflict is a normal phenomenon of social life, the identification and development of the conflict as a whole useful and necessary thing. Should not mislead people with the myth of the universal harmony of interests. The Company will reach better results in their actions, if not turn a blind eye to the conflict, and will follow certain rules aimed at regulating conflicts. The meaning of these rules in the world today is that:

- Non-violence as a method of conflict resolution;

- To find the means to get out of the deadlock in cases where violence is still made and have become a means of deepening conflict;

- To achieve mutual understanding between the parties, opposed to the conflict.

Role conflict and its management in modern society is so great that in the second half of the XX century has allocated special area of ​​knowledge - Conflict. A large contribution to its development have made sociology, philosophy, political science, and, of course, psychology.

Since every organization is a kind of community of people to work together in developing their internal relations there are certain common traits or attributes, the understanding of which is extremely important. One of these similarities is that every organization goes into its development through a series of internal conflicts, it can not exist without internal tensions and without collisions between certain positions represented in it, between groups of people, between the so-called cliques.

There are various definitions of conflict, but they all emphasize the presence of contradiction, that takes the form of differences when it comes to human interaction. Conflicts can be hidden or explicit, but always on the basis of their lack of consent. Therefore, we define the conflict as a process of interaction between individuals or groups of subjects about the differences in their interests.

The lack of agreement is due to the presence of a variety of opinions, attitudes, ideas, interests and points of view, etc. However, it is not always expressed in the form of an explicit collision. This happens only when the existing contradictions, discrepancies disrupt the normal interaction of people, prevent the achievement of goals. In this case, people simply are forced to somehow overcome their differences and come to an open conflict interaction. In the course of the conflict interaction, the participants are able to express different opinions, to identify more alternatives in decision making in this district is an important and positive sense of the conflict. This, of course, does not mean that the conflict is always positive.

Depending on the possible outcome of the conflict, according to the theory AG Zdravomyslova divided into pure and mixed. First characterized by the fact that they have no room for agreement, even for a possible agreement. The latter can be resolved so that both sides will benefit. Maybe this win will be distributed unevenly, but it is better to have a small improvement in their positions than to lose everything at once. From this perspective, one can imagine four possible conflict between the two opposing sides "A" and "B":

- Benefits from 'B';

- Benefits from 'A';

- Both sides lose out, although they were hoping for a favorable outcome for themselves;

- Both sides may benefit in different ways on the basis of compromise and mutual concessions, weighing the possible losses in the course of the conflict.

Unfortunately, very often the opposing parties do not take into account the "price" of the conflict actions (in game theory - "the price of the game"), those victims who will be brought in order to achieve the seemingly quite reasonable goal. As a result, the conflict is developing in such a way that both parties bear the damage and can not stay in their confrontation, as each step in unleashing the conflict leads to retaliatory action, a vicious circle n impasse [[2]].

 1.1. Types of conflict

There are four main types of conflict [[3]]

- Intrapersonal;

- Interpersonal;

- Between the individual and the group;

- Inter-group.

Intrapersonal conflict. This type of conflict is not fully consistent with the definition given by us. Here, the participants are not people, and various psychological factors internal world of the person, or are often seemingly incompatible: the needs, motivations, values, feelings, etc. "Two souls live in my chest ..." - Goethe wrote. This conflict may be functional or dysfunctional depending on how and what action to take if a person and take it all. Buridan's ass, for example, was not able to choose between two completely identical bales of hay than doomed to starvation. Sometimes in life, not daring to make a choice, not knowing how to solve the intrapersonal conflicts, we are like Buridan's ass.

Intrapersonal conflicts related to work in an organization can take many forms. One of the most common is the role conflict when different role of man placing him conflicting requirements. For example, being a good family man (the role of the father, mother, husband and wife, etc.), the person must spend the evening at home, and the position of the head can oblige him to stay at work. The reason for this conflict is the mismatch of personal needs and requirements of production. Internal conflicts can arise in production due to pressure of work or, conversely, the lack of having to be at the workplace.

Interpersonal conflict. It is one of the most common types of conflict. In organizations, it manifests itself in different ways. Many managers believe that the only reason it is the dissimilarity of the characters. Indeed, there are people who, due to differences in the character, attitude, demeanor is very easy to get along with each other. However, a closer analysis shows that the basis of such conflicts usually are objective reasons. More often than not - it is a struggle for scarce resources: material resources, production area, while using the equipment, labor, etc. Everyone believes that the resource needs that he, and not the other. Conflicts arise between supervisor and subordinate, such as when a subordinate is convinced that the leader makes to his exorbitant demands, and the manager considers that a subordinate does not want to work in full force.

Subektnost on the basis of the inner life of each organization are the following types of interpersonal conflicts:

a) conflicts between rulers and ruled within the organization, and the conflicts between the manager and executor of the ordinary to be materially different from the conflicts between the head of the first arm and lower-level managers;

b) conflicts between the average employee;

c) conflict at the management level, ie conflicts between the leaders of the same rank. These conflicts are usually closely intertwined with the personal and human conflicts, promoting the practice of staff within the organization, and the struggle for the distribution of the most important positions in its own structure. They may also be associated with the development of various behavioral strategies of the organizations concerned with the development of criteria of efficiency of its total activity.

The conflict between the individual and the group. It is known that informal groups set their standards of conduct, communication. Each member of the group must comply with them. Retreat from the accepted norms of the group sees as a negative thing, there is a conflict between the individual and the group. A simple example of adaptation conflicts: between those rules and regulations of the internal dialogue that has developed in this organization, and newcomers are not aware or not aware of the existence of such rules. On the basis of Subektnost be isolated conflicts between the group and the individual - not a member of the group and intra-group conflicts - between the group and one of its members. Another common conflict of this type of conflict between the group and the leader. Here we must distinguish conflicts between the manager and the subordinate units, units and the head of another group, between the heads of the various departments involved in the conflict if the members of the group (s). In the latter two cases, the conflict may escalate into inter-group. The most seriously such conflicts take place in an authoritarian style of leadership [[4]].

Intergroup conflict. The organization consists of a set of formal and informal groups, between which there may be conflicts. For example, between the management and the performers, between employees of different departments, between informal groups within departments, between management and the union.

Unfortunately, common example of inter-group conflict are the differences between the higher and lower levels of government, ie between line and staff personnel. This is a prime example of dysfunctional conflict.

The whole set of conflicts that permeate this or that organization, one way or another connected with the methods of managing it. For control - nothing but the activity of conflict resolution for the sake of those goals and objectives, which defines the essence of the organization. The head is designed to allow private conflicts arising between the parts of the organization between management and workers, between producers and consumers, manufacturers and suppliers of raw materials in the name of the more general interests of the organization, which he considers to be the goals of its management.

The problem is complicated by the conflict in the organization, as a rule, in that very position of the head or leader of the organization is very complex and somewhat uncertain, contradictory. On the one hand, it acts as a key asset and as an indicator of success in life, but on the other hand, it is also the position subordinate to the next higher chain of command in the management of the organization. This means that the leader must be integrated as all internal impulses and challenges of the organization to know its strengths and weaknesses, have constantly all the information about the state of affairs in the most stressed points of it, and at the same time, it should at any time be of interests of the organization towards their superiors, the Board of Directors or to external structures. Of course, in the eyes of the subordinate supervisor, even the most democratic, is one way, but in the eyes of his superiors - different. This is due not a moral defect of personality or her hypocrisy, and various functions performed by a leader in the management hierarchy. Requirements that apply to it from the top, do not coincide with the requirements that apply below.

One of the most important aspects of any organization lies in the ratio of formal, formal structure of the organization and informal, is nowhere recorded, the real relations between people in the same organization. Working together is a natural distribution of authority and respect for each other, which is of great importance from the point of view of the effectiveness of the organization. As a result, more than the same formal and informal structures, the more favorable the conditions for the effectiveness of the organization. Conversely mismatch or open conflict between the structures blocks the activity of the organization. The task of the leader - a well know and feel this source of internal tension and conduct business in such a way as to possibly bring together the formal and informal structures of the organization.

The most important property of a leader, which draws the attention of Robert Merton, is that he does not just accept the decision. His mission - to organize the process of decision-making. In this sense it is "decision maker", and not the face, "the decision maker." The other decision-makers, the head is different in that its solutions are of a more long-term, have large consequences for the organization, it can not exclude himself from them or forget about them. To him face all the demands and claims departments of the organization, and it is structurally in a position where conflicting interests intersect. The biggest mistake you can make the head - that's ignoring conflicts, the desire to present the case in such a way that everything is going smoothly, with no differences in opinions and positions. But this is his best strategy is to conflicts to be solved with the participation of the conflicting parties so that they are aware of the motives and reasons of choices. "An effective leader adjusts the inevitable conflicts within the organization in a way that most of the participants involved in the decision-making process, remain convinced that the issue was resolved with justice." The point is that organizational solutions turn into reality the organization only to the extent that they can rely on the voluntary support of those who makes these decisions in the practice of everyday life. Otherwise proclaimed solutions are not able to be transformed into real action [[5]].

Labor disputes in the organization

In the transition to a market economy and entrepreneurship, enhancing the value of the economic chaos acquire labor disputes as a form of social conflict.

Labour disputes - a clash of interests and opinions, estimates between different groups about employment (conditions, content, organization and remuneration). The labor conflict in the organization is considered as:

1) direct challenge to the internal order and stability of the personnel, which allows to identify the interests and differences, mutual complaints and problems;

2) a method of regulating interactions, in order to establish the optimal organization of production and labor relations;

3) a necessary stage in the development of the workforce.

In our country, the importance of the labor conflict today is increasing dramatically. Is not only the market economy, but also a significant transformation of labor relations. With the failure of the state from its monopoly position in property relations in the management of labor and production was palpable polarization participants to owners of the employment relationship, employers and employees - the owners of its workforce. They are in many ways not the same, and sometimes conflicting interests, which often leads to labor conflicts (disputes) between them.

Of the social and labor relations in Russian society was to reduce the State's participation in the regulation of labor relations: as if there has been a kind of care it from the scope of the relationship. The result was quite evident trend of tightening relations between employers and employees.

Another feature of social and labor relations in modern Russia is that they are based not only on the existing labor law (Labor Code), but also on the values ​​of the local laws and regulations, such as the employment agreement (contract) and the collective agreement concluded by the subjects of these relations .

The commitments made by the parties involved in the conclusion of both the individual employment contracts and collective agreements (these parties - the employee or group of employees, on the one hand, and the employer or his authorized representative - the other) must be complied with by all, without exception, , in full. Default or breach of these obligations, under appropriate conditions in the organization creates a situation of conflict, which passes, usually in the labor dispute.

Depending on who is involved in this confrontation and antagonism, labor disputes are divided into individual and collective.

In the individual labor dispute involving, on the one hand, the specific employee, and the other - the employer.

The collective labor conflict participants collective acts of employees (as a single organizational structure), and the opposing employer (in the name of the representative bodies of the structure).

Innovative conflicts [[6]]

In a market economy at the level of organizations (enterprises) is a radical restructuring. With its economic independence, responding fully for the results of their operations, organizations tend to use a variety of factors that would provide them with high efficiency, competitiveness and sustainability.

Heads of organizations, senior staff and workers seek to upgrade production, the development and implementation of innovations in the various sub-systems of their organizations - industrial (technical), economic, social. In these areas of innovation acquire economic significance. They are aimed at creating the conditions for effective work, can increase the supply and demand for its products, increase profits.

Innovation (or innovation) - is the target of changes aimed at improving and creating a new (it is the organization) of the product, technology, organizational form of control, etc.

Innovations from concept to mature product-specific and suggest:

- Updating the means and methods of production;

- Changes affecting the organizational forms of economic activity (for example, the elimination of certain professions, jobs, the use of additional new knowledge);

- Change in the individual management units (ASU implementation, scheduling, new forms of record keeping, accounting and control);

- Changes in the content and the working and living conditions of workers (the introduction of progressive regimes of work and leisure, catering to the production, etc).

Content and feature innovation, which brings together people, a number of requirements to team members:

1) have a sufficiently high qualification and innovative creative thinking;

2) be capable of self-learning and strive in their work and the experiences of others;

3) actively participate in the innovation process, to be ready to take risks;

4) be able to find and implement innovative solutions;

5) have a high internal culture, to be sociable.

The social base of innovative processes are different groups of workers with different status position and the opportunities they have to realize their goals. The following groups of employees:

- "Independent innovators" - scientists, engineers, workers who have made a discovery or invention is not conducive to the profile of the organization in which they work. For example, the worker creates a machine to put the rivets on jeans. But in that innovation is not interested his organization;

- "Innovators for position" - experts and business leaders, which is charged with duties of implementation of science and best practices;

- "Innovators in the Spirit" - those who are more focused on high autonomy, active in the field of modernization of production.

Because innovation opens up new prospects for change flexibility to changes in demand and supply, ie is a replacement of the old - new, it generates an objective social contradictions. The fact that the conversion is usually affect the interests of the people, their plans, expectations. The more radical and the breadth of change, the more they cause tensions and conflicts arising from the struggle of the old and the new.

Every innovation is associated with the development, "punching", the proliferation and use of innovations in production. Thus there is a conflict between supporters and opponents of the innovation. The reason for this lies in the difference between the results and consequences of innovation for social groups of workers on the one hand, and the organization as a whole - on the other. Objectively between them will arise rather contradictory relationship. For example, there are situations where innovation profitable enterprise (organization as a whole), but not in the interests of individual groups of its employees, or vice versa - is unprofitable enterprise, but satisfied certain groups of workers. The results of innovation can have different content for businesses and workers. For example, from the point of view of the interests of the organization (enterprise), the main result can be an increase in production obtained through the creation of special conditions in one of the units (teams) working on a collective contract. In the teams results may be expressed primarily in income growth, increased participation in management, content enrichment work. And throughout the rest of producing the same product, the result of this innovation can be expressed in the deterioration of their situation because of the limited technology that was transferred from the department to the row.

Most experimental links of paid more attention to the other teams to focus decreases. This can cause conflicts, such as:

- The social effect can have the opposite "sign" to the economic;

- Can withstand the impact of innovation results;

- The same effects and consequences of innovations may be weighted differently by team members of the organization. The ratio of the results of innovation and their costs are perceived differently by the employees and the organization, and may give rise to a conflict situation, and even conflict. The conflicts that arise as a result of innovations in the organization, as well as all the others, may be partly functional and partly dysfunctional character.

Conflicts may like to facilitate and impede the implementation of innovations. Thus workers are actively resisting innovation, become parties to the conflict. An example would be a conflict of collective Vyborg Pulp and Paper Mill (PPM) for the right to work in your company. A bit of history: in 1996, the company twice resold for a song to the new owners. Two years enterprise capable to produce a unique environmentally friendly products (paper) did not work, people did not get paid. The representative of the new owner's announced reduction of working from 2100 to 800 and the reorganization of PPM in a sawmill. This provoked a storm of indignation and protest. The workers realized that the only union may be the only legal framework that could stop the "squandering" of city-forming enterprise. They spent the re-election of trade union. The union was founded CJSC and the opportunity to do business. Organized the work on the "hijacked" the enterprise. For the first time in two years launched a paper-making machine, began to regularly pay the salaries of employees of the plant.

It is important to note that employees who are actively resisting innovation, become parties to the conflict, but not necessarily in it not wrong party.

It should also be borne in mind that in the course of implementation of innovations and the final result may have a dangerous effect of so-called passive workers. For they are openly against the innovations do not act, so they are difficult to identify and engage them in a dialogue. There may be a team quite a lot.

Innovative activity, usually a collective, it requires the involvement of many people at various professional officers of the group. And the more people involved in the innovation process, the more intense it is leaking, so there is more opportunity for conflict situations, which are generated by the difficulties that accompany most of the new features.

The main causes of innovative conflict include:

- Passivity employees interested in innovation training. This is due to the fact that many workers fear pay cuts, adding work during the implementation, not afraid to cope with new responsibilities, do not have the material and moral incentives during the implementation. In other words, workers fear the worsening (as a result of innovations) of their socio-economic status;

- Lack of material resources, but sometimes organizations have the resources of a lower quality than required. Sometimes they have to produce on the side, sometimes the required equipment, instruments are not issued by the domestic industry;

- The deterioration of relations between the leaders of the major professional organizations and with the heads of departments and specialists;

- The need to rebuild their work managers and senior staff. Today the problem of employment and re-training is becoming increasingly important not only for managers, but for the ordinary members of the workforce.

Overcoming these and other difficulties, a more rational approach to the innovation process will reduce conflict in organizations.

Innovative conflicts in organizations may be business and personal.

Such conflicts arise between people, one way or another related to production and economic relations. The restructuring has given impetus to many organizational and managerial innovations that change the organization of production and management. New organizational forms associated with the creation of cooperatives, rental, family teams, etc. Feature of many forms of organization - their flexibility and a focus on customer satisfaction. At the same time, new organizational forms generate new conflicts and contradictions.

Internal driving force for innovation is the need for people to be creative, implicit in the very nature of man is manifested in the constant quest for renewal, improving the working environment. Availability and high development of these needs is inherent innovators who sensitively catch new problems, and for which interested in the process of innovation. They can take part in it, even without receiving any remuneration. But how creative people are interested in recognition of their contributions and achievements, for what are often able to enter into conflict.

The clash of opposing, incompatible needs, motives, interests, thoughts, feelings, creates innovative interpersonal conflicts.

They can occur both in the official and unofficial relations between the supporters and opponents of the new features. Such conflicts can be situational and characterological basis.

By situational conflict is premised include:

- A sense of uncertainty and insecurity;

- Lack of awareness or distorted;

- Lack of recognition of the collective worker;

- Injustice.

By characterological assumptions are:

- Traits of character;

- A tendency to aggressive behavior;

- Reduced self-criticism;

- Intolerance for the shortcomings of others;

- Lack of manners.

The worker becomes a source of conflict, when driven, values ​​are not compatible with the interests and values ​​of the group, that is, when the moment of his "inadequate" the goals and objectives of the group. For example, an active pioneer work in a team where "not accepted" engage in innovation, or, on the contrary, passive worker enters into a collective-intensive updating production.

Conflict-prone personality is also possessed with the idea, ready to pursue his in any way. It's hard to find people with the personality traits that would guarantee conflict-free behavior. Practically anyone can join in the conflict relations.

 1.2. The main causes of conflicts

You can identify several common root causes of conflict in organizations [[7]].

1) The allocation of resources. Even in the largest and wealthiest organizations, resources are always limited. The need to distribute them almost inevitably leads to conflict. People always want to get as much or more, and their own needs always seem to be more reasonable.

2) The interdependence of tasks. The potential for conflict exists wherever one person (or group) that is dependent on another person (or group) to the task. For example, the head of the production unit may explain the low productivity of their subordinates inability repair service quickly and efficiently repair the equipment. The head of repair service can, in turn, blame the human resources department that is not accepted by new workers, which he needs repairers.

Several engineers involved in the development of one product can have different levels of professional qualifications. In this case, the specialists of higher qualification may be unhappy with the fact that the weak performance of engineers brake work, and the latter did not like the fact that they are required to impossible. Interconnectedness of problems with unequal opportunities leads to conflict.

Said example of the conflict between the line and staff personnel also arises from the interconnectedness of problems. Wizards depend on the main experts because they need their help in the implementation of technical solutions, as leaders of a higher level depends on the master, as the latter put into practice the ideas of managers.

3) The difference in goals. The probability of such conflicts in organizations increases with the organization when it is broken down into specialized units. For example, sales may insist on the production of a wide range of products based on the demand side (market needs), with production units are interested in increasing the volume of output at minimum cost, which provides manufacturers a simple homogeneous products. Individual workers also have been known to pursue their own goals do not coincide with the goals of others.

4) Differences in the ways of achieving goals. The leaders and executors may be different views on ways and means to achieve common goals, ie in the absence of conflicting interests. Even if they all want to increase productivity, make work more interesting - about how to do this, people may have a very different view. The problem can be solved in different ways, and each believes that it is the best solution.

5) Inadequate communication. Conflicts in organizations are often due to poor communication. Incomplete or inaccurate transfer of information or lack of information in general is not only the cause but a consequence of dysfunctional conflict. Poor communication prevents conflict management.

6) The differences in the psychological characteristics. This is another reason for conflict. As already mentioned, should not be regarded as its core and the main one, but ignore the role of psychological characteristics is also impossible. Every normal person has a certain temperament, character, needs, attitudes, habits, etc. Each person is original and unique.

Sometimes psychological differences of the joint activity are so great that impede its implementation, increase the likelihood of all types and kinds of conflict. In this case we can speak about the psychological incompatibility. That's why at the moment managers are increasingly turning to the selection and formation of the "well-organized team" [[8]].

The existence of these sources or causes of conflict increases the likelihood of their occurrence, but even with high potential for conflict parties may not want to join in the conflict interaction. Sometimes, the potential benefits of participation in the conflict is not worth the cost. Joining in the same conflict, as a rule, each party is doing everything to adopted her point of view, achieved its goal, and prevents the other party to do the same. It is necessary to control the interaction of the conflict. Depending on how effective it will be, the consequences of the conflict would be functional or dysfunctional. This, in turn, affect the likelihood of subsequent conflicts.

 2. Events management processes of conflict in the organization

 2.1. Approaches to the diagnosis of the conflict

Any organization in their life associated with the inevitability of the occurrence within it various conflicts. Conflict is a natural condition for the existence of any community of people, the source and the driving force behind the development of this community. This perception of the conflict makes it possible to use it as a tool to influence the development of the organization through a change in the need for its culture, structure and capacity, thus, the conditions for the most efficient operation of the team to achieve organizational goals.

Effective use of the instrument is possible in the event that there is the knowledge that this is a tool. Define what is a conflict, what is its nature and mechanisms of leakage. Considering the problem of the conflict, it is important to highlight the following points:

- The subject of the conflict;

- Causes of the conflict;

- Parties to the conflict;

- The speaker or the phase of the conflict.

Finding the answers to these questions can call the diagnosis of the conflict. If the conflict is an inevitable companion of the organization, for the creation of the organization of social and psychological conditions facilitating effective joint action, as its individual employees and entire departments, managers need to work on organizing the identification and management of the interaction of the conflicting parties to resolve the conflict relations. One of the directions in this work is a diagnostic of the conflict, the meaning of which can be considered a development of the model to select the optimal development of the conflict. It is necessary to take into account the desired result, the likelihood of new conflicts in the future and the need for measures to prepare employees to overcome the conflicts constructively for the benefit of the organization [[9]].

Research on the possible conflict are two main approaches to its essence, the use of which may help the person carrying out diagnostics.

The first approach considers the conflict as a phenomenon, which is characterized by conflict, confrontation of different views, positions and interests of the parties, due to their incompatibility. On this understanding, conflict management infancy as a science.

The second approach sees the conflict as a system of relations, the process of interaction of the subjects about their different interests, values.

From the point of view of the first approach, the conflict begins with a conflict situation because of the differences in subjects participating in the joint venture. Scheme conflict dynamics comprises explicit and latent phase (step). For the latent stage is characterized by the following points:

- Awareness of the specifics of the parties of their interests;

- Awareness of the threats to the parties themselves and their interests on the part of opponents and obstacles in the protection of their interests.

Next, the conflict can develop in one of the following. Alternatively, the parties have not come into contact: neither party will not take the responsibility to initiate the interaction. Or awareness by the parties of the conflict situation may encourage the parties to join the interaction on the differences in their positions or interests (the beginning of explicit stage of the conflict), which can go in two main ways: collision (fight) or collaboration (negotiation).

This approach bears some recommendations on how to work with the conflict, based on the elimination of the conflict itself, or use opportunities for conflict prevention, ie exclude it as a negative phenomenon in the life of an interacting group.

From the point of view of the second approach, the conflict has its origins in the time of the entry of the parties to the interaction about the differences in their interests. This interaction may take several forms. According to one of the concepts of conflict and forms of interaction correspond to the three phases of the conflict:

- Confrontational phase - a form of struggle (collision);

- Negotiation - a form of negotiation;

- Communicative - a form of cooperation.

Conflict can develop in one of two scenarios:

- The development of communication between the parties through their interaction translation of the confrontational phase through negotiation in the communicative;

- Cooperation between the parties in a single phase without progressive transition from one phase to another, where the period of the delay of the development process of the conflict at the level of confrontation or negotiation phases called the "crisis" of the conflict.

Such an understanding of the conflict represented in a number of current research on conflict, allowed the development of new approaches to its prevention and resolution-oriented change in the type of interaction between the participants.

Speaking of the parties to the conflict, it must be said that the choice of one of the approaches to the understanding of the conflict may determine the perception of the parties to each other, either as opponents (the conflict as a phenomenon of confrontation), or as partners (the conflict as a system of relationships), on which the process of conflict resolution. You can use the conscious direction of the perception of the enemy opponent to the partner as a constructive way to resolve (development) of the conflict.

An important point in the approach to the diagnostic study of the conflict is the choice of the person conducting it, its position in the conflict. Diagnostics can be carried out from the perspective of an expert consultant (expert-consulting approach), where the basis for a diagnostic study is the analysis of the situation, identifying cause-and-effect relationship with the subsequent preparation of the management recommendations for the settlement of the conflict and have to predict the emergence of new to improve the readiness of the organization to their constructive overcome. Or lead to the diagnosis of position of interference in the interaction between the conflicting parties in the conduct of parallel analysis of the problem and manage the interaction of subjects (expert procedural approach).

A diagnostic conflict organization, in terms of one of these approaches may determine further selection of appropriate technology to overcome the (development) of the conflict. One of them involves the development of the conflict through the optimization of the interaction between the parties and the translation of this interaction from the confrontational phase relationships through negotiation to communication. The other - the conflict resolution within a single phase relationships (or confrontational negotiating), which is not always constructive and denied by those who hold the first approach.

Thus, a focus on a certain understanding of the conflict, a technology to overcome it (development) and the choice of a particular position in relation to the conflicting parties with the knowledge of the organizational culture can help in the most efficient execution of diagnostic and management measures to overcome the conflict that arose or possible in the organization .

 2.2. The strategy of intervention in the conflict

Diagnosis types of conflicts, the approach to resolve it with the subsequent selection of intervention - is the traditional stages of the counselor. Effective consultant - is, first of all, the ability to see a variety of aspects of the conflict and creative selection methods. However, experience indicates conflict resolution specific sequence of actions for constructive management.

Consider a strategy for effective intervention, implemented consultant. Strategic interventions determined by several postulates, that is, the basic terms of the settlement of the conflict. These tenets will be regarded as a kind of places where should be determined and taken significant decisions - the appropriateness of interventions, their types [[10]].

1) Conquest of the authority of the parties

Parties should strive for a positive resolution of the conflict and to act accordingly with the help of a consultant. Therefore it is very important for the consultant to establish good relations with both sides, without giving preference to any of them, because then it will not work effectively.

The consultant shall:

- To establish at an early stage of the relationship with the parties;

- Clarify its intentions with respect to this conflict;

- To mobilize support. Representatives of both sides and managers can explain the intentions of the consultant to individuals whose interests they represent, and to help them understand the important aspects of his work.

If one of the parties does not see any sense in resolving the conflict, the feasibility of further work consultant in doubt.

2) Determining the structure of the relationship

The consultant should clearly understand the structure of the parties - parties to the conflict.

Unclear leadership, internal power struggle, an intense rivalry between the factions and other factors can be a significant obstacle to the resolution of the conflict. It is important to get acquainted with the formal and informal leaders, and to know not only their opinion, but also the degree of their readiness to actively complicit in the conflict. This means that the consultant must not only establish the structure of the parties, but sometimes helping them to develop more specific internal structure.

The Consultant shall determine the structure of the relationship and co-ordinate central government. Collaboration Consultant with representatives of the central government will increase the likelihood of success.

A widely used method in this case is an interview with representatives of both parties as a way to obtain the necessary information. Through these interviews consultant determines the highlights:

- The extent of its authority;

- Distinction between the internal structure of the parties;

- The possible composition of the group who can support him.

In addition, interviews provide information on the following consultant decisive aspects considered later:

- The intensity of the conflict;

- The level of symmetry and balance of power;

- The nature, the nature of the conflict (some problems, grievances, complaints and grievances).

The presence of groups that support and consultant interviews are an opportunity to develop an individual program of study of the situation. Main focus of research - is to create the preconditions for regulating the tension and intensity of the conflict.

3) Maintaining the balance of the parties

Without a certain symmetry between the parties consultant will not be able to perform their duties. Actually invitation consultant may be the evidence of a certain balance between the parties and the willingness of the parties to resolve the contradictions. The presence of a significant power difference indicates a greater likelihood that the stronger party is going to resolve the conflict by simply imposing their will and forcing the other side to accept it.

The consultant should be active, especially in the presence of desperate situations in which the parties are more or less in line with each other. In fact, a desperate situation (or the threat of its occurrence due to the fact that the parties have more or less equal power) is the driving factor for the study of nature, the nature of conflict, its consequences and alternatives. The most important feature of the interaction between the parties in these circumstances is the desire to preserve the balance of power. In addition to the consultant should take into account in its activities and such simple matters as spending roughly equal time to consult with both parties, as well as holding separate discussions on neutral territory.

4) Maintain the "optimal" level of intensity of the conflict

High-intensity conflict complicates the management of them, and even in some cases makes it impossible. This situation is caused by the fact that none of the parties were not prepared to communicate with the other party. It often happens that both participants of the conflict do not see much sense in the activities of the consultant, especially if it is restricted to certain terms and conditions of the parties.

Moreover, there is another danger. The conflict that is at a very rapid escalation, it may be, in practice, beyond the control of the consultant. Conflicts may enter into a phase in which the parties are reluctant to make changes because the state of the conflict has become their habit. It is clear that the parties in this situation prefer unwanted and destructive actions to resolve this conflict, and not another attempt to reach a compromise. Own positive image is combined with a negative view of the other side. Parties to the conflict are no longer willing to listen to other points of view, as it only contributes to the doubt that he was right, and stick to their own view of the situation [[11]].

Such protracted conflicts may pose a far greater challenge for the consultant than suddenly arisen acute crises.

5) The differentiation of the intervention in 4 kinds of conflict

If the previous steps addressed the management of the dynamics of the conflict, there is the defining issue of the qualitative aspect of the dispute, the nature of their origin.

Conflict situations are usually associated with one of the following types of relationships that arise in the course of joint activity of groups:

- Business ("instrumental") relationships;

- Socio-emotional relationships;

- Relationships when negotiating the allocation of resources;

- Strength relationships.

Sometimes a conflict associated with all these types of relationships, in which case they should be considered as different aspects of the conflict.

6) Detail of the conflict, confrontation, synthesis

Practice shows that the effectiveness of a consultant is only in cases where the consideration of contention and confrontation of the parties take place in stages. This approach leads to the synthesis of views, that is, to develop specific solutions, understanding, and compromise.

This iterative process, each time providing for the examination of a particular conflict. The best results are obtained when this method will be supported by both parties to the conflict.

The immediate objective of the discussion is not making decisions and clarifying prospects on both sides. Confrontation prospects will vary depending on what type of relationship dominates: in matters of a business nature it will be mainly discussion and debate, in matters of socio-emotional nature - an idea yourself in the place of another in resource allocation, negotiation.

The result of this confrontation can be a synthesis of perspectives: the production of solutions, understanding and compromise.

Confrontation can end and the establishment of a no-win situation. Hopeless situation forced the parties to further detail, again followed by confrontation.

7) The definition of procedures to reach a compromise for both sides, facilitating continuous progress

An important task of the consultant - a clear and resolute determination and specifying the procedures that the parties must fulfill their explanation and justification. Clarity of roles and algorithms sides creates a calm environment necessary to continue the work, while the uncertainty, indecision and ambiguity caused confusion disbelief. Often sides feel disoriented and suffer threats. The conflict, as the experience - is the structure of the set of elements linked in time, characterized by changing views of the parties on the subject of the dispute. Effective preference of an element of the procedure for its resolution may depend primarily on the mastery consultant in the choice of a particular item, causes the greatest dissatisfaction, as well as the ability of the parties to change their views.

Diagnostic accuracy of these two components of conflict management procedures, selection of appropriate methods of work, mastery of their use determine the effectiveness of the style of the consultant.

In addition, the effectiveness of the consultant influences the structure of the process of conflict management, which usually means a change in the degree of confrontation of the parties. The process, as experience shows, can easily take the form of repeated cycles of discussions of the same issues. In these cases, the special role played by the quality of the management consultant such as the control. In other words, the consultant, in effect, acts as a regulator of "mental activity" conflicting groups towards a final resolution of the conflict.

Course of action consultant discussed above postulates is given in Table. 1.

Table 1

Methods for effective intervention in the conflict in stages of its analysis

Aspect of the relationship

The expert method

The conquest of the authority of the parties

Manifestation, a demonstration of independence, an explanation of their intentions

Determining the structure of the relationship

Understanding of the internal structure, structuring the relationship between the central government and the local actors

Maintaining the "optimal" level of intensity of the conflict

Determining the consequences of protracted conflicts, the study willingness of the parties to implement the changes

Differentiation of intervention by type of conflict

Selecting interventions appropriate Current classification

Detailing the conflict, confrontation, synthesis

Piecemeal consideration of conflict, confrontation and investigation of desperate situations for further details

Definition of procedures to reach a compromise for both sides

Recommendation clear and transparent procedures, termination cyclically recurring discussions

In this role as a consultant manager must create the conditions within their competence for continued progress in the negotiations. It refers to a technology owned by resolution of the conflict, which will allow the consultant to manage change in the positions of the parties in the subject matter of the dispute, leading to the resolution of conflict over time. The crisis in the organization minimization of conflict resolution acts as one of the most important requirements for the effective overcoming.

Conclusion

As we know, the conflict - is the lack of agreement between two or more parties (partners, opponents). In this case, each party seeks to assert his point of view on the subject of the dispute and to prevent the approval of the other party. The subject of the conflict - is his source, the core, are the subject of conflicts of interests, positions, values, and attitudes.

Level (rank, importance) of the participants of the conflict may be different. Rank individuals who do not have any means to influence opponents, minimal, Rank Group representative (union groups) is increasing steadily. The highest rank (in terms of legal development), the representative of the state.

Of course, not every dispute - it is a conflict. The latter is necessary for the emergence of the original conflict situation (potential conflict) and the incident - the actuation of the trigger conflict. The incident of the conflict is often the ill-conceived, insufficiently weighted action, an unsuccessful demeanor.

Despite the seeming endless variety of conflicts, their causes rather trivial and can be grouped as follows:

- The main reason for the limited resources that must be divided between the parties;

- All persons involved in the conflict have different goals for their actions. Their tasks are mutually exclusive, and the use of a method of compromise is unlikely to lead to the unity of the parties;

- Lack of understanding of the goals and objectives of each other, the mutual distrust has reached its limit, and each of the parties to the conflict will only listen to themselves speak only about their problems;

- Demeanor and reflective participants in the conflict, as a result, vzaimoottalkivayuschaya.

Conflict management is considered by many experts as a translation of it in the mainstream of rational people a meaningful impact on the conflict behavior of social actors of the conflict in order to achieve the desired results, limiting the scope of the confrontation constructive influence. Conflict management includes forecasting, control, prevention and promotion of some other, termination and suppression of conflict.

The conflict is called functional if it leads to an increase in the efficiency of the organization, and dysfunctional (destructive) if it reduces efficiency. Effective management - is a translation of all the conflicts in the required direction.

The determining factor for competitiveness, economic growth and efficiency, is the presence in the enterprise human resources capable of professionally solve production tasks. For effective personnel management company in need of a complete system of work with personnel to operate them from the moment of hiring until his retirement.