第1个回答 2017-10-25
冲突的类型：功能正常型/功能失调型
毫无疑问，冲突是组织生活的自然现象：不同的组织成员各有不同目标，故此冲突是无可避免的。冲突出现的形式可谓各有不同。个别员工可能基于与上级在性格上有冲突或觉得勉励不足，因而拒绝合作，或至少工作热诚减退。若是有小组员工拢聚在一起，就可能会产生不同类型的工业行动。在爱尔兰，我们最熟悉的就是“撤工”或“罢工”。其他不太明显的冲突，例如缺勤或态度冷漠，都可能对组织造成同样的损害。
冲突必定是坏事吗？如果有助于解决问题，冲突是否仍然有害？如果有助于解决问题，人力资源部应否设法避免冲突？要解答这些问题，我们必须考虑功能正常冲突型及功能失调型冲突之间的区别。
一位冲突专家写道：「有些[类型的冲突]有助组织实现其目标及提高绩效，这些类型的冲突是具功能性及有建设性的，有利于组织，有利于或有助实现组织的宗旨。此外，亦有些类型的冲突是妨碍绩效的，这些类型的冲突导致功能失调或具破坏性，不可取，管理层应该予以根除。 」（Robbins，1978）
在冲突及冲突管理方面，有两个不同的理论学派。“多元主义”学派认为冲突是正面的，应予以鼓励。然而，这学派承认应对冲突予以管制，不致造成失控；冲突是源于争取有限奖励、竞争及对目标存有潜在性挫败感所造成的。这学派认为，人性不恶，追求自身利益和处身于激烈竞争中，人由自身本能所驱动。
然而，“人文关系”学派则认为，大体上，冲突有害的，应予以消除或解决。这学派认为冲突不是无可避免的，而是由于沟通失败，以及群体之间缺乏信任、开明和理解而产生的。这学派亦认为，人性本善，互相信任、合作和善良是人性天赋的本质。
总括来说，人力资源管理政策与“人文关系”学派的冲突管理理论同出一辙。
~~~~~~纯人手翻译，欢迎采纳~~~~~~
原文如下：
Types of Conflict: Functional/Dysfunctional
There can be no doubt that some conflict is a natural part of organisational life: the different aims of different players make it inevitable. Conflict may manifest itself in different ways. An individual worker may withdraw co-operation or at least enthusiasm because of a personality clash with a superior or because of a perception of inadequate incentives. If groups of workers coalesce around an issue, industrial action of different kinds may result. In Ireland we are most familiar with withdrawal of labour or "strikes." Other less obvious manifestations of conflict, such as absenteeism or apathy, can be equally damaging to an organization.
Is conflict necessarily a bad thing? Is it any harm if it helps to resolve a situation? Should the HR Department seek to avoid a conflict that will resolve a situation? To answer these questions we must consider the distinction between functional and dysfunctional conflict.
One conflict expert has written:
"Some [types of conflict] support the goals of the organisation and improve performance; these are functional, constructive forms of conflict, they benefit the organisation. They benefit or support the main purposes of the organization. Additionally, there are those types of conflict that hinder organisational performance; these are dysfunctional or destructive forms. They are undesirable and the manager should seek their eradication. (Robbins, 1978)
There are two distinct theoretical schools when it comes to conflict and its management. The Pluralistic approach views conflict as positive and to be encouraged. It acknowledges that conflict should be regulated so that it does not get out of hand and that conflict results from a struggle for limited rewards, from competition and from potential frustration of goals. It holds that people, while not essentially bad, are driven by self-interested and competitive instincts.
The Human Relations school, however, believes that conflict by and large is bad and should be eliminated or resolved. It believes that conflict is not inevitable and that it results from the breakdown of communications and from a lack of trust, openness and understanding between groups. It also believes that people are essentially good and trust, co-operation and goodness are given in human nature.
By and large, HRM policies are concerned with the management of conflict in line with the Human Relations school.本回答被网友采纳
毫无疑问，冲突是组织生活的自然现象：不同的组织成员各有不同目标，故此冲突是无可避免的。冲突出现的形式可谓各有不同。个别员工可能基于与上级在性格上有冲突或觉得勉励不足，因而拒绝合作，或至少工作热诚减退。若是有小组员工拢聚在一起，就可能会产生不同类型的工业行动。在爱尔兰，我们最熟悉的就是“撤工”或“罢工”。其他不太明显的冲突，例如缺勤或态度冷漠，都可能对组织造成同样的损害。
冲突必定是坏事吗？如果有助于解决问题，冲突是否仍然有害？如果有助于解决问题，人力资源部应否设法避免冲突？要解答这些问题，我们必须考虑功能正常冲突型及功能失调型冲突之间的区别。
一位冲突专家写道：「有些[类型的冲突]有助组织实现其目标及提高绩效，这些类型的冲突是具功能性及有建设性的，有利于组织，有利于或有助实现组织的宗旨。此外，亦有些类型的冲突是妨碍绩效的，这些类型的冲突导致功能失调或具破坏性，不可取，管理层应该予以根除。 」（Robbins，1978）
在冲突及冲突管理方面，有两个不同的理论学派。“多元主义”学派认为冲突是正面的，应予以鼓励。然而，这学派承认应对冲突予以管制，不致造成失控；冲突是源于争取有限奖励、竞争及对目标存有潜在性挫败感所造成的。这学派认为，人性不恶，追求自身利益和处身于激烈竞争中，人由自身本能所驱动。
然而，“人文关系”学派则认为，大体上，冲突有害的，应予以消除或解决。这学派认为冲突不是无可避免的，而是由于沟通失败，以及群体之间缺乏信任、开明和理解而产生的。这学派亦认为，人性本善，互相信任、合作和善良是人性天赋的本质。
总括来说，人力资源管理政策与“人文关系”学派的冲突管理理论同出一辙。
~~~~~~纯人手翻译，欢迎采纳~~~~~~
原文如下：
Types of Conflict: Functional/Dysfunctional
There can be no doubt that some conflict is a natural part of organisational life: the different aims of different players make it inevitable. Conflict may manifest itself in different ways. An individual worker may withdraw co-operation or at least enthusiasm because of a personality clash with a superior or because of a perception of inadequate incentives. If groups of workers coalesce around an issue, industrial action of different kinds may result. In Ireland we are most familiar with withdrawal of labour or "strikes." Other less obvious manifestations of conflict, such as absenteeism or apathy, can be equally damaging to an organization.
Is conflict necessarily a bad thing? Is it any harm if it helps to resolve a situation? Should the HR Department seek to avoid a conflict that will resolve a situation? To answer these questions we must consider the distinction between functional and dysfunctional conflict.
One conflict expert has written:
"Some [types of conflict] support the goals of the organisation and improve performance; these are functional, constructive forms of conflict, they benefit the organisation. They benefit or support the main purposes of the organization. Additionally, there are those types of conflict that hinder organisational performance; these are dysfunctional or destructive forms. They are undesirable and the manager should seek their eradication. (Robbins, 1978)
There are two distinct theoretical schools when it comes to conflict and its management. The Pluralistic approach views conflict as positive and to be encouraged. It acknowledges that conflict should be regulated so that it does not get out of hand and that conflict results from a struggle for limited rewards, from competition and from potential frustration of goals. It holds that people, while not essentially bad, are driven by self-interested and competitive instincts.
The Human Relations school, however, believes that conflict by and large is bad and should be eliminated or resolved. It believes that conflict is not inevitable and that it results from the breakdown of communications and from a lack of trust, openness and understanding between groups. It also believes that people are essentially good and trust, co-operation and goodness are given in human nature.
By and large, HRM policies are concerned with the management of conflict in line with the Human Relations school.本回答被网友采纳
第2个回答 2017-10-24
百度翻译啊
第3个回答 2017-10-23
。
第4个回答 2017-10-23
度就有翻译
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