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Introduction Conflict resolution is a method used in organizations and at the individual level to arrive at a peaceful ending in a conflict. Conflict resolution is primarily the role of the managers of the organization. Summary of a cross-sectional study of managers’ conflict management in Singapore The paper aims at finding out the type of conflicts that arise in Singapore companies as a result of cultural and management differences. The study explores different ways in which the managers from different cultural backgrounds approach the conflict resolution problem in Singapore. Singapore experiences the global economy, therefore, attracting many multinational companies. As such, managers and staffs move into the country with a diverse culture in both management and personal conduct (Yuen, 2001). The paper indicates that most of the managers in Singapore multinational companies exhibit a similar pattern in terms of conflict resolution styles they use. However, some managers opted to divert from their cultural values in order to handle conflicts. The study is further based on the individual – collectivism concept. The study relates the conflict resolution styles adopted by the managers from Asia and America with their cultural and managerial backgrounds. Cultural difference is one of the factors believed to cause differences in conflict management styles (Yuen, 2001). In the study, the results indicate that, in the individualism countries like the United States of America, managers tend to give weight to conflict resolution styles that take into account personal goals and preferences. Similarly, collectivism counties like the Asian countries give weight to those
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