scholarly journals MANAJEMEN KONFLIK ANTARBUDAYA PADA ORGANISASI INTERNASIONAL

2017 ◽  
Vol 6 (2) ◽  
pp. 11
Author(s):  
Ellysabeth Ratih Dwi Hapsari W
Keyword(s):  
Conflict Management ◽  
Intercultural Communication ◽  
International Organizations ◽  
Management Style ◽  
International Organization ◽  
Third Party ◽  
Internal Conflict ◽  
Negotiation Theory ◽  
Communication Conflict ◽  
Different Cultures

ABSTRACTCommunicating effectively with people from different cultures in the workplace is very challenging. Barriers to intercultural communication can occur, such as anxiety, roles and norms, beliefs and values, stereotypes and ethnocentrism. These barriers can cause internal conflict within a group of organizations or companies that have employees with different cultures. Internal conflicts that occur will also prevent the organization to achieve its goals. The current issue is how the management of intercultural communication conflicts occurs in international organizations. The purpose of this study is to describe the experience of employees of international organizations in the management of intercultural communication conflicts by knowing the negotiation of employee identity, knowing the types and forms of conflict experienced by employees of international organizations and knowing the form of face management in inter-cultural communication conflict management at employees of international organizations. The subject of this research are international organization employees from India, UK, Indonesia and China. Theory used in this study are Identity Negotiation Theory, Face Negotiation Theory, Effective Intercultural Workgroup in Communication Theory and Thomas and Killman’s Conflict Management Model. The results showed that the negotiation of identity between collectivist and individualist cultures that occurred begins with the interaction between cultures in the form of communication behavior, language, personal character and response from other employees. Differences in ways of thinking and view are the main causes of conflict between individualist and collectivist cultures. Face owned by each culture influences other differences such as how individuals perceive themselves in conflict, self-priority in conflict, and the conflict management style used. Intercultural conflict management that occurs requires a third party as a mediator.Keywords : Intercultural Communication, Conflict Management, International Organization

Preventing War and Providing the Peace?

2009 ◽  
Vol 26 (2) ◽  
pp. 144-163 ◽  
Author(s):  
Megan Shannon
Keyword(s):  
Conflict Resolution ◽  
Conflict Management ◽  
Causal Relationship ◽  
International Organizations ◽  
Dispute Settlement ◽  
Claims Data ◽  
Third Party ◽  
Trust Building ◽  
Territorial Claims ◽  
Bilateral Negotiations

I explore whether international organizations (IOs) promote peaceful conflict management. Using territorial claims data, I find that organizations with interventionist capabilities encourage disputing members to attempt peaceful conflict resolution. Then, to more fully uncover the causal relationship between IOs and conflict management, I investigate the influence of IOs on bilateral dispute settlement separately from third party settlement.The analyses reveal that institutions do not promote bilateral negotiations between members, indicating that the socialization and trust-building capabilities of IOs are limited. However, institutions foster multilateral talks, demonstrating that IOs broker bargaining with third party diplomatic intervention.

Shared perceptions of supervisor conflict management style

2016 ◽  
Vol 27 (1) ◽  
pp. 25-49 ◽  
Author(s):  
Kirsten A. Way ◽  
Nerina L Jimmieson ◽  
Prashant Bordia
Keyword(s):  
Conflict Management ◽  
Positive Association ◽  
Well Being ◽  
Management Style ◽  
Third Party ◽  
Relationship Conflict ◽  
Content Type ◽  
Stress Buffering ◽  
Conflict Management Style ◽  
Anxiety Depression

Purpose – This study aims to investigate the extent to which employee outcomes (anxiety/depression, bullying and workers’ compensation claims thoughts) are affected by shared perceptions of supervisor conflict management style (CMS). Further, this study aims to assess cross-level moderating effects of supervisor CMS climate on the positive association between relationship conflict and these outcomes. Design/methodology/approach – Multilevel modeling was conducted using a sample of 401 employees nested in 69 workgroups. Findings – High collaborating, low yielding and low forcing climates (positive supervisor climates) were associated with lower anxiety/depression, bullying and claim thoughts. Unexpectedly, the direction of moderation showed that the positive association between relationship conflict and anxiety/depression and bullying was stronger for positive supervisor CMS climates than for negative supervisor CMS climates (low collaborating, high yielding and high forcing). Nevertheless, these interactions revealed that positive supervisor climates were the most effective at reducing anxiety/depression and bullying when relationship conflict was low. For claim thoughts, positive supervisor CMS climates had the predicted stress-buffering effects. Research limitations/implications – Employees benefit from supervisors creating positive CMS climates when dealing with conflict as a third party, and intervening when conflict is low, when their intervention is more likely to minimize anxiety/depression and bullying. Originality/value – By considering the unique perspective of employees’ shared perceptions of supervisor CMS, important implications for the span of influence of supervisor behavior on employee well-being have been indicated.

Litigating Member State Responsibility

2015 ◽  
Vol 12 (2) ◽  
pp. 468-483 ◽  
Author(s):  
Paolo Palchetti
Keyword(s):  
Member State ◽  
Present Article ◽  
International Organizations ◽  
International Organization ◽  
Third Party ◽  
State Responsibility ◽  
International Tribunal ◽  
Member States

It is not rare that, in a dispute brought before an international tribunal against a member State of an organization, that State, by relying on the Monetary Gold principle, asks the tribunal to refrain from exercising its jurisdiction, arguing that this would lead to determining the responsibility of the organization. Such an objection raises the question of whether the Monetary Gold principle, which so far has been applied in cases when the absent third party was a State, also applies to absent organizations. The present article intends to study the question of the applicability of the Monetary Gold principle in relation to situations in which member States can be held responsible for the conduct of the organization. While in principle there are situations in which the determination of the responsibility of the organization appears to be a precondition to the determination of the responsibility of the member State, the fact that an international tribunal does not have jurisdiction over international organizations should lead one to exclude that the Monetary Gold principle applies at all to situations in which the absent third party is an international organization.

scholarly journals Peran Personal Development Competitive Attitude dan Organizational Citizenship Behavior Terhadap Manajemen Konflik pada Karyawan Event Organizer

2021 ◽  
Vol 5 (1) ◽  
pp. 20-30
Author(s):  
Natalie Puspita ◽  
Jimmy Ellya Kurniawan
Keyword(s):  
Conflict Management ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Personal Development ◽  
Sampling Technique ◽  
Attitude Scale ◽  
Management Style ◽  
Citizenship Behavior ◽  
Regression Design ◽  
Communication Conflict

The dynamic phenomenon of EO requires collaboration between members to run events, especially when facing conflicts that arise. The collaborative conflict management style can be referred to as a solution-orientation conflict management. In connection with this phenomenon, personal development competitive attitude and organizational citizenship behavior is known to play a role in improving conflict management solution-orientation among EO employees. This research is a quantitative study with multiple regression design. The population of this study were event organizer employees in Surabaya. The sample in this study amounted to 114 event organizer employees obtained through online surveys. The sampling technique used accidental sampling. This study uses a personal development competitive attitude scale (PDCA) designed by Ryckman et al. (1996), Organizational Citizenship Behavior Scale (OCB) designed by Podsakof et al. (1990), and the Organizational Communication Conflict Instrument (OCCI) designed by Putnam et al. (1982). The results of hypothesis testing state the role of personal development competitive attitude and organizational citizenship behavior in conflict management solution-orientation. In this study the variable organizational citizenship behavior has a bigger role than personal development competitive attitude. The results of the research can be used as knowledge and input for the company and EO employees.

Does culture influence our ways in handling COVID-19?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elia Oey ◽  
Benjamin Suwito Rahardjo
Keyword(s):  
Conflict Management ◽  
Management Style ◽  
Cultural Dimension ◽  
Dominant Culture ◽  
Conflict Management Styles ◽  
Content Type ◽  
Common Enemy ◽  
Case Rate ◽  
Almost All ◽  
Different Cultures

PurposeThe COVID-19 pandemic has hit all nations across the globe since the beginning of 2020. As the whole world is connected ever than before, the virus has spread very fast and affected almost all nations worldwide. Despite facing a common enemy, each nation reacts and manages the virus differently. The research studies how culture influences the way nations and society choose different approaches towards the pandemic.Design/methodology/approachThe study uses classical cultural dimension by Hofstede and links them with three conflict management styles “integrating”, “avoiding” and “competing” in analysing three main measurements of the pandemic (test rate, case rate and death rate). The study analyses data from 116 countries and clusters them using a combination of agglomerative hierarchical clustering (AHC) and K-means clustering.FindingsThe study shows there are six nation clusters with different ways of handling COVID-19, driven by their underlying dominant culture dimension. It shows that individualistic culture combined with high indulgence dimension makes fatality worse, while nations with collectivism culture or uncertainty avoidance culture are better off, especially if accompanied with restraint dimension or long-term orientation.Originality/valueThe originality of the research lies in linking Hofstede cultural dimension with modified Onishi's conflict management style in analysing how different cultures and nations manage the COVID-19 pandemic.

scholarly journals La mediación de conflictos y sus aportaciones al cambio sociocultural de la familia mexicana

2021 ◽  
pp. 81-93
Author(s):  
Emilia Iglesias Ortuño ◽  
Cristina Ulloa Espinosa
Keyword(s):  
Conflict Management ◽  
Urban Areas ◽  
Well Being ◽  
Third Party ◽  
Internal Conflict ◽  
Mexican Families ◽  
Toma De Decisiones ◽  
Healthy Family ◽  
Living Unit ◽  
And Migration

Mexican families have experienced constant changes since the last century, mainly related to the composition of families, roles attributed to each member, especially gender roles, and the bonding process among generations coexisting in a living unit. In addition, there are other changes related to larger-scale social change phenomena, such as migration from rural to urban areas and migration abroad that has divided families. And the cultural diversity of the country is characterized by contradictions between traditional behaviour and the modern Mexican context. All these changes represent challenges to 21st-century families who must search for strategies to favour personal interactions and their relationship with a changing context. A key element to maintaining family well-being is communication needed to express needs, demonstrate affection and bond, and is essential to peaceful conflict management. In this regard, alternative conflict resolution methods, particularly mediation, are considered helpful mechanisms to enhance communication among family members. Through mediation, an impartial third party assists families to improve and implement their communication abilities aimed at decision making and internal conflict management. Therefore, mediation is a significant resource to develop intrafamily communication and to strengthen healthy family development. El cambio social de la familia mexicana es una constante que acompaña los procesos de transformación social desde el Siglo XX hasta la actualidad. El cambio social en la familia se constata principalmente en la configuración familiar o arreglos familiares; los roles atribuidos a cada miembro, especialmente de género; y en los procesos de vinculación intergeneracional en las unidades de convivencia. Pero, además de estos elementos, se consideran determinantes y, en cierto modo característicos de las familias mexicanas, los que refieren a los fenómenos migratorios que han dividido familias; los procesos de traslado del espacio rural a las ciudades; así como la diversidad étnica como elemento garante de las tradiciones culturales a pesar de la continua contradicción con el contexto mexicano más moderno. Todos estos cambios suponen un importante reto para las familias del siglo XXI que deberán esforzarse para buscar estrategias que favorezcan sus interacciones personales y su relación con el contexto cambiante en el que se desarrollan. Un elemento clave para el mantenimiento del bienestar familiar es la comunicación familiar interna, que servirá de base para la transmisión de necesidades, la demostración del afecto y el vínculo, además de mecanismo para la negociación de conflictos de forma pacífica y constructiva. Para potenciar la comunicación en la familia, los Métodos Alternos de la Solución de Conflictos, en particular la Mediación, se conciben como un espacio neutral donde la familia será asistida por un tercero imparcial para desarrollar, mejorar e implementar sus habilidades comunicativas dirigidas a la toma de decisiones conjunta para la gestión de conflictos internos. Así pues, la Mediación contribuye como recurso externo al desarrollo de la comunicación intrafamiliar para lograr el fortalecimiento familiar y su desarrollo positivo.

Across Culture Communication Style Choices in Western and British Culture in The Leap Year movie.

2018 ◽  
Vol 7 (2) ◽  
Author(s):  
Nargis - ◽  
Imtihan - Hanim
Keyword(s):  
Intercultural Communication ◽  
Research Method ◽  
Power Distance ◽  
Cross Cultural ◽  
Communication Style ◽  
Cultural Communication ◽  
High Culture ◽  
Cross Cultural Communication ◽  
Different Cultures ◽  
British Culture

The different cultures, power distance could be the obstacle in intercultural communication. The aim of this research to identify the types of Cross-Cultural Communication Style Choice between British and American in the Leap Year movie. The researchers attempt to reveal kinds of Cross-Cultural Communication Style Choice between Declan as British and Anna as American for three days. This Qualitative research method analyses data of utterances and are classified into four types of Cross-Cultural Communication Style Choice. The result shows that there are 356 utterances of Anna and Declan. for three days. Anna has 204 utterances with 44,3 % direct style and indirect 5,8 %.. Declan uses 155 utterance with 37 % and 12 % indirect style. British tend to use more indirect styles in expressing their intention to save the interlocutor’s face.Meanwhile, American use direct styles to reveal their intentions as they belong to the high culture communication.Key words: across culture communication,direct style, indirectstyle

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