LEVEL OF CONFLICT MANAGEMENT STYLE AND COMMITMENT OF BACHOK DISTRICT SECONDARY SCHOOL TEACHERS

Interpersonal conflict is a very common and unavoidable phenomenon in any organization including schools. Therefore, it requires an approach to handle it to ensure the effectiveness of the organization on an ongoing basis, and whether directly or indirectly it affects the commitment of teachers in the school. The purpose of this study is to identify the level of the conflict management style of teachers, especially in day secondary schools in the district of Bachok, Kelantan. A total of 173 teachers from five schools in the Bachok district in Kelantan participated in this study. The results of the study show that the level of each dimension of conflict management is at a high level. While the level of each dimension of teacher commitment is also at a high level. In addition, the results of the study showed that there were no significant differences in conflict management styles based on gender, age, teaching experience, and educational level. Researchers have suggested that the MOE take several initiatives to reduce conflict among teachers by providing exposure through training, courses, workshops, and seminars on effective and constructive conflict management to increase teachers' commitment towards further excellence in the field of education today.

Conflict Management Skills among Nursing Tutors Working in Nursing Colleges

Conflict can exist among individuals, educational institutions, organizations, leadership of department, between staff, students and among tutors Conflict management is the practice of being able to identify and handle conflicts sensibly, fairly and efficiently. The objective of the study is to assess the conflict management skills among nursing tutors working in nursing colleges. Descriptive cross sectional research design was adopted for this study. Census method was used to select the subjects. Data collection was done among 74 nursing tutors of Kaski district. Data was collected by using self-administered Thomas Killman conflict mode standardized tool. The study revealed that 28.78% use avoiding, 20.58% use compromising, 19.9% use accommodating, and 18.74% collaborating and 12% use competing as conflict management skill. Conclusion: Avoiding was most commonly used conflict management style by nursing tutors whereas competing is the least. Int. J. Soc. Sc. Manage. Vol. 8, Issue-2: 359-361

Conflict Management and Job Satisfaction in Indonesia’s Public Organization

This research aims to determine which styles are applied to manage and handle conflict and whether conflict management has an effect on job satisfaction and in public sector. The research was conducted in December 2017 in the government public sector of Indonesia. The data in this research was collected by using questionnaire. The questionnaire used ROCI-II (integrating, avoiding, obliging, dominating, compromising style) instruments for conflict management and JSS Paul Spector on job satisfaction. The results of this study showed that government public sector workers used collaborative conflict management style (integrating style) in conflict management and handling. Conflict management has 5 conflict management styles, from the 5 factors, only 2 factors are formed, namely factor 1 and 2. Factor 1 includes the style of collaboration (integrating style), accommodation (obliging style), and compromise (compromising style). Factor 2 includes dominating style and avoidance (avoiding style). Keywords: Conflict management, Conflict management style, Job Satisfaction.

PROFIL GAYA MANAJEMEN KONFLIK PADA ISTRI YANG BEKERJA DI PERKANTORAN JABODETABEK

Wife who works has more than one role, namely the role of wife for the husband, mother forchildren, as a housekeeper, and as a worker. The many roles and responsibilities make workingwives vulnerable to various kinds of conflicts. If the conflict experienced is not handled properly,it will have the potential to damage the existing relationship. So it becomes important for a workingwife to be able to manage her conflict well. There are five conflict management styles developedby Thomas & Kilmann (2008) based on the dimensions of assertiveness and cooperativeness,namely; Competing, Collaborating, Compromising, Avoiding, and Accomodating. This study useda quantitative method, with 128 participants with the characteristics of a wife, full-time officeworker, age range within 20-40 years old (M= 30.8; SD= 4.88), have children and live in Jakartacity, Bogor city, Depok city, Tangerang city, and Bekasi city (Jabodetabek). Conflict managementstyle is measured using the Thomas-Killman Conflict Mode Instrument (TKI) which is adapted inIndonesian. The results showed that the dominant conflict management style used by the workingwive in Jabodetabek is compromising. As well as the conflict management style that theparticipants have in each demographic category, namely participant age, length of marriage,living with nuclear family vs extended family, monthly range of income and length of work, iscompromising style.

Toxic Leadership: Conflict Management Style and Organizational Commitment among Intensive Care Nursing Staff

Context: Toxic leadership becomes a real problem in nursing administration. Its toxicity harms the nursing staff's progress and creates a challenging work environment full of struggles that, in turn, produce adverse outcomes on the nursing staff's commitment toward the organization. Aim: This study envisioned to compare toxic leadership among intensive care nursing staff at Tanta University Hospital and El Menshawy hospital and assess its relation to their conflict management style used and organizational commitment at the two hospitals. Methods: A descriptive, comparative, via cross-sectional research design was applied. All intensive care units at Tanta University Hospitals and El-Menshawy General Hospital were included. All available nurses (n=544) at Tanta University hospitals' ICUs (n=301) and El-Menshawy hospital's ICUs (n=243) was incorporated. Toxic leadership, conflict management styles assessment, and organizational commitment scales were utilized to achieve this study's aim. Results: The nursing staff perceived that their leaders had high 10.6%, 11.5%, and moderate 12%, 11.9% overall toxic leadership levels at Tanta University Hospitals, and Elmenshawy Hospital, respectively. 43.9% of the nursing staff had a high level of using compromising style to manage conflict with their supervisors at Tanta University hospitals contrasted to 36.6% using competing style at El Menshawy hospital. 78.4% of the nursing staff had a low level of overall organizational commitment at Tanta University hospital's ICUs compared to 63% at El-Menshawy General hospital's ICUs. Conclusion: Toxic leadership affected the nursing staff's choice of conflict management style used when handling conflict with toxic leaders at two hospitals and had a negative effect on affective and normative dimensions of organizational commitment in both hospitals. Therefore, improving leadership experiences is necessary by conducting a leadership development program to meet the nursing staff's expectations and improve their commitment. Also, adjusting the hospital's policies is vital to permit nursing staffs' involvement in leadership evaluation as a mean for early detection of leaders' toxic behaviors.

INTEGRATING DAN OBLIGING SEBAGAI GAYA MANAJEMEN KONFLIK DALAM MENGURANGI STRES KERJA PERAWAT PELAKSANA

Abstrak Organisasi profesi yang berperan besar dalam pelaksanaan asuhan keperawatan di rumah sakit adalah keperawatan yang juga berpotensi mengalami konflik. Konflik mengakibatkan kerugian diantaranya stres kerja pada perawat pelaksana. Manajemen konflik merupakan prioritas utama kepala ruangan untuk mengatasi hal tersebut. Untuk mengidentifikasi pengaruh gaya manajemen konflik integrating dan obliging dalam mengurangi stres kerja perawat pelaksana. Penelitian ini adalah kuantitatif dengan desain penelitian cross sectional. Populasi penelitian adalah perawat pelaksana di RS Imelda Pekerja Indonesia dan RS Martha Friska dimana teknik pengambilan sampel adalah simple random sampling. Jumlah responden sebanyak 105 orang perawat pelaksana. Instrumen yang digunakan berupa kuesioner yang dianalisis secara bivariat dengan menggunakan program komputer. Hasil penelitian: 1) terdapat pengaruh gaya manajemen konflik integrating terhadap stres kerja perawat pelaksana (p = <0,001;PR=1,28 95%CI 1,174-1,402), dan 2) terdapat pengaruh gaya manajemen konflik obliging terhadap stress kerja perawat pelaksana (p=<0,001;PR = 1,20 95%CI 1,124-1,295. Gaya manajemen konflik integrating dan obliging kepala ruangan berpengaruh dalam mengurangi stres kerja perawat pelaksana. Kata Kunci: Integrating, Obliging, Stres Kerja Perawat Abstract Professional organizations that play a major role in the implementation of nursing care in hospitals are nursing that also has the potential to experience conflict. Conflicts result in losses including work stress on implementing nurses. Conflict management is the chief priority of the nurse manager to overcome this.To identify the influence of integrating and obliging conflict management styles in reducing the work stress of implementing nurses. This research is quantitative with cross sectional research design. The study population was implementing nurses at the Indonesian Hospital Imelda Worker and Martha Friska Hospital where the sampling technique was simple random sampling. The number of respondents was 105 implementing nurses. The instrument used was a questionnaire that was analyzed bivariately using a computer program.The results of the study were 1) there was an influence of integrating conflict management style on the work stress of implementing nurses (p=<0.001; PR=1.28 95% CI 1.174-1,402), and 2) there was an influence of obliging conflict management style on nurses work stress executor (p=<0.001; PR=1.20 95% CI 1.124-1.295). Integrating conflict management style and obliging head of the room influence in reducing the work stress of implementing nurses. Keywords: Integrating, Obliging, Nurse Stress

Leadership and Conflict Management Style Are Associated with the Effectiveness of School Conflict Management in the Region of Epirus, NW Greece

There are few options available for school managers who wish to effectively tackle school conflicts. The aim of the present work was to assess the issue of school conflict, its sources, and the effectiveness of different conflict management styles in Secondary Education school units in Greece. Teachers (n = 128) from twelve randomly selected schools in the region of Epirus, NW Greece, participated in the present work. Teachers’ views on their school Principals’ leadership style as well as the sources, the type(s), and the severity of conflict in their school unit were surveyed. Conflict appeared to be a frequent issue in schools. Frequent sources of conflict included interpersonal and organizational parameters. School leaders exhibited a range of conflict management styles. Compromise and Collaborative styles were frequently observed, followed by Smoothing and Forcing. Avoidance was less frequently exhibited by school leaders. The transformational and transactional leadership styles exhibited were equally effective in successful conflict resolution, whereas a laissez-faire leadership style was not. The results indicate that leadership and conflict management style can be associated with the effectiveness of conflict management.

Conflict Management Style Asymmetry in Short-Term Project Groups

Relatively little is known about how the composition of individual conflict management styles affects group functioning. This is unfortunate because, specifically in short-term project groups, this conflict management style composition may be pivotal given the strong task focus rather than establishing norms to guide or manage conflict. Therefore, we examined whether conflict style asymmetry within short-term project groups affects the link between intragroup conflict and the performance of groups. Data were collected among short-term project groups and the results suggest that asymmetry in both forcing and the problem-solving conflict management styles moderates the negative effect of task, relationship, and process conflicts on the performance of groups. We offer a discussion of the implications of these findings.