Regardless of the size of an organization, it is imperative to formulate and implement various but most effect systems to proactively management not only internal but also external conflict. The organizations should examine their culture to determine the conflict resolution process suitable to manage its issues. While this topic has attracted immense attention from the academia, psychologists, and human resource specialists, various systems have emerged as more influential in managing conflict. Apparently, organizations should establish and nurture ethical leadership to mitigate conflict. Noting that ethical principles entail both corporate and personal leadership Mo, Booth, and Wang (2012) posit that the reputation of ethical leaders shapes other stakeholders’ perceptions, internal and external stakeholders (p.122). In this case, if an organization systems are grounded on ethical leadership it would be easier to solve conflicts effectively since there would be sense of trust to the management ability to intervene.
A different system entails fostering organizational justice. Ozgan (2011) explores the connection between organizational justice, commitment, and confidence in conflict management especially on the management level. As the authors explained, conflict and communication issues in an organization reach its administrators more often than not (p.241). In this case, the management is usually core to solving conflict in their corporations and institutions. Ozgan emphasized that organizational justice is imperative in organizational behavior. The author state, organizational justice is grounded on the procedures and processes formulated in companies thereby fostering staff’s perception towards their leaders as impartial, logical, and sincere (p.241). Based on this perspective, conflict resolution cannot be achieved when the led or rather the staffs feel the management is biased. Thus, establishing nurturing organizational justice as a crucial system in a firm is imperative in creating an organizational culture of management believability, impartiality, and sincerity.
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References
Mo, S., Booth, S., & Wang, Z. (2012). How do Chinese firms deal with inter-organizational conflict? Journal of Business Ethics , 108 (1), 121–129. https://doi.org/10.1007/s10551-011-1066-8
Ozgan, H. (2011). The relationships between organizational justice, confidence, commitment, and evaluating the manager and the perceptions of conflict management at the context of organizational behavior. Educational Sciences: Theory and Practice , 11 (1), 241–247. Retrieved from http://165.193.178.96/login?url=http%3a%2f%2fsearch.ebscohost.com%2flogin.aspx%3fdirect%3dtrue%26db%3deric%26AN%3dEJ919899%26site%3deds-live
