企业内部建设性冲突管理及其方法应用——兼论变革时期的冲突管理

【作者】 朱朝旭；

【导师】 杜学孔；

【作者基本信息】 对外经济贸易大学 ， 企业管理， 2002， 硕士

【摘要】 改革开放以来，我国企业生存环境发生了巨大的变化，市场竞争压力明显增加，与此同时企业在计划经济条件下形成的痼疾又不可能在短期内消除，因此内外矛盾促发并加剧了企业内部冲突，有的导致内耗，拖垮了企业，有的引发创新和变革，使企业获得更大的发展。以往人们片面强调冲突的破坏性作用，认为冲突有害无益，然而随着社会发展和管理学理论的不断丰富，冲突的建设性作用，特别是对企业创新和变革的积极作用，慢慢为人们所认识，并成为企业管理者比较关注的问题。企业内部冲突反映了企业内部矛盾发生、演变、激化的过程以及对企业绩效正反两方面的影响。冲突管理旨在限制其破坏性作用，提高其建设性作用，因为冲突如果失控，会威胁企业的生存和发展，如果利用得当则会推动企业的进步。从管理学角度看，后者具有更加积极的意义。创新与变革是我们这个时代的主题，贯穿企业管理的各个领域，其间必然会触发各种矛盾冲突，关键是如何利用和引导这些冲突，使之有利于企业绩效。 本文论述了建设性冲突管理及其相关方法的应用，对冲突的建设性作用进行剖析，提出了系统控制管理及权变管理，同时探讨管理行为方式对管理方法应用可能产生的影响。企业内部冲突是客观存在并有一定的规律可循。作为市场的主体，企业必须适应外部环境的变化，不断调整和完善自我。企业内部冲突本质上是新旧两种观念和力量的竞争，是正确与错误、积极与消极的对抗。冲突的形式多种多样，强度也有所差别。冲突水平过低表明企业内部缺乏活力，员工的积极性没有得到充分的调动，但过高则又可能影响企业的正常秩序，引起混乱。为此，应当将冲突控制在合理的水平和范围内，并在此基础上，利用、鼓励和激发建设性冲突。冲突的建设性作用包括创新、激励、保护、凝聚、预警、沟通和借鉴等内容。另外，管理者还要发挥主观能动性，努力把破坏性冲突转化为建设性冲突。现代管理强调整体性和系统性，把系统控制作为重要手段。在冲突管理中，系统控制涉及冲突的诱因、环境、过程、导向、对象、结果和成本的控制，以有效、有利为基本原则。 建设性冲突通常由管理者设计和安排，具有明显的导向性和目的性，需要使用一套行之有效的管理方法，如设计、引导、转化、鼓励、激发、控制、规范等。为此，他必须从实际出发，灵活应用各种方法，并在实践中不断总结经验。但是管理者作为个体人，其个人意愿、感情、情绪或习惯不可能不反映到管理工作中，形成自己独特的行为方式或某种行为倾向，这可能会影响他客观、正确地分析问题、解决问题。现代企业处在极为复杂的市场环境中，要求管理者摆脱单一行为方式的束缚和惯性思维的误导，经常反省自我，调整行为方式，懂得综合应用各种方法。这也正是权变管理的要旨，即管理效果完全取决于管理方式方法是否适应实际情况。建设性冲突管理具有非程序化的特点，管理者应当充分发挥自己的创造力和想象力。 变革冲突是企业为适应市场环境变化而在思想观念、组织结构、管理方式等方面进行的应变活动，直接影响企业绩效，是最典型的建设性冲突，在管理中具有特别的价值。其强度、广度和深度都超出了一般建设性冲突。变革通过矛盾冲突，打破原有的平衡，推陈出新，使企业保持持久的活力。由此可知，变革冲突是企业生存、发展的根本动力。管理者根据变革冲突的特点进行管理，能够更积极地引导冲突，更有效地利用冲突的建设性作用，减少变革风险。其实，管理的目的就是以最小的投人获得最大的产出。 作者结合自己多年的管理经验，试图将建设性冲突管理条理化、系统化，上升到一定的理论高度，突出建设性冲突管理在管理学中的独特地位。更多还原

【Abstract】 Since China has canied out the policy of reform and opening to the world, its enterprises have seen their environment of existence greatly changed and suffered the competition more and more intense, the contradictions from outside and inside have caused conflicts in enterprises, some impoverishing the latter and some leading them to innovations or changes. Traditionally, we have thought highly of the destructive effects of conflict and considered them harmful. However, with social development and progress of the management theories, the constructive effects of conflict have been known better and better so as to attract great attention of enterprise managers. The conflicts in enterprise, which outline the occurring, evolving and intensifying of contradictions, have to produce positive and negative impacts on enterprise’ s performance. In fact, the management of conflict is aimed to limit the destructive effects and to arouse the constructive ones. Innovations and changes compose the melody of our era, in which there will be many different contradictions and conflicts. The crux of the matter is how to guide conflicts and make use of them in favor of enterprise’ s progress.The dissertation emphasizes the management of constructive conflict as well as the use of methods, analyzing various constructive effects of conflict and discussing the possibility of systematic control and adapted management. The conflict in enterprise is, in its nature, the competition between old and new concepts or forces, in other words, the fight between wrong and right, negative and positive. Conflict may have differences in form and intensity, being not good if too low, neither if too high. That’ s why we should confine conflict within rational limit and, on this basis, we benefit from its constructive effects, develop them and stimulate them. By the way, we also should know how to transform the destructive ones into the constructive ones. The modem management stresses the importance of integrality and systematicness.The constructive conflict is often designed and arranged by the manager self, having the definite orientation and objective, hi order to better manage, the manager must proceed from actual conditions and use different methods with, large flexibility. That asks him to get rid of outmoded conventions and to make bold innovations. The change conflict, a typical constructive one, happens in ideological concept, organization structure, management mode, etc, since enterprises will adapt themselves to die evolution of environment. Its intensity, scale and influence are all over these of ordinary constructive conflicts. Through changes, the former balance is broken and the new set up. From this, we understand that the change conflict is the essential motive force of the existence and development of enterprise. Keeping informed of its characteristics, the manager will better guide the change conflict and make more efficient the constructive effects of conflict. Of course, the principle of management is always to input the least and output the most.The author, with many years’ experiences of management, is trying to theorize the management of the constructive conflict and to make emphasis on its special role in the management science and practice.更多还原