Open AccessManagerial modes of conflict resolution in the banking industry
Author(s) -
AD Slabbert
Publication year - 2002
Publication title -
suid-afrikaanse tydskrif vir ekonomiese en bestuurswetenskappe/south african journal of economic and management sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.277
H-Index - 17
eISSN - 2222-3436
pISSN - 1015-8812
DOI - 10.4102/sajems.v5i1.2674
Subject(s) - assertiveness , context (archaeology) , conflict management , management styles , conflict resolution , style (visual arts) , psychology , senior management , middle management , banking industry , business , public relations , management , knowledge management , marketing , social psychology , political science , accounting , computer science , economics , paleontology , history , archaeology , biology , law
The Thomas Killman Conflict Mode Instrument is widely used to assess conflict management styles. The instrument uses two parameters, i.e. assertiveness and cooperation, resulting in five distinct styles: avoiding, competing, collaborating, accommodating and compromising. Twenty five senior- and twenty five junior managers in the banking industry (2 particular companies) completed the questionnaire, answering in the context of their relationships with each other. Results indicate significant differences between the two groups. Senior management prefers the assertive styles (competing and collaborating) with scant attention to cooperation, while middle management primarily uses the avoiding style, which is both uncooperative and unassertive. The implications of these findings are discussed, leading to particular recommendations.