Showing 5 results for Conflict Management
Mohammad Nekoei Moghadam, Sajad Delavari, Mina Salajeghe, Mohammadhossein Ghorbani,
Volume 9, Issue 1 (9-2010)
Abstract
Background: One of the necessities of hospital administrations is that the top and middle managers should be familiar with leadership styles and conflict management strategies completely and select a right managerial method. Through this, they can actively play a significant role in improving effectiveness and efficiency of hospital performance. The main objective of this research is surveying the relationship between Fidler's LPC score (as a sign for leadership style) and conflict management strategies (avoidance oriented, solution oriented, control oriented).
Materials and Methods: For surveying leadership styles Fiddler's Least Preferred Coworker questionnaire and for surveying conflict management strategies, another questionnaire was used. The reliability of these two was 0.90 and 0.88 respectively. The survey population was consisted of the high and middle managers of Kerman's educational hospitals (81), and a sample 67 individuals was selected for survey.
Results: The result showed that respondents mostly use communication oriented style and employed conflict management strategies are avoidance, solution and control respectively. Also it was observed that there is a positive and significant relation between LPC score and avoidance and solution strategies (r= 0.512 and 0.298 respectively). But there is a negative and significant relation between LPC score and control oriented strategy (r= -0.474).
Conclusion: According to the findings it is suggested that, the reasons of using avoidance strategy should be surveyed and try to encourage people to state their inconsistent ideas and converse freely. This could help organization to improve its performance. But communication oriented style is suitable and its maintenance should be taken into consideration.
Mahmoud Nekuei Moghaddam, Azadeh Taghavi Rad, Saeedeh Hakimipour, Milad Shafiei, Gholamreza Goudarzi,
Volume 9, Issue 3 (2-2011)
Abstract
Background: The world is changing continually and organizations as the subsystems of the world should be adapted with these changes by helping to develope of creativity and innovation.This study to evaluate the relationships between conflict management styles and creativity of staff in training hospitals in Kerman province.
Materials & Methods:This is a cross-sectional study from aspect of descriptive -analytical. For gathering data, the standard questionnaires of conflict management for managers and creativity for staff applied. The participants in the study were all disciplinary managers from selected hospitals in one group and all disciplinary staff of selected hospitals in another group.Data analysis used in SPSS software.
Results:The results showed that there is a significant and opposite assosiation between enforcing styles and negotiating styles between managers (P<0/05, r= -0/187) and creativity of staff (P<0/05 , r= -0/155) . Meanwhile, there is a significant relation between marital status and educated staff and their creativity. This research reveales that avoiding styles applied among men is less than women.
Conclusion: To develop creativity of staff and managers should decrease using of enforcing and negotiating styles to solve the conflicts in hospitals.
Farshad Faghisolouk , Ali Valinejadi, Roghaye Ershad Sarabi , Pouran Raeissi,
Volume 13, Issue 3 (12-2014)
Abstract
Background: Hospital as core of health and care system requires an effective leadership style and suitable strategy for organizational differences and conflict’ solving. Main goal of this study is to survey of relationship between leadership style and strategy of conflict management among chief executive officers of Urmia hospitals.
Materials and Methods: This analytical-descriptive cross-sectional study was implemented in Urmia hospitals in 2013. Study population of the research includes thirty top managers in ten hospitals of Urmia. Data gathered through three questionnaires (personal and job characteristic leadership style with method of Fiedler LPC and conflict management). Data analyzed through SPSS software, mainly by Chi 2, Kruskal–Wallis and Spearman's Rho tests.
Results: Results showed that Leadership style had significant statistical relationship with average of managers work experience (p=0.040). Also age and strategy of control had significant statistical relationship (p=0.01). Leadership styles and strategies of conflict management weren’t significantly with other descriptive variables such as (position, level of education, marriage situation, work experience, managerial studies and second job). Leadership styles and strategy of conflict management weren’t significant relationship, finally.
Conclusion: Since that the determination of leadership style and methods of dealing with conflict management in hospitals is important, it is recommended that ever done comprehensive research on the effects of other factors such as organizational culture, social culture, character on leadership style and conflict management.
Ziba Khalili, Mohammad Panahi Tosanloo, Bahman Khosravi, Naser Iravanimanesh, Rezvan Kazemi Dastjerdeei, Loghman Azmoudeh, Ramin Ahmadzadeh, Abolghasem Pourreza,
Volume 19, Issue 1 (4-2020)
Abstract
Background and Aim: Conflict between health workers is an important problem in health care units around the world. The aim of this study was to identify the causes of conflict between nursing staff and other occupational groups in the hospital.
Materials and Methods: This descriptive-analytical study was conducted in 2018. A researcher-made questionnaire was used to collect data. The questionnaire was designed in two parts: demographic variables and causes of conflict between nursing and other occupational groups with a Likert scale of 5 points. 120 nursing staff of Ardabil University of Medical Sciences randomly selected were surveyed. Data were analyzed by SPSS software15 using descriptive and inferential statistical methods.
Results: The highest rate of conflict reported by nurses was related to the conflict with the group of managers (4.17±0.94) and the lowest rate was with administrative, financial and support staff (3.55±1.13). The most important reasons for conflict between nursing staff and different groups were: imposing non-specialist roles (such as completing doctors' documentation); perceived inequality in workload distribution; insufficient understanding of nursing work conditions; unreasonable differences in salaries and other benefits, and unfair distribution of manpower. There was also a statistically significant correlation between the level of conflict with marital status, work experience, age group (p <0.05).
Conclusion: The results of the present study showed the role of some factors causing conflict between nursing staff and other occupational groups. These findings could be a practical guide for hospital managers in making practical decisions and strategies for managing workplace conflicts.
Seyed Hadi Hosseini, Mohammad Hadi Mousavi, Mostafa Esmaeili,
Volume 20, Issue 4 (12-2021)
Abstract
Introduction: Hospitals have conflicts because of their complex nature, so they need managers with high emotional intelligence for effective conflict management. There are contradictory results in the correlations between demographic characteristics, emotional intelligence and conflict management; therefore, this study was conducted to investigate the correlation between them in different managerial levels of the hospitals.
Material & Methods: This analytical observational study was conducted on 100 senior and middle level managers (samples) of 8 selected hospitals affiliated to Tehran University of Medical Sciences in 2019. We used a three-part questionnaire: Demographic characteristics, Emotional intelligence and Conflict management strategies, to collect data. SPSS 20 and statistical correlation tests including Pearson, t-test and analysis of variance were used for data analysis.
Findings: There was a significant direct relationship between the mean score of emotional intelligence and its domains with problem-solving strategy (P <0.001). Also, statistically significant correlations were observed between age, marital status, major, organizational position, and work experience in a managerial position with emotional intelligence (P <0.05). In addition, there was a direct and statistically significant relationship between avoiding and problem-solving strategies with age and work experience, respectively (P <0.05).
Discussion& Conclusion: It is necessary to take appropriate action to raise emotional intelligence and improve conflict management in hospitals, and according to the significant and direct relationships that observed, we can pay attention to select relevant managers for the hospitals.
