Annotated Bibliography - Conflict Management in HealthCare

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aNNOTATED BIBLIOGRAPHY

Conflict Management in Healthcare Jerry Quarles

Liberty University

BMIS 501 Executive Leadership and Management

Dr. Brian Daenzer

February 12, 2021

ABSTRACT

The following annotated bibliography includes an abbreviated list that address each reference. This bibliography will address each reference and how the reference is relevant to the topic of conflict management in work teams. This annotated bibliography explores how useful and narrow/broad each reference is to the topic. The annotated bibliography and the themed outline will serve as a guide to understanding the whole purpose of the topic paper through the evaluation of resources. Each referenced source examines and dissects the topic as a general whole to allow readers to understand each part of both leadership and management, and their role in conflict management in work teams. There are also references that helps guide the topic to gain background knowledge in conflict management in a legal aspect in an organization. Gaining knowledge to how if conflict is not handled properly and need to go beyond management how the process works and what the process is.

Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily

transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), pp. 138-157. doi:10.1111/joop.12041

There are 6 authors of this journal by the names of; Kimberley Breevaart, Arnold Bakker, Jorn Hetland, Evangelia Demerouti, Olav K. Olsen, and Roar Espevik. Breevart and Bakker both have affiliation with Department of Work and Organizational Psychology. Hetland and Espevik having affiliation with the Department of Psychosocial science. Leaving Demrouti having affiliation with Department of Industrial Engineering and Innovation Sciences Human Performance Group and Olsen studying from Department of Leadership Development, Royal Norwegian Naval Academy, Bergen. This source fits the topic because the authors in this artcle examine leadership influences of a Tranformational leader. Transformational leadership was disected down into how these types of leaders interact from day to day in their daily work engagement. This source is relevant to my research because both leadershipstyles was explored to get a better understanding of how leadership can affect conflict mangement in a group. This article will be used to explain tranformational leadership and its effectivness. This source would be considered narrow because transformational leadership it really cut and dry.

Cunningham,, J., Salomone, J., & Wielgus, N. (2015). Project management leadership style: A

team member perspective. International Journal of Global Business, 8(2), p. 27.

All three authors are affiliate with the project management program of Drexel University. This source fits the chosen topic because the paper touched on two leadership styles and this examined both leadership styles and their effectiveness in an organization. The source was helpful because the authors in this paper examine all the types of leadership styles. This source is relevant to the research topic because it educates you on other leadership styles from industry to industry and how it affects an organization This source was broad because it examines other areas of leadership that was not needed for this paper. This research fits into the paper because it gives additional key information on transformational leadership

Ding, J., Dong, W., Bi, G., & Liang, L. (2015). A decision model for supplier selection in the presence of dual-role factors. The Journal of the Operational Research Society, 66(5), pp. 737-746. doi:10.1057/jors.2014.53

The authors in this paper consider the theories used in constructive conflict and how devil’s advocate is a crucial role in conflict management. The authors examine these concepts and their roles in an organization. Devil’s advocate is a positive approached used in conflict management. The information from this source is a very helpful for this paper. Authors JingJing Ding and Liang Laing are both affiliated with Hefei University of Technology Anhui Province P.R. China. Leaving Authors Wei Dong and Gongling Bi affiliated with University of Science and Technology of ChinaAnhui ProvinceP.R. China. Because the authors where not focused on conflict management this source is consider broad but used for paper because of the in-depth information that was provided about constructive management concepts.

Elliott, M. L., & Kaufmn, S. (2016). Enhancing environmental quality and sustainability through negotiation and conflict management: Research into systems, dynamics, and practices. Negotiation and Conflict Management Research, 9(3), pp. 199-219. doi:10.1111/ncmr.12077

Author Michael Elliot is known for his association to the School of City and Regional Planning, Georgia Institute of Technology, Atlanta, GA, U.S.A. and Sandra Kaufman with her affiliation to Levin College of Urban Affairs, Cleveland State University, Cleveland, OH, U.S.A. This source talks about the negotiation of trends and theories of conflict management in the work place. These authors explore the methods of how to negotiate a resolution. This source is very valuable to conflict management because no matter what, conflict is bound to happen in a group environment. This source is narrow and straight to the point on how negotiate can bring positivity in a work place which is useful to the understanding of leadership and management and how leadership can use this to resolve a conflict.

Gonçalves, G., Reis, M., Sousa, C., Santos, J., Alejandro , O.-R., & Scott, P. (2016). Cultural intelligence and conflict management styles. International Journal of Organizational Analysis, 24(4), pp. 725-742. doi:10.1108/IJOA-10-2015-0923

All but one of the authors who participated in this source are knowns for their association to Department of Human and Social Sciences, University of Algarve, Faro, Portugal and CIEO leaving Scott Peters who is affiliated with (Faculty of Education, Health and Community, Liverpool John Moores University, Liverpool, UK). These authors explore the different conflict management styles in conflict resolution, along with which style can negotiate conflict. Conflict management styles are a crucial role to an organization this resource explores all those styles and how they affect an organization. This source was narrow and right to the point gave lots of detail on each of the six conflict styles. This source was a one of the key source to the research on conflict management styles due to the background and history the authors provided.

Guenter, H., Emmerik, H. V., Schreurs, B., Kuypers, T., Iterson, A., & Notelaers, G. (2016). When task conflict becomes personal: The impact of perceived team performance. Small Group Research, 47(5), p. 569. doi:10.1177/1046496416667816

All the authors have association with the following schools: Maastricht University, The

Netherlands Fontys International Business School, Venlo, The Netherlands University of

Bergen, Norway. This sources talks about task conflict and how conflict can become a

problem in an organization. The authors talk evaluate how this conflict can be diffused or

if not properly handled can escalate and affect a group performance and relationship. This source is narrow and fits into the research by looking at the aspect of task conflict and

task conflict can be pro and con for an organization.

Kearns, K. P., Livingston, J., Schere, S., & McShane, L. (2015). Leadership skills as construed by nonprofit chief executives. Leadership & Organization Development Journal, 36(6), pp. 717-727. doi:10.1108/LODJ-11-2013-0143

All the authors have the same affiliation with the Graduate School of Public and International Affairs, University of Pittsburgh, Pittsburgh, Pennsylvania, USA. This source fit the topic through the exploration of management skills and role in an organization. This source was helpful due to the fact it touched human skill which out of all three-manager skill this was the most important. This source was narrow and fits the research through the exploration of all three skills of management.

Kolb, J. A. (2013). Conflict management principles for groups and teams. Industrial and Commercial Training, 45(2), pp. 79-86. doi:10.1108/00197851311309516

Author Judith Kolb is affiliated through the Associate Professor at the Workforce Education and Development Program, The Pennsylvania State University, University Park, Pennsylvania, USA. This source fits the topic by exploring the principles of conflict management. This source clarified conflict management from an organization perspective. This source was to broad due to the fact conflict management is a wide-open topic and nearly happens in any and every situation that involves people. This research fit the research paper through the understanding how conflict management work.

Maccoby, M. (2000). Understanding the difference between management and leadership.

Research Technology Management, 43(1), 57-59. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/213806162?accountid=12085

Author Micheal McCoby is the president of the Maccoby Group, Washington, D.C.-based consultants on leadership and organizational change. This source gives you a clear understanding of the difference between leadership and management. This source was helpful with understanding how to clarify how there is a difference and what the difference in leadership and management. This source is narrow and fits the into this research paper because McCoby tells you what a leader and a manager does and how they come together for an organization.

Manata, B. (2016). Exploring the association between relationship conflict and group performance. Group Dynamics: Theory, Research, and Practice, 20(2), pp. 93-104. doi:10.1037/gdn0000047

Brian Manata is affiliated with Portland State University. This source fits the topic by exploring conflict management and how it relates to groups management. This source is very helpful in the understanding how conflict affects a group in a negative and positive way, and how to manage the conflict. This source was narrow and very direct toward the research in this paper. Manata gave lots of research on the background of conflict management and conflict in a group.

Moodley, D., Sutherland, M., & Pretorius, P. (2016). Comparing the power and influence of functional managers with that of project managers in matrix organisations:The challenge in duality of command. South African Journal of Economic and Management Sciences, 19(1), pp. 103-117. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1772108129?accountid=12085

The authors all have affiliation with Gordon Institute of Business Science, University of Pretoria. This source fit the topic by exploring the types of management that where discussed. This source was helpful in clarifying how functional mangers works and what they are. This source was narrow and fits the research by explaining management and its functions.

Nanjundeswaraswamy, T. S., & Swamy, D. R. (2014). Leadership styles. Advances in Management, 7(2), p. 57.

Both authors are affiliated with Department of Industrial Engineering and Management, JSS Academy of Technical Education, Bangalore, INDIA. This source fit the topic by exploring effective leadership style and its effects on employee performance and productivity. This source was helpful in clarifying how effective leadership play a role in an organization. This source is considered narrow and fits the research by exploring the different leadership styles that where spoke about in the paper. The authors gave detail on how these styles can affect an organization in both a negative and positive way.

Ramanaiah, G., & KDBalaji. (2012). Leaders and mangers: A quality perspective in the corporate world. Journal of Entrepreneurship and Management, 1(2), pp. 41-49. Retrieved from http://ezproxy.liberty.edu/login?url=http://search.proquest.com.ezproxy.liberty.edu/docview/1478021429?accountid=12085

Author G Ramanaiah is a Professor, School of Management, SRM University, Chennai, India. K.D.Balaji is the assistant Professor, School of Management, SRM University, Chennai, India. This source fits the research by exploring leaders and manager in the corporate world. These authors talk about qualities and differences of leaders and managers. This source is helpful due to part of the elements of the research paper was to explorer the difference between leadership and management. This source is considered to narrow due to the fact the source is directly related to the research paper topics and used to explain the difference between leaders and managers.

Saeed, T., Almas, S., Anis-ul-Haq, M., & Niazi, G. (2014). Leadership styles: Relationship with conflict management styles. International Journal of Conflict Management, 25(3), pp. 214-225. doi:10.1108/IJCMA-12-2012-0091

Author Tahir Saeed is affiliated with the PTCL, Islamabad, Pakistan. Authors Shazia Almas and M. Anis-ul-Haq are associated with Department of Psychology, Quaid-i-Azam University, Islamabad, Pakistan, and GSK Niazi with the School of Business Management, Quaid-i-Azam University, Islamabad, Pakistan. This source fits the topic chosen because the authors considered the leadership styles in relationship to conflict management and, how each leadership styles can either help control the conflict or escalate it. This source was very helpful to the paper and very narrow due to the topic being about leadership and management in regards to conflict management.

Stipanowich , T., & Lamera, J. R. (2013). Living with 'ADR': Evolving Perceptions and Use of Mediation, Arbitration and Conflict Management in Fortune 1,000 Corporations. 19 Harvard Negotiation Law Review 1 Pepperdine University Legal Studies Research Paper No. 2013/16, p. 69. Retrieved from http://dx.doi.org/10.2139/ssrn.2221471

Author Thomas Stipanowich is affiliated with Pepperdine University School of Law and J.Ryan Lamare is affiliated with University of Illinois at Urbana-Champaign - School of Labor & Employment Relations. This source fits into the topic by exploring meditation and arbitration in conflict management. This source was too broad and not as helpful for the topic itself but helpful with understand different levels of conflict managements in an organization. This research fit in the research paper by expanding on the legal aspect of conflict management.

Tarim, T. B. (2015). Managing technical professionals: Why technical managers need people management skills. IEEE Engineering Management Review, 43(2), pp. 5-6. doi:10.1109/EMR.2015.2430412

Tuna B Tarim has an association with Texas Instruments. Tarim’s source fits the topic because Tarim talks about the technical side of management and why human skills are needed with technical skill. This source clarified the aspects of technically skilled managers and the role they in an organization, as well as what skills are needed to allow them to be effective in a work place. This source was narrow and fits the research by exploring technical management.

I. Introduction

A. Conflict management is the process of eliminating negative conflict while re-enforcing positivity in a work place setting. Management and leaders will deal with conflict in a team work setting to eliminate conflict before it gets out of hand. Being there is a difference between leadership and management conflict would be dealt with differently on different levels. Conflict management among a group or team is important to study, because most conflict happens from day to day in a work setting. Being able to keep peace at a job site can be the difference in positive/negative organizational performance and employee satisfaction. Conflict management can have positive or a negative effect on a group depending on how a conflict situation is handled and the type of conflict that it is. (Kolb, 2013)

B. Conflict among a team can consist of many things ranging from behavior conflict to physical conflict. As stated before conflict can affect the group no matter what, rather the conflict is among the team or team members among management. Conflict consist of two parts a primary and secondary provoker. Primary provoker is the initiator and the secondary prover being the one who continues with the conflict. (Kolb, 2013) Being able to mediate in any form of conflict is how leadership or management can control the conflict among the group.

C. Some themes and trends of conflict management in work place or group setting is being able to negotiate a common resolution rather its amongst the group or having to bring in an outsider (mediator). (Elliott & Kaufmn, 2016)

D. Mediation have been a form of conflict management that has been used since the 1990’s. Mediation was initially used in the 1990’s for contract resolution. Mediation is one of the first step in business ligation when there is a legal conflict. Mediation is used now is a primary step in conflict management. (Stipanowich & Lamera, 2013)) Mediation is good to use for minor issues as well for major issues that could end up in legal arbitration.

II. Management Versus Leadership

Leadership verse management have been a debate for decades. It is easy to say they are both the same, but there is a big difference between the two.  Maccoby describes leadership and management in his text by saying how “leadership is more of a relationship that is energized and management is a function that must be exercised in a business.” (Maccoby, 2000) Leaders motivate, coat, and build trust whereas managers plan, budget, evaluate, and facilitate. Researchers have concluded that leadership differs from management in terms of the emphasis that is put on four activities - creating an agenda, executing plan, and outcomes of activities. While leadership focus change in these activities, management believes in status quo. (Ramanaiah & KDBalaji, 2012)

A. Types of management

i. The first types of manager in an organization is general managers who in general do all the executive managing and all oversight of revenue and cost of an organization. They are also responsible for day to day operations of a business. General managers are responsible for delegating, coordinating, effective planning, organizing, staffing and decision making to gain desirable profit making results for a business or over all organization. (Moodley, Sutherland, & Pretorius, 2016)

ii. The second types of mangers in an organization is a functional management which does the over sight of a department within an organization. Satterlee says “executive level of management oversees the entire organization of both functional and general managers” (Satterlee, 2013)

1. Skills of a Manager

No matter what role a manger plays in an organization a good manager has three types of skills. These skills are traits of a good manager.

a. Technical skills are the skills that are job related. These skills are what are needed to do a specific job. They contribute to an organization because of their expertise level to their job set. But they lack in other areas of the organization. Tarim states “a manager who is technically strong, but with weak people skills can negatively impact a group's work-life.” (Tarim, 2015)

b. Human skills are a manager’s interpersonal skills. Human skills are essentially very important because it’s the ability to work well with others rather it’s your team or superiors. In a team setting rather you are in management or a team member having these skills are important. As a manager, this sets the tone for how the team will communicate or how to communicate with the team. Having human skills allow the people and the group to work toward a common goal. Some of “these skills include motivating employees, communication and active listening, persuasion, and building trust” which are good team building skills. (Kearns, Livingston, Schere, & McShane, 2015)

c. Conceptual skills are the skills to see the bigger pictures. Usually a skill that a manager must work with concepts and idea. These skills allow managers to make a vision a goal. “The leader’s ability to solve ill-defined, novel, and complex organizational problems. Included in this category are strategic skills related to conceptualizing the mission and vision of the organization.” (Kearns, Livingston, Schere, & McShane, 2015) Conceptual skills allow a manager or person of leadership to think creative and put complex situation into a clear view. A person who has a conceptual skill usually are great at problem solving and understanding relationships between concepts, idea, pattern, symbols and formulas.

B. Type of Leaders

i. Leadership can be broken down into two categories transactional and transformational. Each leadership type carries its own traits and characteristics. Each leadership style compliments the other. Research has proven that transformational leadership augments the effects of transactional leadership (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014)

ii. Transactional leadership is least favored, as it follows the theory of reward and punishment. This leadership syles focus on organizational group performance, and supervision. Most transactional leaders focus on getting results and rewarding or punishing for performance. This leadership style facilitates groups. One pro about transactional leadership is leadership achieve short term goals quickly and, one con is they do not reward personal initiative . “The transactional leader will first validate the relationship between performance and reward and then exchange it for an appropriate response that encourages subordinates to improve performance” (Nanjundeswaraswamy & Swamy, 2014)

iii. Transformational leaders are more successful because they can be characterized as influential leaders as well as spiritual leaders. These leaders reward through effort and performance. This style of leadership is so popular and successful because they potentially influence performance through motivation and valuing their employees. “The study determined that transformational leadership produced the best outcomes with positive associations in work performance and organizational commitment; a cultural change from the past when this industry worked as a top down hierarchical approach” (Cummingham, Salomone, & Wieglus, 2015)

III. Conflict management

Conflict begins with an initiator who has some type of differences with an individual or a group. Conflict among a group or in an organization is almost inevitable and cannot be stop nor prevented. Managers must get a hold of the conflict before it gets out of hand because conflict can be damaging to a group or an organization. The key to conflict management is getting a handle on it before it gets out of control and finding a positive resolution so organizational or group growth can result from it.

A. Constructive conflict in groups per Satterlee conflict can either hinder the group which would fall in destructive conflict or conflict that supports the goal of the group and improves performance proves functional and constructive (Satterlee, 2013) Constructive conflict can be promoted in a group setting using two technique approaches; devil’s advocate and dialect. These are approaches that are used to create artificial conflict within a group with hopes to gain knowledge in the results.

i. Devil’s advocate approach is one of the two approaches that is used to produce a positive resolution to conflict management. Mangers use devil’s advocate to allow the individual to present a case in front of a group and allows the group to see the conflict from different angels and present positive feedback and allow the group to give a recommendation as an approach. It really allows management and leadership to engage with their team. The appointment of a devil's advocate, is proposed and shown to improve the decision-making process (Ding, Dong, Bi, & Liang, 2015)

ii. Dialectic approach is like the devil’s advocate except its dialectic are broken in to groups and sub group and they are given a scenario that they are supposed to generate assumptions for the scenario and recommendation on how to resolve the issue. Part two of this approach is bringing the subgroups together for a debate so each group can give their contribution on the validated points they have recommended

B. Cause of Conflict

i. The cause of conflict is a mixture of many thing especially in a work place. It’s been narrowed down to three reasons task related conflict, relationship conflict and process conflict. Among a group, you find more conflict that are task related because in a group setting everyone have their own task that comes together for a common goal.

ii. Task conflict is conflict that usually happens over work task. Rather its deciding who is going to do what task to what task need to be done. Task conflict happens when two individuals are unable to move forward with the task due to differences. This type of conflict usually occurs behind issues between plans, projects or ideas that involves task related issue. Usually in a group when ideas are being thrown around on how things should be done this type of conflict is prone to come up because not everyone will agree or see each other’s point of view. Task conflict can affect work performance and group relationship if not control in a timely manner. (Guenter, et al., 2016)

iii. Relationship conflict deal with a problem among the group or individuals in a group. This types of conflict is people bases and in person, usually involves individual’s ego’s, genders, titles and culture. (Manata, 2016) Relationship conflict can be a big problem because a lot of time the conflict is more personal and not work relation or the issue began work related and ended up personal. Relationship conflict is harder to control within an organization and can be long lasting and hurt overall employee job commitment, productivity, trust and work performance.

iv. Process Conflict is conflict over a process of a specific assignment. Conflict usually arise over things like who is in charge, and how the process will. This conflict is not personal nor is it task related but more so how the task will be done. Out of all the causes of conflict this is the easiest one for management to fix due to the fact each job or individual in a group has an assigned job. Management can set goals for the group or the individual which allow the individuals to understand their key job and their key goals to the group or organization. Setting these standards eliminates process conflict or at least makes it easy for a resolution.

C. Conflict Management styles

i. Conflict management styles are very important when it comes to conflict management and how it is resolved. Rather leadership or management is resolving the issue knowing how to resolve the issues is half the battle. As you know how a problem or conflict is resolved depends on the level its resolved at. There are five conflict management styles that are used in an organization or group setting that can be used. This topic brings every topic together to how leadership or management plays a role in conflict management in a group setting.

ii. Avoidance states that a manager ignores conflict. From management side this is not a good form or conflict management avoidance does not address the issue and does not gain a positive ending results. Avoidance is not a good long term strategy but short term although it can be affective in a situation where space is needed in the atmosphere. Avoidance can be connected to low concern with the group, employees the organization and a very ineffective style of management (Gonçalves, et al., 2016)

iii. Accommodation style is when leadership is trying to maintain peace in a group or organization. In this style two people cannot agree but a decision is required to be made. This style can also be what they call a “at your own risk” style because it can go against leaderships goals and so forth for the group but can be affective if the other individual as an effective resolution that resolved the conflict.

iv. Competition is what Satterlee calls a win/lose style due to the fact the individuals of the group are attempting to reach their own goals without seeking to cooperate with other group members. This management style is preferred by those who have a high level of education and good for emergency situations that cause a decision to be needed very quickly. (Gonçalves, et al., 2016) In this style management, or leadership are more concerned with their own interest then the interest of the group or organization again this is not an effective management style. Per Authors this conflict styles do not meet goal, nor does it resolve real conflict for the betterment of the group or organization and its inappropriate in the treatment of its subordinates (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014)

v. Compromise is the “lose/lose scenario no one wins when this style is used. This style can be affective in situation where management needs a temporary solution. Management uses moderate levels of both cooperation and assertiveness. (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014) For this style of management to be successful both parties need to be willing to come to a comprise and gain positive results.

vi. Collaboration is when both individuals and management team up to gain a goal resolution. Collaboration is a “win/win” situation and very effective in a complex conflict situation. This allows management to put all the pieces together to the challenge at hand and hear everyone’s point of view. Authors describe this as openness and exchange of information for a greater purpose (Saeed, Almas, Anis-ul-Haq, & Niazi, 2014) This leadership style is affective because management and leadership concern themselves with their teams and work together to find a resolution.

IV. Conclusion

Overall, being able to understand management and leadership and their styles of management as well, as most importantly how conflict is resolved is a big key in conflict management in a team setting. When dealing with groups of people it’s no way to avoid conflict so management must know how to deal with it on professional level and most importantly how to move negative conflict and make it a positive for both the team and the organization. The literature that was used for this paper was an important contribution because it helped analyze and break each important component of conflict management and answer questions about organizational components like what is management and leadership. Some strengths in this paper is that it answers the question of how management and leadership play a role in conflict management rather is in an organization or in a team or group setting. Some weakness would be there are so many other factors in conflict management that was not address like the fact not all resolutions will be positive for the group and how conflict management outcome can affect a group in a positive or negative away no matter how its resolved. Also, how conflict management can play roles in the rise or fall of a group. Having a handle on conflict and being able to turn negative conflict into a positive, along with being able to keep the peace and having a productive and satisfied group should be an ultimate goal of an effective leader or manager.