Titlebook: Conflict Management and Industrial Relations; Gerard B. J. Bomers,Richard B. Peterson Book 1982 Springer Science+Business Media New York 1

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Creative Conflict Management: ,erests are opposed. “Opposed interests” mean that the parties’ differing needs lead them to incompatible preferences among the available alternatives.. Parties involved can range in size and importance from children trying to decide who will play with a toy to nations trying to end a war. It appears

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The Aftermath of Strikes from the Perspective of Chief Negotiatorsone, Boraston, and Frenkel, 1978; Hyman, 1977). Strikes, perhaps the most salient and most easily observable form of union/management conflict, continue to intrigue researchers as to their origin, development, and economic outcomes. This has continued despite the admonition of some critics that, the

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Bridging the Gap between Industrial Relations and Conflict Management: ,conflict within, rather than between, organizations. As a new field, CM provides a host of new approaches that may be useful to IR; IR, on the other hand, with its long tradition of scholarship, offers a rich bank of research data and practical insights that are relevant to CM generally.

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Toward a Behavioral Model of Management under Collective Bargainingrticipation, and overall effectiveness have also been developed (Child, Loveridge, and Warner, 1973; Anderson, 1977). Models of organizational change under collective bargaining have been proposed (Kochan and Dyer, 1976), and the process of changing the work environment in unionized organizations has been studied empirically (Goodman, 1979).

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Conflict Control and Industrial Reform: ,nternally efficient and effective ways of ordering and utilizing human resources. Thus, they create organizational structures that define certain kinds of relationships between workers and managers, among workers, and between workers and materials of production.