M AFZALUR RAHIM
Biographic Data
| ID | 5629002 |
|---|---|
| NAME | M AFZALUR RAHIM |
| GIVEN NAMES | M AFZALUR |
| FAMILY NAME | RAHIM |
| SIGNATURE | RAHIM M A |
| AFFILIATIONS | Western Kentucky University |
| ORCID | 0000-0001-6120-3387 |
| VERIFIED | Yes |
| TOTAL WORKS | 14 |
| TOTAL CITATIONS | 18 |
| WORKS AS AUTHOR | 14 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 1983 |
| LATEST PUBLICATION YEAR | 2023 |
| H-INDEX | 2 |
Managing Conflict in Organizations
Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. This book is a vigorous an…
The three–way interactions of gender, supervisor’s gender, and country on the strategies for managing conflict of millennials
Purpose This field study aims to investigate the interactive relationships of millennial employee’s gender, supervisor’s gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong). Design/methodology/approach This exploratory study extends past research by examining the interactive effects of gender × supervisor’s gender × cou…
Social Intelligence, Power, and Conflict
Managing Conflict in Organizations
After much debate by business professionals, organizational conflict is now considered normal and legitimate; it may even be a positive indicator of effective organizational management. Within certain limits, conflict can be essential to productivity. This book contributes to the investigation of organizational conflict by analyzing its origins, forms, benefits, and consequences.Conflict has benefits: it may lead to solutions to problems, creativ…
Managing Conflict in Organizations
The management of organizational conflict involves the (a) maintenance of a moderate amount of conflict at intrapersonal, interpersonal, intragroup, and intergroup levels, and (b) enabling the organizational members to select and use the styles of handling interpersonal conflict so that various situations can be effectively dealt with. The styles of handling interpersonal conflict in organizations was first conceptualized by Follett. She also fou…
Toward a Theory of Managing Organizational Conflict
The management of organizational conflict involves the diagnosis of and intervention in affective and substantive conflicts at the interpersonal, intragroup, and intergroup levels and the styles (strategies) used to handle these conflicts. A diagnosis should indicate whether there is need for an intervention and the type of intervention needed. In general, an intervention is designed (a) to attain and maintain a moderate amount of substantive con…
Managing Conflict in Organizations
This revised and updated edition of Rahim's classic work on managing conflict in organizations presents new evidence that suggests, contrary to generally accepted views, that organizational conflict need not be minimized or avoided in all cases. Some conflicts are functional and others are dysfunctional. Substantive or task-related conflict is functional for nonroutine tasks, but affective conflicts are dysfunctional irrespective of the task cond…
Confirmatory Factor Analysis of the Bases of Leader Power
Confirmatory factor analyses of data (from five samples: N = 308 accountants and finance professionals, N = 578 management and non-management employees, and N = 588 employed management students in the U.S.; N = 728 management and non-management employees in S. Korea, N = 250 management and non-management bank employees in Bangladesh) on the 29 items of the Rahim Leader Power Inventory were performed with LISREL 7. The results provided support for…
Global Perspectives on Organizational Conflict
This edited collection examines organizational conflict and how it is handled in seven different countries (and cultures) around the globe: France, Japan, the Netherlands, Norway, South Africa, Spain, and Turkey. Experts on each country discuss how various social, cultural, and economic forces affect conflict management; how managerial styles differ with regard to organizational and interpersonal conflict management; alternative dispute mechanism…
Convergent and Discriminant Validity of the Rahim Organizational Conflict Inventory—II
Confirmatory factor analysis with LISREL 7 of data from 1,219 managers on the 28 items of the Rahim Organizational Conflict Inventory–II provided support for the convergent and discriminant validities of this instrument which measures the styles of handling interpersonal conflict and their invariance across referent roles and organizational levels
Theory and Research in Conflict Management
The twelve essays collected here offer a wide-ranging look at the latest theory and research in conflict management. Organized around six broad topical areas, the volume explores organizational conflict, communication and conflict, negotiation and bargaining, mediation and arbitration, conflict in the public sector, and international conflict. Interdisciplinary in scope, the essays are designed to help human resources professionals, industrial ps…
A Strategy for Managing Conflict in Complex Organizations
The management of organizational conflict involves the diagnosis of and intervention in conflict at intrapersonal, interpersonal, intragroup, and intergroup levels. A diagnosis should indicate whether there is need for intervention and the type of intervention needed. In general, an intervention is designed to attain and maintain a moderate amount of conflict a various levels and to enable the organizational members to learn the styles of handlin…
Comparison of Reliability and Validity of Unweighted and Factor Scales
Data on the Rahim Organizational Conflirt Inventory II, which measures the five styles of handling interpersonal conflict, such as integrating, obliging, dominating, avoiding, and compromising, were collected from a random national sample of 1,219 executives. Scales for the five conflict styles were constructed by an unweighted method (item averaging) and complete estimation and shorthand methods of factor scaling. A comparison of reliability and…
Measurement of Organizational Conflict
The study reports on the development of an instrument containing factorially independent scales for measuring three types of organizational conflict: Intrapersonal, intragroup, and intergroup. The items for the instrument were selected through repeated factor analyses of data collected from three successive samples (N = 635) and/or feedback from the Ss. Data on the final instrument from a national sample of 1188 executives and a collegiate sample…
Measurement of Organizational Conflict
The study reports on the development of an instrument containing factorially independent scales for measuring three types of organizational conflict: Intrapersonal, intragroup, and intergroup. The items for the instrument were selected through repeated factor analyses of data collected from three successive samples (N = 635) and/or feedback from the Ss. Data on the final instrument from a national sample of 1188 executives and a collegiate sample…
A Strategy for Managing Conflict in Complex Organizations
The management of organizational conflict involves the diagnosis of and intervention in conflict at intrapersonal, interpersonal, intragroup, and intergroup levels. A diagnosis should indicate whether there is need for intervention and the type of intervention needed. In general, an intervention is designed to attain and maintain a moderate amount of conflict a various levels and to enable the organizational members to learn the styles of handlin…
Measurement of Organizational Conflict
The study reports on the development of an instrument containing factorially independent scales for measuring three types of organizational conflict: Intrapersonal, intragroup, and intergroup. The items for the instrument were selected through repeated factor analyses of data collected from three successive samples (N = 635) and/or feedback from the Ss. Data on the final instrument from a national sample of 1188 executives and a collegiate sample…
Comparison of Reliability and Validity of Unweighted and Factor Scales
Data on the Rahim Organizational Conflirt Inventory II, which measures the five styles of handling interpersonal conflict, such as integrating, obliging, dominating, avoiding, and compromising, were collected from a random national sample of 1,219 executives. Scales for the five conflict styles were constructed by an unweighted method (item averaging) and complete estimation and shorthand methods of factor scaling. A comparison of reliability and…
A Strategy for Managing Conflict in Complex Organizations
The management of organizational conflict involves the diagnosis of and intervention in conflict at intrapersonal, interpersonal, intragroup, and intergroup levels. A diagnosis should indicate whether there is need for intervention and the type of intervention needed. In general, an intervention is designed to attain and maintain a moderate amount of conflict a various levels and to enable the organizational members to learn the styles of handlin…
Theory and Research in Conflict Management
The twelve essays collected here offer a wide-ranging look at the latest theory and research in conflict management. Organized around six broad topical areas, the volume explores organizational conflict, communication and conflict, negotiation and bargaining, mediation and arbitration, conflict in the public sector, and international conflict. Interdisciplinary in scope, the essays are designed to help human resources professionals, industrial ps…
Global Perspectives on Organizational Conflict
This edited collection examines organizational conflict and how it is handled in seven different countries (and cultures) around the globe: France, Japan, the Netherlands, Norway, South Africa, Spain, and Turkey. Experts on each country discuss how various social, cultural, and economic forces affect conflict management; how managerial styles differ with regard to organizational and interpersonal conflict management; alternative dispute mechanism…
Convergent and Discriminant Validity of the Rahim Organizational Conflict Inventory—II
Confirmatory factor analysis with LISREL 7 of data from 1,219 managers on the 28 items of the Rahim Organizational Conflict Inventory–II provided support for the convergent and discriminant validities of this instrument which measures the styles of handling interpersonal conflict and their invariance across referent roles and organizational levels
Confirmatory Factor Analysis of the Bases of Leader Power
Confirmatory factor analyses of data (from five samples: N = 308 accountants and finance professionals, N = 578 management and non-management employees, and N = 588 employed management students in the U.S.; N = 728 management and non-management employees in S. Korea, N = 250 management and non-management bank employees in Bangladesh) on the 29 items of the Rahim Leader Power Inventory were performed with LISREL 7. The results provided support for…
Managing Conflict in Organizations
This revised and updated edition of Rahim's classic work on managing conflict in organizations presents new evidence that suggests, contrary to generally accepted views, that organizational conflict need not be minimized or avoided in all cases. Some conflicts are functional and others are dysfunctional. Substantive or task-related conflict is functional for nonroutine tasks, but affective conflicts are dysfunctional irrespective of the task cond…
Toward a Theory of Managing Organizational Conflict
The management of organizational conflict involves the diagnosis of and intervention in affective and substantive conflicts at the interpersonal, intragroup, and intergroup levels and the styles (strategies) used to handle these conflicts. A diagnosis should indicate whether there is need for an intervention and the type of intervention needed. In general, an intervention is designed (a) to attain and maintain a moderate amount of substantive con…
Managing Conflict in Organizations
The management of organizational conflict involves the (a) maintenance of a moderate amount of conflict at intrapersonal, interpersonal, intragroup, and intergroup levels, and (b) enabling the organizational members to select and use the styles of handling interpersonal conflict so that various situations can be effectively dealt with. The styles of handling interpersonal conflict in organizations was first conceptualized by Follett. She also fou…
Social Intelligence, Power, and Conflict
Managing Conflict in Organizations
After much debate by business professionals, organizational conflict is now considered normal and legitimate; it may even be a positive indicator of effective organizational management. Within certain limits, conflict can be essential to productivity. This book contributes to the investigation of organizational conflict by analyzing its origins, forms, benefits, and consequences.Conflict has benefits: it may lead to solutions to problems, creativ…
The three–way interactions of gender, supervisor’s gender, and country on the strategies for managing conflict of millennials
Purpose This field study aims to investigate the interactive relationships of millennial employee’s gender, supervisor’s gender and country culture on the conflict-management strategies (CMS) in ten countries (USA, China, Turkey, Germany, Bangladesh, Portugal, Pakistan, Italy, Thailand and Hong Kong). Design/methodology/approach This exploratory study extends past research by examining the interactive effects of gender × supervisor’s gender × cou…
Managing Conflict in Organizations
Managing Conflict in Organizations introduces the origins, forms, benefits, and consequences of organizational conflict to students and practitioners and teaches how best to manage conflict to achieve productive outcomes. Conflict has benefits: it may lead to solutions to problems, creativity, and innovation. In contrast, little or no conflict in organizations may lead to stagnation, poor decisions, and ineffectiveness. This book is a vigorous an…
Conflict Management and Negotiation (11 works) · Political science (9 works) · Psychology (9 works) · Social Psychology (8 works) · Conflict management (7 works) · Interpersonal communication (6 works) · Organizational conflict (5 works) · Gender Diversity and Inequality (4 works) · Job Satisfaction and Organizational Behavior (4 works) · Social Psychology (4 works)