Формування стратегії вирішення управлінських конфліктів у діяльності машинобудівних підприємств

Abstract

Дослідження дало змогу згенерувати стратегічні альтернативи вирішення управлінських конфліктів, які виникають у діяльності машинобудівних підприємств із урахуванням двох важливих ознак – напрям впровадження управлінських змін на підприємстві та необхідність залучення зовнішніх експертів до подолання конфліктів. Розроблено та описано особливості формування та реалізації таких стратегій керування управлінськими конфліктами: стратегія структурних змін, стратегія психоемоційного впливу, стратегія структурного перерозподілу, стратегія психоемоційного перерозподілу. Для вибору остаточної стратегії управління конфліктами запропоновано використовувати метод сценарного аналізування, який дає змогу обрати оптимальну стратегію щодо визначених на підприємстві цілей та управлінських завдань. On the main structures identified conflict management, that is, its components, relationships between elements, causes, factors and implications, as well as the main assessment and forecast models of conflict in organizations need to form a common vector of conflict management, which is called strategy. The strategy of conflict management control strategies for classification hierarchy refers to the functional strategies, ie those that are developed for a specific functional activity directly, but must be consistent with other types of functional strategies for the creation of a single course of business. This strategy is quite narrow and has very specific measures of realization of objectives in the field of conflict management as one of the major functional areas of conflict management strategy but affects all other strategies of the enterprise. The study made it possible to generate strategic management alternative solve conflicts that arise and flow in engineering companies of taking into account two important features - the direction of the implementation of management changes at the company and the need to involve external experts in conflict resolution. It should be noted that the review of existing policies and mergence set of measures to prevent and control conflicts has shown that they can be divided into strategies involving external agents and strategies without engagement. This criterion is crucial for conflict resolution, as it creates a clear distinction between acts and omissions of the parties in the event of conflicts intermediaries or settlement of the conflict itself, determines the direction of providing resources and their structure, scope, identify persons applying for the distribution of the results obtained from the settlement conflict. Another important criterion of separation strategies of conflict management is the impact on psycho-emotional sphere or structural changes in the company. Using the criteria of separation strategies of conflict management it was built map strategies. The use of psycho-emotional measures to managers provides proof place and importance of their work in teams, to ensure effective communication, motivation formalization connectivity with end performance. An important aspect of the strategy is the selection of personnel, the formation of the teams on the basis of partnerships between team members and positive psychological state, the construction of psycho-emotional matrix and the matrix of contact that allow you to identify leaders in the team. In general, often between psycho-social measures and individual measures of psycho difficult to distinguish, as any person is part of the group and therefore as the first, so the second type of events will affect both the individual leader, and the group as a whole. Thus developed and described features of the formation and implementation of management strategies of conflict management: a strategy for structural change strategy emotional impact of structural reallocation strategy, the strategy of emotional redistribution. An important issue for the choice of conflict management strategy is to solve the feasibility of attracting third parties to the conflict. This third party may be in relation to the company both internal and external. Evaluation of the feasibility and necessity of involving a third party to resolve conflict management is realized by a sequence of steps using the method of probability scenarios. To select the final conflict management strategies proposed use of scenario analysis method that allows you to choose the optimal strategy with respect to the set objectives and the enterprise management tasks.