Conflict Managnment
Conflict management in organization of communication Conflict management has developed into an important sub-field of organizational behaviour within a short time period. This trend underlines the greater acceptance of conflict as an organizational phenomenon and as a result, concern over its management. Reforming Romania’s public administration introduced many structural and methodical changes inside Romanian public organizations. Due to these changes and to public servants’ resistance to these changes, several conflict situations appeared. The purpose of this study is to analyze the multiple role of communication in conflict management, both as a mean to control/solve or even prevent conflicts and as a source for intra-organizational conflicts. Intra-organizational conflicts deal with the ‘structural makeup of an organization’. There are four types of intra-organizational conflict which is vertical conflict, horizontal conflict, line staff and role conflict. Vertical conflicts could occur because your supervisor is always telling you what to do and tries to micromanage instead of letting you do your job. This conflict involves two hierarchical levels and an employee and his/her immediate boss. This type of conflict exists mainly within police agencies, state and city agencies, where the organizational structure has a high degree of formality. Horizontal conflicts occur between employees within the same unit, on the same hierarchical level. Horizontal conflicts can manifest themselves for many reasons, including ideas, decisions about which units or individuals do not agree or the distribution of resources. Line-Staff conflicts occur between support staff and ‘actual units’ within a department. The example used by the authors, analyzing the police system, would be between a police file clerk and an officer who is looking for a cold case file about the administration of documents, files, evidence and many more. Another model of