MANAGEMENT OF CONFLICTS IN THE SYSTEM OF ENTERPRISE MANAGEMENT

Abstract

The article is devoted to a theoretical study of the nature of conflict at the enterprise. In the  scientific environment, there are a number of approaches to determining the essence of conflicts, which essentially boil down to the presence of contradictions between people. Conflict  in the enterprise arises between employees, managers and subordinates (or their groups), as well as between employees of the organization and «external» subjects (clients / buyers, suppliers, competitors, etc.). Conflicts cause not only negative, but also positive consequences in the enterprise (mainly concerns constructive conflicts). After all, conflicts are a kind of «signal» of the presence of problems in the organization of business processes, a factor in the introduction of progressive changes and improvement of work organization, etc. At the same time, destructive conflicts and constructive conflicts with significant emotional stress can disorganize the work of the team, create obstacles in labor and social activity, cause the loss of resources, etc. Based on the essence of constructive and destructive conflicts, all causes of conflicts at the enterprise should be divided into personal (subjective) and situational (objective). The first group of reasons is related to individual and psychological characteristics of people, and the second – to deficiencies in the organization of business processes and work. Conflict management methods at the enterprise should be divided into two groups: 1) Direct – involve a direct impact on social contacts and possible conflict situations (based on the application of authority). This group of methods is represented by administrative-legal and organizational methods. 2) Indirect – involve indirect influence on conflicts based on mediation, negotiations, psychological influence. This group of methods includes pedagogical, mediating and socio-psychological tools of influence. Direct management methods are more significant for solving constructive conflicts in the enterprise, while indirect – destructive ones.