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x, 180 pages ; 22 cm

x, 180 pages ; 22 cm

x, 180 pages ; 22 cm

iii, 165 pages : 23 cm

This paper discusses personnel management issues that arose when the East Berlin (Germany) Municipal Library and the West Berlin America Memorial Library united in 1995 to form the Central and State Library. The first section provides historical background on the two libraries and their merger. The second section summarizes the East-West conflict as generally present in Berlin and the defining aspects of this conflict among staff at the unified Central and State Library including: euphoria; disillusionment and mistrust; the beginning of the third phase of mutual recrimination; the first phase of understanding, where misapprehensions are recognized; and the second phase of understanding, in which the respective ethical systems are understood, learned, and respected. The third section describes the following measures related to unification that have been introduced in order to mitigate the East-West conflict: (1) external leadership; (2) complete neutrality; (3) common long-term goal; (4) short-term improvements in service with mixed staffing; (5) reaching understanding of different points of view by working together; (6) different clientele required different behavior; (7) clear decisions, anticipation of difficulties resulting from compromises; (8) improving the information culture; (9) conscious fostering of changes in behavior to each other; (10) changing the nature of discussions; (11) delegating responsibility to the shop floor; and (12) unanimity is neither achievable nor necessary, acceptability will do. (MES)

This paper discusses personnel management issues that arose when the East Berlin (Germany) Municipal Library and the West Berlin America Memorial Library united in 1995 to form the Central and State Library. The first section provides historical background on the two libraries and their merger. The second section summarizes the East-West conflict as generally present in Berlin and the defining aspects of this conflict among staff at the unified Central and State Library including: euphoria; disillusionment and mistrust; the beginning of the third phase of mutual recrimination; the first phase of understanding, where misapprehensions are recognized; and the second phase of understanding, in which the respective ethical systems are understood, learned, and respected. The third section describes the following measures related to unification that have been introduced in order to mitigate the East-West conflict: (1) external leadership; (2) complete neutrality; (3) common long-term goal; (4) short-term improvements in service with mixed staffing; (5) reaching understanding of different points of view by working together; (6) different clientele required different behavior; (7) clear decisions, anticipation of difficulties resulting from compromises; (8) improving the information culture; (9) conscious fostering of changes in behavior to each other; (10) changing the nature of discussions; (11) delegating responsibility to the shop floor; and (12) unanimity is neither achievable nor necessary, acceptability will do. (MES)

This paper discusses personnel management issues that arose when the East Berlin (Germany) Municipal Library and the West Berlin America Memorial Library united in 1995 to form the Central and State Library. The first section provides historical background on the two libraries and their merger. The second section summarizes the East-West conflict as generally present in Berlin and the defining aspects of this conflict among staff at the unified Central and State Library including: euphoria; disillusionment and mistrust; the beginning of the third phase of mutual recrimination; the first phase of understanding, where misapprehensions are recognized; and the second phase of understanding, in which the respective ethical systems are understood, learned, and respected. The third section describes the following measures related to unification that have been introduced in order to mitigate the East-West conflict: (1) external leadership; (2) complete neutrality; (3) common long-term goal; (4) short-term improvements in service with mixed staffing; (5) reaching understanding of different points of view by working together; (6) different clientele required different behavior; (7) clear decisions, anticipation of difficulties resulting from compromises; (8) improving the information culture; (9) conscious fostering of changes in behavior to each other; (10) changing the nature of discussions; (11) delegating responsibility to the shop floor; and (12) unanimity is neither achievable nor necessary, acceptability will do. (MES)

This paper discusses personnel management issues that arose when the East Berlin (Germany) Municipal Library and the West Berlin America Memorial Library united in 1995 to form the Central and State Library. The first section provides historical background on the two libraries and their merger. The second section summarizes the East-West conflict as generally present in Berlin and the defining aspects of this conflict among staff at the unified Central and State Library including: euphoria; disillusionment and mistrust; the beginning of the third phase of mutual recrimination; the first phase of understanding, where misapprehensions are recognized; and the second phase of understanding, in which the respective ethical systems are understood, learned, and respected. The third section describes the following measures related to unification that have been introduced in order to mitigate the East-West conflict: (1) external leadership; (2) complete neutrality; (3) common long-term goal; (4) short-term improvements in service with mixed staffing; (5) reaching understanding of different points of view by working together; (6) different clientele required different behavior; (7) clear decisions, anticipation of difficulties resulting from compromises; (8) improving the information culture; (9) conscious fostering of changes in behavior to each other; (10) changing the nature of discussions; (11) delegating responsibility to the shop floor; and (12) unanimity is neither achievable nor necessary, acceptability will do. (MES)

This paper discusses personnel management issues that arose when the East Berlin (Germany) Municipal Library and the West Berlin America Memorial Library united in 1995 to form the Central and State Library. The first section provides historical background on the two libraries and their merger. The second section summarizes the East-West conflict as generally present in Berlin and the defining aspects of this conflict among staff at the unified Central and State Library including: euphoria; disillusionment and mistrust; the beginning of the third phase of mutual recrimination; the first phase of understanding, where misapprehensions are recognized; and the second phase of understanding, in which the respective ethical systems are understood, learned, and respected. The third section describes the following measures related to unification that have been introduced in order to mitigate the East-West conflict: (1) external leadership; (2) complete neutrality; (3) common long-term goal; (4) short-term improvements in service with mixed staffing; (5) reaching understanding of different points of view by working together; (6) different clientele required different behavior; (7) clear decisions, anticipation of difficulties resulting from compromises; (8) improving the information culture; (9) conscious fostering of changes in behavior to each other; (10) changing the nature of discussions; (11) delegating responsibility to the shop floor; and (12) unanimity is neither achievable nor necessary, acceptability will do. (MES)

122 p. ; 24 cm

122 p. ; 24 cm

Book Source: Digital Library of India Item 2015.198668 dc.contributor.author: Uma Lakhtakia dc.date.accessioned: 2015-07-08T12:54:06Z dc.date.available: 2015-07-08T12:54:06Z dc.date.digitalpublicationdate: 0000-00-00 dc.identifier.barcode: 5990010100457 dc.identifier.origpath: /rawdataupload/upload/0100/459 dc.identifier.copyno: 1 dc.identifier.uri: http://www.new.dli.ernet.in/handle/2015/198668 dc.description.scanningcentre: IIIT, Allahabad dc.description.main: 1 dc.description.tagged: 0 dc.description.totalpages: 320 dc.format.mimetype: application/pdf dc.language.iso: English dc.rights: Out_of_copyright dc.source.library: I I T Kanpur dc.subject.classification: Social dc.subject.classification: Engineering. Technology In General dc.subject.classification: Humannities And Social Sciences dc.title: Managing Conflict At The Interpersonal

Book Source: Digital Library of India Item 2015.198668 dc.contributor.author: Uma Lakhtakia dc.date.accessioned: 2015-07-08T12:54:06Z dc.date.available: 2015-07-08T12:54:06Z dc.date.digitalpublicationdate: 0000-00-00 dc.identifier.barcode: 5990010100457 dc.identifier.origpath: /rawdataupload/upload/0100/459 dc.identifier.copyno: 1 dc.identifier.uri: http://www.new.dli.ernet.in/handle/2015/198668 dc.description.scanningcentre: IIIT, Allahabad dc.description.main: 1 dc.description.tagged: 0 dc.description.totalpages: 320 dc.format.mimetype: application/pdf dc.language.iso: English dc.rights: Out_of_copyright dc.source.library: I I T Kanpur dc.subject.classification: Social dc.subject.classification: Engineering. Technology In General dc.subject.classification: Humannities And Social Sciences dc.title: Managing Conflict At The Interpersonal

This study examines how people in Chinas Peoples Liberation Army (PLA) think about and discuss escalation control in their public writings. It draws on over two dozen PLA writings, most issued since 2008, to explore the current state of PLA thinking on how crisis and conflict erupt, escalate, and end. We focused on PLA views of conventional (non-nuclear) conflict. We found that controlling the outbreak and escalation of crisis is an area of focus for the PLA. We also found that there are divergences from U.S. thinking that are worthy of attention. Chief among these is that some Chinese military activities in a crisis could be perceived as-and therefore become-escalatory even if they are not intended as such. Finally, we found that PLA views on these issues are evolving, and that there are still many critical unknowns in our understanding of PLA views on escalation control.

xxxv, 323 pages : 23 cm

xxxv, 323 pages : 23 cm

No Description

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Title from cover

Includes bibliographical references

Includes bibliographical references

A pre-post study designed to evaluate a learning intervention (simulation + debrief discussion) on managing conflict and negative behaviours at work for student nurses.

A pre-post study designed to evaluate a learning intervention (simulation + debrief discussion) on managing conflict and negative behaviours at work for student nurses.

Managing team conflict case study 

This week we take an inside look at what it takes to actually maintain an open source project or in James' case 50 open source projects. How do you handle issues, PRs, CI, and how to stay sane when that blue GitHub notification bubble will never go away?Follow UsFrank: Twitter, Blog, GitHubJames: Twitter, Blog, GitHubMusic : Amethyst Seer - Citrine by AdventurefaceProudly recorded on ZencastrSponsored By:Raygun: Everything developers of any application need for native and managed crash reporting to detect and diagnose software errors. Support Merge ConflictLinks:praeclarum/sqlite-net: Simple, powerful, cross-platform SQLite client and ORM for .NETUp For GrabsMerge Conflict: Merge Conflict 43: DevOps for the Solo DeveloperFirst Timers Only - Get involved in Open Source and commit code to your first project!

This week we take an inside look at what it takes to actually maintain an open source project or in James' case 50 open source projects. How do you handle issues, PRs, CI, and how to stay sane when that blue GitHub notification bubble will never go away?Follow UsFrank: Twitter, Blog, GitHubJames: Twitter, Blog, GitHubMusic : Amethyst Seer - Citrine by AdventurefaceProudly recorded on ZencastrSponsored By:Raygun: Everything developers of any application need for native and managed crash reporting to detect and diagnose software errors. Support Merge ConflictLinks:praeclarum/sqlite-net: Simple, powerful, cross-platform SQLite client and ORM for .NETUp For GrabsMerge Conflict: Merge Conflict 43: DevOps for the Solo DeveloperFirst Timers Only - Get involved in Open Source and commit code to your first project!

This week we take an inside look at what it takes to actually maintain an open source project or in James' case 50 open source projects. How do you handle issues, PRs, CI, and how to stay sane when that blue GitHub notification bubble will never go away?Follow UsFrank: Twitter, Blog, GitHubJames: Twitter, Blog, GitHubMusic : Amethyst Seer - Citrine by AdventurefaceProudly recorded on ZencastrSponsored By:Raygun: Everything developers of any application need for native and managed crash reporting to detect and diagnose software errors. Support Merge ConflictLinks:praeclarum/sqlite-net: Simple, powerful, cross-platform SQLite client and ORM for .NETUp For GrabsMerge Conflict: Merge Conflict 43: DevOps for the Solo DeveloperFirst Timers Only - Get involved in Open Source and commit code to your first project!

Perma.cc archive of https://iby.imd.org/brain-circuits/the-six-steps-to-managing-conflict/ created on 2021-12-17 10:16:04+00:00.

Perma.cc archive of https://iby.imd.org/brain-circuits/the-six-steps-to-managing-conflict/ created on 2021-12-17 10:16:04+00:00.

Perma.cc archive of https://iby.imd.org/brain-circuits/the-six-steps-to-managing-conflict/ created on 2021-12-17 10:16:04+00:00.

Perma.cc archive of https://iby.imd.org/brain-circuits/the-six-steps-to-managing-conflict/ created on 2021-12-17 10:16:04+00:00.

Literaturverz. S. 137 - 143

Literaturverz. S. 137 - 143

Head of schools in public secondary schools play a key role in establishing the adhesive that links the outdoor environment and while doing such important duty, conflict during implementation is not too far especially during conflict management. At the same time head of schools have different alternative in attacking the challenges. This study examines challenges which head of schools encounter during resolving conflict and techniques used to stand as way forward towards challenges. Primary data were collected using questionnaire and focus group discussion tools from 133 respondents who are teachers, 30 school board members, 6 head of schools and 1 district education officer. The sample was chosen from each selected secondary school within Chato district by simple random sampling technique. The data was analyzed using Statistical Package for Social Science (SPSS ver. 20, IBM, USA). The high spot that some challenges faced by heads of school in managing conflict are lack of conflict management skills, biasness, scarce financial resources, low awareness on responsibilities to some teachers, lack of evidence, and political interference. The study revealed that the possible solutions used by the head of school in arguing conflict included the use of school board members, avoidance of favoritism, availabilities and good distribution of resources, ignoring conflict and collaborating. In this matter conflict is inevitable in secondary schools; however, there are means of managing challenges that are encountered in the course of managing conflict in schools. Therefore, government through the Ministry of Education and Vocational Training should focus on great need for heads of secondary schools and teachers to be trained in conflict management.

Head of schools in public secondary schools play a key role in establishing the adhesive that links the outdoor environment and while doing such important duty, conflict during implementation is not too far especially during conflict management. At the same time head of schools have different alternative in attacking the challenges. This study examines challenges which head of schools encounter during resolving conflict and techniques used to stand as way forward towards challenges. Primary data were collected using questionnaire and focus group discussion tools from 133 respondents who are teachers, 30 school board members, 6 head of schools and 1 district education officer. The sample was chosen from each selected secondary school within Chato district by simple random sampling technique. The data was analyzed using Statistical Package for Social Science (SPSS ver. 20, IBM, USA). The high spot that some challenges faced by heads of school in managing conflict are lack of conflict management skills, biasness, scarce financial resources, low awareness on responsibilities to some teachers, lack of evidence, and political interference. The study revealed that the possible solutions used by the head of school in arguing conflict included the use of school board members, avoidance of favoritism, availabilities and good distribution of resources, ignoring conflict and collaborating. In this matter conflict is inevitable in secondary schools; however, there are means of managing challenges that are encountered in the course of managing conflict in schools. Therefore, government through the Ministry of Education and Vocational Training should focus on great need for heads of secondary schools and teachers to be trained in conflict management.

Perma.cc archive of http://www.acas.org.uk/managing-individual-conflict created on 2022-05-03 13:55:30.835992+00:00.

Perma.cc archive of http://www.acas.org.uk/managing-individual-conflict created on 2022-05-03 13:55:30.835992+00:00.

Perma.cc archive of http://www.acas.org.uk/managing-individual-conflict created on 2022-05-03 13:55:30.835992+00:00.

Perma.cc archive of http://www.acas.org.uk/managing-individual-conflict created on 2022-05-03 13:55:30.835992+00:00.

In this week's podcast, David Hossack and Elise Turner discuss how tensions between employees can be costly to businesses, the steps employers could take to try to prevent such conflicts arising, and how to deal with a live conflict between two employees.

In this week's podcast, David Hossack and Elise Turner discuss how tensions between employees can be costly to businesses, the steps employers could take to try to prevent such conflicts arising, and how to deal with a live conflict between two employees.

In this week's podcast, David Hossack and Elise Turner discuss how tensions between employees can be costly to businesses, the steps employers could take to try to prevent such conflicts arising, and how to deal with a live conflict between two employees.

In this week's podcast, David Hossack and Elise Turner discuss how tensions between employees can be costly to businesses, the steps employers could take to try to prevent such conflicts arising, and how to deal with a live conflict between two employees.

In this week's podcast, David Hossack and Elise Turner discuss how tensions between employees can be costly to businesses, the steps employers could take to try to prevent such conflicts arising, and how to deal with a live conflict between two employees.

In this week's podcast, David Hossack and Elise Turner discuss how tensions between employees can be costly to businesses, the steps employers could take to try to prevent such conflicts arising, and how to deal with a live conflict between two employees.

Perma.cc archive of http://www.oecd.org/gov/ethics/managingconflictofinterestinthepublicservice.htm created on 2019-10-14 15:05:32+00:00.

A message to Hamas, from a young Gazan civilian: "If you aren't capable of managing this conflict and building the country, then you must relinquish control and hand it over to our energetic and creative young people in Gaza who can change things for the better." Listen: https://t.co/9qJ55Ctudq

A message to Hamas, from a young Gazan civilian: "If you aren't capable of managing this conflict and building the country, then you must relinquish control and hand it over to our energetic and creative young people in Gaza who can change things for the better." Listen: https://t.co/9qJ55Ctudq

Excerpt taken from an Antony Sutton interview by Elizabeth Clare Prophet, where he expounds on his published book: How the Order Controls Education. -------------- The 1st volume of this series introduced THE ORDER, presented three preliminary hypotheses with examples of the evidence to come. We also asserted that any group that wanted to control the future of American society had first to control education, i.e., the population of the future. This volume outlines the way in which education has been controlled by The Order. It all began at Yale. In the 1850s, three members of The Order left Yale and made a revolution that changed the face, direction and purpose of American education. It was a rapid, quiet revolution, and eminently successful. Description The revolutionary trio were: ‘ Timothy Dwight, Prof. Yale Divinity School and then 12th President of Yale University. ‘ Daniel Coit Gilman, 1st President University of California, and John Hopkins University, 1st President Carnegie Institution. ‘Andrew Dickson White, 1st President Cornell University, and American Historical Association. They were all initiated into The Order within a few years of each other (1849, 1852, and 1853). They set off for Europe to study philosophy at the University of Berlin, monopolized by post-Hegelian philosophy. Notably at Berlin University in 1856 was none other than Wilhelm Wundt, the founder of experimental psychology in Germany and the later source of the dozens of American PhDs who came back from Leipzig, Germany to start the modern American education movement. At the time Germany was dominated by the Hegelian philosophical ferment. There were two groups of these Hegelians. The Right Hegelians, were the roots of Prussian militarism and the spring for the unification of Germany. There were also Left Hegelians, the promoters of scientific socialism. Most famous of these, of course, are Karl Marx, Friedrich Engels, Heinrich Heine, Max Stirner and Moses Hess. Both groups use Hegelian theory of the State as a start point, i.e., the STATE IS SUPERIOR TO THE INDIVIDUAL. Prussian militarism, Nazism and Marxism have the same philosophic roots. -- Veritas Books

Excerpt taken from an Antony Sutton interview by Elizabeth Clare Prophet, where he expounds on his published book: How the Order Controls Education. -------------- The 1st volume of this series introduced THE ORDER, presented three preliminary hypotheses with examples of the evidence to come. We also asserted that any group that wanted to control the future of American society had first to control education, i.e., the population of the future. This volume outlines the way in which education has been controlled by The Order. It all began at Yale. In the 1850s, three members of The Order left Yale and made a revolution that changed the face, direction and purpose of American education. It was a rapid, quiet revolution, and eminently successful. Description The revolutionary trio were: ‘ Timothy Dwight, Prof. Yale Divinity School and then 12th President of Yale University. ‘ Daniel Coit Gilman, 1st President University of California, and John Hopkins University, 1st President Carnegie Institution. ‘Andrew Dickson White, 1st President Cornell University, and American Historical Association. They were all initiated into The Order within a few years of each other (1849, 1852, and 1853). They set off for Europe to study philosophy at the University of Berlin, monopolized by post-Hegelian philosophy. Notably at Berlin University in 1856 was none other than Wilhelm Wundt, the founder of experimental psychology in Germany and the later source of the dozens of American PhDs who came back from Leipzig, Germany to start the modern American education movement. At the time Germany was dominated by the Hegelian philosophical ferment. There were two groups of these Hegelians. The Right Hegelians, were the roots of Prussian militarism and the spring for the unification of Germany. There were also Left Hegelians, the promoters of scientific socialism. Most famous of these, of course, are Karl Marx, Friedrich Engels, Heinrich Heine, Max Stirner and Moses Hess. Both groups use Hegelian theory of the State as a start point, i.e., the STATE IS SUPERIOR TO THE INDIVIDUAL. Prussian militarism, Nazism and Marxism have the same philosophic roots. -- Veritas Books