企業的運作,組織結構是關於任務分派、編組、協調的正式架構,因為多數組織仍採取部門專業分工方式,不同部門負責不同任務,對於任務與執行就會產生不同的意見,這就是衝突。 而企業組織的領導者,除了指揮群體達成目標,另外兼具障礙處理者以及資源分派者之責任,這三種主要責任,無一不與衝突之發生與管理關係密切。 有鑒於大多數衝突管理的研究仍是移植西方研究構念,而華人文化的特色,可能使得衝突研究結果並不全然適用,因此本研究藉由訪談高階領導者方式,目的在於瞭解華人組織中高階領導者對於衝突管理是如何運作。 研究結果發現,華人領導者之關係衝突觀點,並不盡然認為是惡性衝突;而在衝突管理方面,則仍受到和諧、秩序、威權等華人文化影響;也到受權變觀念影響,並不拘泥於任何策略或方法,但上級威權命令與調整組織則是最普遍之運用。
The organization of a business is a formal structure with the function of cooperation, coordination, and responsibilities assignment, which can complete business objectives. As we know, most of the business entities are organized by various functional departments with different goals and opinions. Thus the conflicts between these departments may be caused when conducting tasks. A leader of a business has three main responsibilities, including leading all the employees to achieve business objectives, solving problems and allocating resources, which all relate to the occurrence and management of conflict between departments. Since most of the studies concerning about conflict management are originated from the conception of the western researches, the conclusions of the studies cannot fit all cases when Chinese culture was involved. By interviewing Chinese executives, this study is to examine how Chinese cultures influence the decision of a Chinese executive in the management of conflicts. This study indicates that some Chinese executives have positive views to relationship conflicts. However, they are still influenced by some traditional Chinese cultures, for example, harmony, order and discipline. And they are also affected by the concept of contingency, so the way they manage conflicts are not restricted by particular strategies or methods. Furthermore, this study also finds that authority order and business restructure are both the common methods adopted by Chinese executives to settle conflicts.