Original Research

Managerial modes of conflict resolution in the banking industry

A. D. Slabbert
South African Journal of Economic and Management Sciences | Vol 5, No 1 | a2674 | DOI: https://doi.org/10.4102/sajems.v5i1.2674 | © 2018 A. D. Slabbert | This work is licensed under CC Attribution 4.0
Submitted: 09 July 2018 | Published: 31 March 2002

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A. D. Slabbert, Faculty of Management, Cape Technikon, South Africa

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The Thomas Killman Conflict Mode Instrument is widely used to assess conflict management styles. The instrument uses two parameters, i.e. assertiveness and cooperation, resulting in five distinct styles: avoiding, competing, collaborating, accommodating and compromising. Twenty five senior- and twenty five junior managers in the banking industry (2 particular companies) completed the questionnaire, answering in the context of their relationships with each other. Results indicate significant differences between the two groups. Senior management prefers the assertive styles (competing and collaborating) with scant attention to cooperation, while middle management primarily uses the avoiding style, which is both uncooperative and unassertive. The implications of these findings are discussed, leading to particular recommendations.


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