Styles of Managing Interdepartmental Conflict Across various Conflict Fields
Polychroniou Panagiotis V.
This study investigates how sales managers in Greek organizations handle conflict with their peers from other functional departments across various conflict fields. The findings suggest that sales managers are oriented to integrate ideas with those of their peers across strategic and important conflict fields in order to come up with the best possible solution for a given problem. On complementary basis sales managers prefer using compromising, avoiding and obliging for handling conflict regarding minor and day to day issues. Some implications of the study are discussed including the need to take into consideration the importance of each conflict field in order to manage conflicts and attain common goals. The study reveals how the sales manager deals with interdepartmental conflicts. In this way, it would be possible to develop models for handling interdepartmental conflict.
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