01524pab a2200169 454500008004000000100002700040245006600067260000900133300001400142362000800156520100100164650001501165773004301180909001001223999001701233952010401250180718b2003   xxu||||| |||| 00| 0 eng d  aSamantara, Rabinarayan  aManagement of superior - subordinate conflict: an exploration  c2003  ap.444-59.  aApr  aThe present research attempts to explore certain basic issues relating to superior-subordinate conflict and its management in the organisational setting. Statistical analysis of `perceptual' data obtained from 72 managers of an aluminium-manufacturing organisation operating in the public sector, indicated that matters relating to the technical and operative aspects of the job emerged as important issues of superior-subordinate conflict whereas individual differences between managers were viewed as the significant sources of such conflict. In general, it was observed that managers' conflict resolution behaviour was characterized by an immense utilization of problem-solving, smoothing and compromising modes together with the relative absence of withdrawing and forcing behaviours. It is noteworthy, however, that there were some significant differences between the superiors and their subordinates with respect to their utilization of various conflict management strategies. - Reproduced.  aManagement  aIndian Journal of Industrial Relations  a56658  c56658d56658  00104070aIIPAbIIPAd2018-07-19hVolume no: 28, Issue no: 4pAR57103r2018-07-19w2018-07-19yAR