Directions of strategic conflict management that contribute to increasing the economic efficiency of enterprises

Abstract

The article explores the areas of strategic conflict management that contribute to improving the efficiency of enterprises operating in the agro-industrial complex. There have been used methods of cognition during the study: analysis, synthesis, concretization and abstraction, classification, grouping, and others. There have been given some definitions of the terms based on the study: strategy, conflict and its elements. There have been studied the stages of conflict development at the enterprise and the main causes of the conflicts. We have compared the approaches to conflicts in the organization, developed a matrix of risks that affect the economic efficiency of the enterprise and selected the main types of interpersonal conflicts at the enterprises for the study. During the study, a direct relationship has been revealed between the frequency of occurrence of conflict situations and the economic efficiency of the enterprise, as a result of which styles of behavior have been developed for the management personnel of economic entities in case of conflict situations. The study has allowed to identify the following problems in conflict management at pilot enterprises: an increase in the number of conflicts between departments; the cause of conflicts is often connected with the shift in areas of responsibility in the performance of duties; ignoring the psychological incompatibility of employees when hiring; selection of compromise or adaptive resolution options. To eliminate the identified problems, the directions of strategic conflict management for pilot enterprises were outlined: the formation of a checklist for diagnosing conflicts; development of a conflict management matrix; use of all styles of behavior in conflict situations; timely response to the emerging conflict situation.