The Relationship between Manager Personality and the Conflict Solution Study: An Example of Food and Beverages Industry in Taiwan

• Main Authors: Guo-Hsun Tseng, 曾國勳
• Other Authors: Lieh-Ching Chang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/26nj8q

碩士 === 玄奘大學 === 企業管理學系碩士在職專班 === 101 === In the organization, the directors are always in charge of more mission, responsibilities and authority than the staffs. However, as the director promotes the business, communicates with some ideas and achieves the goals, it is inevitable to encounter conflicts with the staffs that are in the organization or not in the organization. When the conflict is happening, it’s important to make the solution in the right ways of the director. Not only their professionalism, their personality characteristics also affect the attitudes and capabilities when they face, manage and solve the conflict. Therefore, this study aims to understand the relationship between the director’s personalities and the solution of conflict. Also we probe into when the directors are doing their job, what will they do when they affect the conflict with different kinds of personality. In this study, we combine three questionnaires for test to find a corresponding relationship with the results. McCrae & Costa (1986) of the five main categories personality the NEO questionnaire used to test the Big Five personalities of the directors which are extraversion, openness, neuroticism, kindness and cautiousness. Jehn & Chatman (2000) conflict in scale of the design of task-oriented, which measures executives when faced with the task. Rahim (2001) designed the Conflict Management Measurement (Rahim Organizational Conflict Inventory-II, ROCI-II) to measure the integrating, dominating, avoiding, obliging, and compromising between the directors with the five conflict management modes. For these questionnaires, we focus on the directors who work in the restaurants in Hsinchu and Miaoli of Taiwan, and there are one hundred and fifty-three valid questionnaires were collected. Through these confirmation and analysis, we got following conclusions. Firstly, the directors of the industries in Taiwan the strategy they use are “integrating” and “compromising”. When the directors face different levels of task conflict, "avoiding" tends to have significant differences. Second, the higher “kindness personality” they have, the higher possibility of “integrating” they will use when they fact to the conflict. Third, the higher “neuroticism” personality they have, they will use the way with “dominating” to solve the conflict. Forth, if they have the personality with “extraversion” and “openness”, they will solve the problems with “dominating”, “obliging”, “compromising” and “integrating”. Finally, if they have the personality with “cautiousness”, they will solve the problems with “obliging”, “compromising”, “avoiding”, and “integrating”.