Conflict Management a) Once a year a plenary meeting of the Graduate School takes place where PhD candidates should openly discuss their criticism and recommendations with their supervisors and representatives of the Graduate School. If required, further meetings can be arranged.
Conflict Management. In case of conflicts between the doctoral student and the academic supervisor, the person concerned can refer to the ombudsman of the TU Ilmenau or the members of the Commission for the Investigation of Allegations of Scientific Misconduct at any time. Furthermore, the individual parties can contact the interest groups of the respective academic levels. In addition, the representatives of the doctoral students are at all doctoral students‘ disposal.
Conflict Management. In Best, a project has been launched with the purpose of providing easily accessible and completely neutral confidential support for all employees in mapping their healthcare issues or dilemmas. Together with the employee, we try to find the most suitable solution route in which the autonomy of the employee remains the primary focus. The unions will be updated on the progress of this pilot in the regular meeting
Conflict Management. It is the Provider's responsibility to see that all work meets the requirements of this Item. Conflict Management involves setting the performance standards by the Provider and managing the work and employees to maintain the standards as set forth in this Item. The Provider is responsible for implementing and maintaining a quality control system to identify and correct performance concerns.
Conflict Management. Conflict management is a process oriented generic term that aims to limiting, mitigating and/or containing conflict behavior of parties. This is a holistic concept that has crosscutting and overarching objectives and focus, and is connected to wider objectives of addressing issues of conflict and taking steps to promoting reforms of institutions in order to prevent mass violence. Conflict management and prevention has relevance at pre-conflict, during conflict and post-conflict stages (Xxxx, 1996). Xxxxxxxx (1981:256) argued that a wide range of conflict prevention techniques should be employed at three stages of a conflict: incipient conflict, latent conflict, and manifest conflict. Some practitioners like Xxxxx (2010) and scholars like Xxxxx (2010) have seen conflict as a process and argued that conflict management and prevention is a continuous process too. It does not end with initiatives of avoiding and tackling conflicts at incipient, latent and manifest stages. Any time violence can recur, or new conflict can start, if substantial progress does not happen after negotiated settlements. Therefore, the aim of conflict management and prevention is not to avoid conflict, but to avert large scale violence (Ramsbotham et al. 2016:145). The concept of conflict management pays attention to prevent violence and mitigate conflict immediately after its inception, often through institutional and regulative procedures, and through peacekeeping operations when required (Xxxxx, 2008:22). It emphasizes on ‘strategies’ to maintain negative peace alongside maintaining law and order after signing peace accord. This process therefore depends upon assistance of security forces and some other forms of enforcement to tackle large scale violence and to maintain state’s integrity (Richmond, 2007:86-87). An important factor of managing conflict is to maintain appropriate channels of communication between parties or develop dispute resolution mechanisms to address and manage potential return of hostility (Otite, 1999:12). From a critical point of view, Xxxxxxxx (1995:17) argued that though conflict management provides a useful way of handling violence professionally, it is far away from articulating its goals in relation to justice and change issues. This is why Xxxxxxxxxx et al. (2016:146) stated that the attempts of management and prevention of conflict has to be linked with the “satisfaction of needs, the accommodation of legitimate aspirations and the remedy of manifest in...
Conflict Management a. MPI-AB supports all its members in case of conflicts or disputes.
Conflict Management. The purpose of the Conflict Management process is to address any concerns that Owner or Owner’s agent or representative may have with an Eligible Family. At any time, an Eligible Family may choose to give consent to their Section 811 service coordinator to work directly with the property manager of the Eligible Multifamily Property. However, such consent cannot be made a condition of tenancy.
Conflict Management. 1. If there is something bothering us or a conflict between us, how will we communicate this? (ex. communicate this right away, take 24 hours to think about it, talk to the RA, ask for an RA mediation, etc.) _
Conflict Management. Conflicts are part of everyday life and occur while working together in international projects, also for reasons of different cultural backgrounds. Therefore, possibilities that are available to reduce conflict potentials will be pursued such as cooperative leadership in the project and the different working teams. Communication between consortium members will be facilitated in meetings, telephone and web conferences so that they get to know each other intensively and appreciate cultural differences. All project data will be documented and made available on the shared workspace. If conflicts arise, they will be firstly internally (by voting) and if necessary externally solved via mediation techniques (involving a neutral person). In case of persisting conflicts the issue will be discussed with the Project Coordinator who is entitled to overrule all prior voting or moderated results. This way, it can be guaranteed that the project is able to make decisions any time. Conflict Resolution - Pragmatic negotiation will be the basis for the consortium conflict resolution approach. Typical conflicts, which can arise in the project, can be due to a lack of productivity/and or quality, missed deadlines and personality and cultural clashes. It will be the responsibility of the Coordinator – who is an experienced mediator in dispute resolutions, to identify these conflicts at an early stage and take steps to talk to the involved parties to quickly resolve the conflict. Negotiation and decisions taken by consensus will be the main tools to resolve conflicts. Should this approach and a majority decision not be achievable by the parties involved and the rest of the Consortium, an independent referee will be appointed by the Project Coordinator, such as the EC Project Officer or another external expert.
Conflict Management. 31 4.4 Rules under the Agreement 31 4.4.1 Notification, Prior Consultation and Agreement 32
