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The effect of the organization's climate onto the degrees of the interorganizational conflict

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2008
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Abstract (EN)

People, who come together to fulfil an obvious aim, constitute the organizations. Each organization has an organization climate, which can seperate it from the other organizations. Organization climate depends on the perceiving of the employees and it is effective on the employees organizational behaviours.Employees in the organizations have clashes/disputes in a different level. Clash orders appear in a three different level, in individuals, in groups, between groups.This research, which is about the organization climates and their effects to the clash levels, divides into four parts. In the firs part, organization and organization climate definitions, leadership, motivation, organization culture, types and dimensions of organization climate are emphasized.In the second part, clash and clash levels are explained in a detailed way. Every clash levels are examined one by one.In the third pard of the study, the interection between organisation climate and clash levels is examined. In this part, influence of the climate demensions on the clash levels are expressed in theoretical way.In the fourth part of the study, there is a field research. The questions, which are formed to measure and determine the climates of three different organizations, are applied in SSK Hospital, Erzincan State Hospital and in Red Crescent Medical Science Centre. In the same organizations, there are four kinds of poll application are certified to measure the clash levels. In he end of the second part, answers of the employees are evaluated generally.In the conculusion part, according to the answers, the climates of the three different organization are compared and their effects on the clash levels are subjected to the evaluation seperately.

Author

Ali Şenel

How to Cite

Ali Şenel (Master Thesis). The effect of the organization's climate onto the degrees of the interorganizational conflict, 2008, Kütahya Dumlupınar University.

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