Yöneticilerin Z kuşağının çatışma yönetimi ve tarzlarına ilişkin algıları

With the rapid development of technology, the conflict content also hasbeen changed in organizations. Notably, the conflict that arises among employees from different generations has significant effects on corporate performance, efficiency, and sustainability. Some researchers have indicated that generational differences conduce to design and implement divergent policies, practices, and business strategies to manage such differences appropriately (Blythe et al., 2008: 153; Cennamo & Gardner, 2008:904). One of the essential points to be considered by the managers of various generations which strategy or style is preferred. Within the scope of our research, we examined how managers perceive the conflicts between Generation Z and older generations,and approach to the diverse generation of employees. Inparticular, as Generation Z enters the workplace, we intended to examine which conflict management styles that developed by Rahim as ROCI-II scaleis used by managers to manage intergenerational conflict. We figured out from the current research that even though managers commonly prefer to utilize the integrating style for managing conflict between different generations, they are not ready for new challenges which revealed for the first time with the entering of Generation Z in the workforce. Consequently, managers prefer to use dominating style when Generation Z deserves more privilege compared to older generations. Otherwise managers utilize the compromising and obliging styles. This study recommends that managers should focus on conflict management strategies with the inclusion of Generation Z in the business life and take into consideration the characteristics of Generation Z when examining the source of the conflict as well. Keywords:Conflict, Conflict Management,Generations,IntergenerationalConflict