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HO CHI MINH CITY UNIVERSITY OF FOREIGN
LANGUAGES
-INFORMATION TECHNOLOGY
FACULTY OF BUSINESS ADMINISTRATION
---------***--------

SCIENTIFIC RESEARCH
REPORT
TOPIC:
CONFLICT MANAGERMENT IS AN INCREDABLE
PART OF EVERY BUSINESS

Student’s name:
1. Trần Hữu Luân_19DH481080
2. Nguyễn Thái Phong_19DH480182
3. Trần Tú Kỳ Đồng_19DH480608
Class: KN1903
Lecturer: Dr.Lê Hữu Châu

HCMC,December 2021



ABTRACT
Nowadays, large and small businesses, specifically, the managers of
these companies, are extremely concerned about the issue of
conflict management in their own businesses. This problem is
known as one of the most important aspects to help businesses
develope stably and sustainably against competition with other
competitors in the market. Managers at the top of the organization
need to learn more about this issue, more specifically, how to

resolve conflicts between departments or individuals in a company.
This helps managers to get better to understand employees about
people who manage other departments, whether they are superior or
subordinate. Therefor, the authors decided to make a scientific study
on the above issue and the important aspects surrounding it. The
problem is divided into three basic levels: individual to individual,
individual to group, and group to group. After the authors evaluated
and classified this problem, they came up with a number of
solutions that were considered the most optimal for each type of
conflict. this study is used both primary and secondary method, it is
including : specific information from Vinamilk's company and some
their articles in website.


TABLE OF CONTENTS
ABTRACT.......................................................................................................3
CHAPTER I : INTRODUCTION..................................................................5
1.1.Rationale.....................................................................................................5
1.1.1.Definition of organizational behaviour.....................................................5
1.1.2.Definition of managing conflict................................................................6
1.2.Problem......................................................................................................6
1.3.Objects........................................................................................................6
1.4.Scope...........................................................................................................7
CHAPTER II : LITERATURE REVIEW.....................................................7
2.1.Previous study............................................................................................7
2.1.1.The nature of the conflict..........................................................................7
2.1.2.Causes of conflict.....................................................................................7
2.1.3.Individual Conflict....................................................................................8
2.1.4.Group Conflict..........................................................................................8
2.1.5.Conflict between individuals and groups..................................................8

2.1.6.Conflict between groups...........................................................................9
2.2.Managing conflict of Vinamilk’s company..............................................9
2.2.1.Conflicts of milk distribution channels in Vinamilk’s company
........................................................................................................................... 9
2.2.2.Conflict at shareholder meeting of Vinamilk’s company........................10
CHAPTER III : METHODOLOGY............................................................12
3.1.Dodge........................................................................................................12
3.2.Intervention by force...............................................................................13
3.3.Diffusion...................................................................................................13
3.4.Persuasion................................................................................................14
3.5.Administrative measures.........................................................................14
3.6.Patience to solve.......................................................................................15
CHAPTER IV : DISCUSSION.....................................................................15
4.1.Practice in enterprises.............................................................................15
4.2.Behavior of individuals in conflict..........................................................16
4.2.1. Psychological process............................................................................16
4.2.2.Factors affecting the behavior of individuals in conflict.........................17
4.2.3.Some principles for modifying conflicting behavior...............................18


CHAPTER V : RECOMMENDATION.......................................................18
5.1.Employee..................................................................................................18
5.2.Business....................................................................................................19
CHAPTER VI : CONCLUSION..................................................................20
CHAPTER VII : REFERENCES.................................................................20

CHAPTER I : INTRODUCTION
1.1.Rationale
1.1.1.Definition of organizational behaviour
Organizational behavior is understood as the behavior of people or

employees of an organization. This behavior is governed and
determined by the conscience, ability and attitude of the employee.
It is a management science that systematically studies the behavior
and attitudes of people in an organization and the interaction
between human behavior and that organization. Organizational
behavior is the scientific explanation for behavioral phenomena
instead of emotional thinking. For example, when a person is absent
from work, suppose he stops working without knowing the real
reason. the results of the employee's work such as productivity, level
of work and evolution of human resources. Organizational behavior
includes the well-being and attitudes of individuals, the interaction
between behavior and attitudes of individuals with the
organization.To fully understand organizational behavior, we need
to take a closer look at these three factors. Organizational behavior
relates to the behavior and attitudes of employees at work and must
occur within the organization itself.
[ CITATION TSN21 \l 1033 ]

1.1.2.Definition of managing conflict
Classic view: conflict is a negative and negative manifestation
within the organization Behavioral science perspective: conflict is a
natural occurrence, sometimes it also helps stimulate creativity, so it
can create many benefits for an organization If handled properly
.way Conflict is a process in which one party realizes that their
interests are being fought or harmed by another party. Conflict can
lead to negative or positive outcomes, depending on the nature and
intensity of the conflict. The concept of conflict is not always
understood in a negative sense. positive conflicts greatly increase
productivity. [ CITATION TSN21 \l 1033 ]

1.2.Problem
We will focus our analysis on one aspect of conflict, which is
precisely the conflict that occurs in the business activities of a
company or a collective or group. Due to the nature of teamwork,
everyone works on the basis of each other's joint efforts. However,
these companies do not always do well, and this is what companies
must always adapt, face and innovate to coexist and thrive. On the
other hand, each member of the group and the organization has
differences in working style, thinking and opinions at work. This
diversity is also one of the causes of conflict and stress for
individuals and organizations. Therefore, conflict is an integral part
of a company and an individual. The fact that managers can resolve
individual conflicts in a collective creates a unified image. The skill
is also known as conflict management. [ CITATION TSN21 \l
1033 ]

1.3.Objects
Since managers cannot avoid conflicts in their organizations, they
must know how to handle them. If a conflict exists within an
organization and is not resolved, it can have a long-term negative
effect on an organization and the longer it persists, the more difficult
it is to resolve the conflict. a team grows better and more
sustainably, creates a special bond between the members of the
organization and creates a unified human body - the most important
thing for a business to survive in a difficult market like Vietnam.

1.4.Scope
Because conflict in an organization, collective, or business is
inevitable. Therefore, this essay on conflict management will help

managers know what conflict is, better understand its causes.Cause
of conflict, different types of conflicts may exist in one's own
business. Know how to limit large and small conflicts in the
business, have personal judgments and assessments in combination
with the above conflict resolution methods, to come up with the
right strategies to solve the problem. , helping employees to focus
on their work to help the business complete the set strategic goals.

CHAPTER II : LITERATURE REVIEW
2.1.Previous study
2.1.1.The nature of the conflict
Conflict is different ways of thinking about ideas, ways of working,
views and interests of each individual in the organization. But not


because of that, there can be conflict, real conflict occurs when and
only when it crosses the limit of a certain individual or organization

2.1.2.Causes of conflict
The causes of conflicts in the organization are disagreements about
opinions, abuse of power with subordinates, disagreements on
communication.
Task Interdependencies: In essence, individuals and organizations
are always influenced by each other in tasks, the greater the conflict,
the different ideas and goals because avoiding conflict is closely
related to interdependence. so it is unlikely to happen. But only a
small disagreement in interdependence can cause major conflict.
Status Inconsistencies: Inconsistency in an organization's policies
and fairness. For example, a manager can work alone during
working hours, but for junior employees, it is not possible and will

be penalized if working separately.
About communication problems: When a manager assigns work to
an employee but the employee does not understand or does it
wrong, the manager's attitude will feel angry, frustrated, and there
will be conflicts.
Individual Differences: Each individual has different working
capacity, some people do well, others do not. For individuals with
good work capacity, there may be authoritarianism and dependence
because they do well and don't look at anyone. Because of these
things, there will be real conflicts.

2.1.3.Individual Conflict
Ethical: When you found the wallet, do you think you should pay it
or keep it for yourself?
Mission: Should I admit my mistakes? Is it worth it? When an
individual has made a mistake and doesn't know whether to admit it
or not and when he admits the mistake, the fault is too serious or
not, so a conflict may arise.
Big change: You have a life-changing decision that you should or
shouldn't follow. For example: The job you do does not show your
ability and you will change to another more important job such as
agreeing to a promotion. As a result, personal conflicts may arise.


2.1.4.Group Conflict
When there is disagreement about opinions, needs, ideas in the
group. Conflict between members will affect the quality of work
and this conflict is very common.
Task-based conflicts: When working in groups, members will be
assigned different tasks, but just one member does not complete it

will affect the whole team and cannot meet the deadline.
Leadership conflicts: Every leader has a different way of managing
and doing their job. There are people who care, observe and help
others at the same time, while others are not. As a manager, you
should determine your own way of working, how to implement the
group's decisions
Conflict of personality: Each individual has different personalities
that do not always fit into the group. When working, each person's
personality is not sociable and affects the level of work completion.
It is important to try to understand and integrate with others.

2.1.5.Conflict between individuals and groups
Conflict between groups is formed based on disagreement,
competition, between management with each other. Because of
wanting to get a higher position, despite doing the wrong things, it
creates conflicts. Organizational structure is also involved in leading
to conflict. For example: When a person does a good job, he will
receive credit for the manager, creating discomfort for others.
Viewpoint has transformed conflict as a motive in group activities
and for individual members. The point to be noted by the
organization is to consider any conflict as bad, very negative, or no
longer relevant. When conflict is seen as negative for the group and
organization, this negative phenomenon must be avoided. Conflict
occurs as a result of improper communication, or leads to a
breakdown of trust between conflicting groups. Organizations and
groups must accept conflict as a natural presence in the group, and
conflict can sometimes produce positive results.

2.1.6.Conflict between groups
In an enterprise with many groups, many different organizations, the

interests of the groups are not consistent with each other leading to
inconsistency. Each department always tries to do its job well,
competing with each other for the top. to envy, to envy. Teams have
separate tasks for each type of work, resulting in different work


completions with distinct goals. Intergroup conflict can occur when
one team deliberately isolates the other, only concerned with the
target location of the work.

2.2.Managing conflict of Vinamilk’s company
2.2.1.Conflicts of milk distribution channels in Vinamilk’s company
What is a distribution channel? There are many different
interpretations of distribution channels depending on the aspect and
different perspectives that we give different definitions of
distribution channels. Here we look at two angles, the first is the
angle of the distribution channel. The specific manufacturer here is
Vinamilk dairy company, the main distribution channel is a business
process with external intermediary organizations to bring products
and services of their business to customers. From the perspective of
the buyer, the distribution channel is an intermediary organization
independent of the manufacturer, where goods and services cost
more than the manufacturer.
Distribution channels play an important role in most production
activities of enterprises. It determines where the goods are sold, at
what price, etc., which shows that the distribution channel has a
great influence on the profit of a business and Vinamilk is no
exception. Since 1976, Vinamlik has grown stronger and stronger
and become the leading dairy supplier in Vietnam. Has a wide
distribution network both at home and abroad, with a wide variety

of products such as yogurt, juice, fresh milk, etc. and has been voted
as Vietnamese high quality product for 14 consecutive years.
continued from 1995-2008. Currently, the company has two main
distribution channels, the first distribution channel is the traditional
distribution channel (220 independent distributors and more than
140,000 retail points), this traditional distribution channel provides
more than 4/5 products. company products. In addition, Vinamilk
also built many display facilities for its products in big cities such as
Hanoi, Da Nang, Ho Chi Minh City and Can Tho to support the
advertising and distribution of products to consumers. The second
distribution channel is the distribution channel, which is currently
the metro supermarket system,... with more than 5,000 agents and
140,000 thousand retail stores, large and small, selling Vinamilk's
products as well as in distribution channels. such as schools,
hospitals, supermarkets...
Problem


With such a large number of distribution channels, conflicts
between channels are inevitable. In addition to competitive conflicts
that positively affect business performance, negative conflicts cause
many obstacles to the distribution of goods from the place of
production to the hands of consumers.
Specifically, some distribution channels try to make their own
regulations on advertising and prices of products but do not go
through the company but do it according to their own wishes, while
other channels also agree to display different types of products. milk
of other brands such as TH true milk, Duck lady, etc. Vinamilk also
offers a very quick solution to resolve and better manage conflicts
from distribution channels.

Solution
 Set basic agreement targets for distribution channels, apply legal
policies to be more effective.
 It is possible to exchange employees of distribution channels so that
they have a new working environment and are more sympathetic
and happy to cooperate with each other.
 When there is a big conflict, you should choose to negotiate and
conciliate.
 The most important thing is to specialize in the roles of each
employee, to have empathy and cooperation with high expertise in
resolving conflicts.[ CITATION Phạ18 \l 1033 ]
2.2.2.Conflict at shareholder meeting of Vinamilk’s company
Problem
After the 2015 General Meeting of Shareholders of Vinamilk, it
showed the fierce conflicts of the management of State capital as
well as the fairness of the interests of shareholders, including the
Government.
Conflict developments, at the 2015 general meeting of shareholders,
SCIC had a proposal to elect an independent member to the Board
of Directors, the head of the Supervisory Board must work full-time
at the company, amend the articles of association. The company
charter with the content "the automatic loss of the status of a
member of the Board of Directors, the Supervisory Board in the
event that such member is no longer appointed as the representative
of the institutional shareholder" was vetoed by the shareholders. Ms.
Mai Kieu Lien is the Chairman of the Board of Directors and the
General Director of Vinamilk. Ms. Lien is currently a part of the
capital managed by SCIC, but now they no longer support her.
SCIC wants Ms. Lien to retire and will be replaced by someone else

and will notify later. And of course Ms. Lien will lose her position
on the board of directors. But this proposal has been vetoed.
If this conflict is not resolved satisfactorily, the whole Vinamilk
company will face great challenges in capital management, but
SCIC is even more serious, in particular, the state budget will suffer
a serious deficit. And also to avoid the intervention of the authorities
if the agreement fails, and at the same time avoid the crisis of highlevel personnel.
Solution
Vinamilk’s shareholders wants SCIC, instead of competing for
shareholder rights, should only focus on supporting businesses
because dairy is not a necessary field with state management.
Enterprises will expand and develop and state capital will not be in
deficit. (Dân Trí, 2015)

CHAPTER III : METHODOLOGY

When people have conflicts, they all cause many consequences, the
future results of Party A completely depend on the current results.
Thus, decisive control of the parties also includes conflicts, ranging
from joint control in interpersonal conflicts to agent control in
internal conflicts. In inner conflict, decision makers are faced with a
situation that depends on the outcome and full control of the agent
and can decide how to resolve the conflict between their current and
future interests. from peers. In an internal conflict, the parties have
full control over the actor to exceed their own future interests and
serve only their current interests, or vice versa. In contrast, in
interpersonal conflict, the parties are faced with a situation where
outcomes are interdependent and controlled - meaning that the
outcomes of both parties are interdependent on decisions and

actions. of their partner. Because of the differences between these
conflicts, the parties may be more bound to resolve conflicts of


interest with their counterparty than to resolve conflicts of interest
with themselves. Therefore, there is a need for methods to resolve
conflicts.( TS. Đào Quang Vinh,2020)

3.1.Dodge
It is a way of resolving conflict by leaving it to an outsider to
intervene. However, you should choose to assign the settlement to a
third party that is not directly related to the controversial issue to
resolve. . Make sure the man or woman you choose to solve the
problem has a deeper perception, a sharper commenting ability than
you do, and must be a good communicator. Their assessment is
objective, not inclined to either side, despite the uncomfortable
facts, it is an inexpensive way to resolve the battle. This fashion of
decision often ignores the problem, would not argue, and withdraws
from the battle. While this can sound high quality, the fact is that
people who forget about struggle are not contributing anything of
value and can be conserving again treasured thoughts due to the fact
when conflits isn't happening, not anything may be resolved.
Therefore, the case of avoidance should only be applied when the
issue is not too important, not related to their interests, the
consequences of solving the problem outweigh the benefits, and
finally, the outsider in the debate can can be solved better.

3.2.Intervention by force
It seems that conflicts can be controlled with the help of specific
techniques to control difficult troubles . For big problems or big

conflicts need spend more time fixing . The contradictions and
difficulties now seem not to be immediate, to solve the core
problem It takes more time and needs to be negotiated. Operational
capabilities of the dispatcher Teams can be very important in
decision making, especially if you are a leader it is imperative There
are many different techniques and strategies for deciding debates. It


can also be said that this is a way to resolve conflicts by power.
Senior managers can establish rules and procedures that can limit
conflicts to an acceptable level.

3.3.Diffusion
Diffusion, or so to speak, separates the parties to the conflict: while
the argument is at its climax and there are uncontrollable behaviors
on both sides, the great solution is this. find a way to take one or
both sides out of that argument. Depending on the situation, overt or
covert segregation strategies are used. Now, each aspect preserves
that person's point of view, assuming that person is right, so if 2
aspects argue about who is appropriate and who is incorrect, the
problem will not be resolved. When isolated, giving two things time
to reflect instead of criticizing and resenting the other person, they
can see things more right and right. Therefore, they both maintain
their image while maintaining the connection with the alternative
party.

3.4.Persuasion
To resolve a conflict positively, persuading the parties to the
argument is the most reasonable solution . If the organization has a
consensus and achieves a development level, this level can be used.

Conflicts between contributors can be brought up collectively for
other participants to research, contribute and support , persuade the
parties to become more aware of their obligations to the employer,
improve relationships, give up their own goals.
This method nonetheless preserves honor on both sides by using it
to be appeased and shared. Moreover, the relationship of business
members can also be closer and understand each other better.


3.5.Administrative measures
If you put a group of people together three days a week, conflict,
big or small, is inevitable. However, while work-related conflicts
are seen as productive, personality and work-style conflicts are quite
the opposite. The first step to resolving employee disputes is to
know the confrontation between them. However, while work-related
conflict is seen as productive, personality and work style conflicts
are quite the opposite. The first step in resolving employee disputes
is knowing and understanding the disagreement between them.
It is easier to solve problems from the beginning, can create a less
contentious environment such as clearly describing each employee's
job, you can reduce conflicts in the team, security of the
conversation to encourage honesty and trust and Have clear
policies .
Common conflict management methods include:
+Identify the source of the conflict.
+Maintain boundaries.
+Respect the difference.
+Simplify th problem.

3.6.Patience to solve

One of the key ingredients that I see in the steps to resolving
conflict is patience. Patience can slow your emotional response,
consider that the other person may actually have positive rather than
negative intentions and consider what might be the point of view of
the person you are arguing with yourself. People who can resolve
conflicts are often very patient with others, with themselves, and
with the process of reconciling differences.
Here is a great quote about patience: The secrets of the greats of the
past - those who have done great things, have inspired and saved


countless souls - what? That is patience. (Inayat Khan) (Đình Thắng
– Tổ hóa)

CHAPTER IV : DISCUSSION
4.1.Practice in enterprises
Enterprises have a responsibility to produce a working terrain that
creates the stylish conditions, allowing them to contribute and
develop. Dissensions lead to arguments and conflicts, so enterprises
Immediate intervention is demanded to restore balance in the work
environment.(jobpro.vn)


4.2.Behavior of individuals in conflict
4.2.1. Psychological process

From personal conflict will lead to group conflict and even larger
organizational conflict. On the other hand, personal conflicts can
also arise from conflicts between groups or organizations, and even
between individuals within the same group or organization. These 4

steps include:
Stage 1 - The appearance of conflicting causes: These causes are
conditions leading to contradictions and contradictions. If they are
not and are not aware of the conditions that led to these conflicts, it
is possible that the potential for conflict will gradually disappear as
the preconditions cease to exist.
Stage 2-Awareness and Personalization: This is when the individual
becomes aware of the existence of preconditions for conflict. The
contradiction still exists only in the individual's thoughts, not in
actions. When individuals can coordinate their interests, ... over
time, conflicts can be completely controlled and reduced.
Stage 3-Expression in Action: This is when one of the individuals
begins to express their personal feelings about the conflicting


situation through intentional actions. At this stage, the conflict has
occurred, if the parties take such actions then the conflict will
culminate. Bad consequences.
Stage 4 -Outcome of Conflict: this degree the struggle has ended or
has been considerably resolved. If conflicts are saved at a moderate
stage and properly managed by way of people among the events,
they could assist individuals self-assess and enhance themselves,
help agencies and companies improve the first-class in their work.
Choices to improve operational efficiency. If inside the process of
battle people do no longer have manage, re-compare themselves,
consider the situations for war bobbing up from many angles and
purpose the conflict to spiral out of manipulate, the results may be
very bad. Pole. It makes individuals not able to cooperate in sports,
even this may result in the disintegrate of businesses and
organizations.

4.2.2.Factors affecting the behavior of individuals in conflict
Detecting the factors that influence someone's psychology and
behavior in a conflict helps managers know what they can do to
influence and change an individual's behavior in the fight to ensure
effectiveness. activities, improving work productivity, keeping
diligence, pleasant, satisfying personal needs, intending to ensure
stability and efficiency of organizations and agencies.
Consists of two factors: positive and negative factors.
+ Positive: They will listen to each other's ideas and find the best
solution together. Constructive comments from a third party: when
the parties to the conflict have lost their wisdom and control over
their behavior because the parties have placed their own interests


above the collective interests of the group. They may need the
advice, advice and influence of a third party.
+ Negative: These factors can also be factors that have a positive
effect, but when the actions of the parties take place in the opposite
direction, they have a very negative impact. They tend to think of
each other and make the conflicts between them worse, affecting
their own and the organization's activities.

4.2.3.Some principles for modifying conflicting behavior
The behavior of the debate collaborators was no longer moving in
favor because they now failed to discover an anomalous basis to
support the harmonization of interests and characteristics; now
inability to will or regulate their behavior or because of
misunderstanding. To improve these issues, it is necessary to
allocate benefits to avoid overlapping functions and conflicts of

interests, regularly organize exchanges through picnics and
entertainment activities to increase cohesion and union.

CHAPTER V : RECOMMENDATION
5.1.Employee
Objectively speaking, CIC Vietnam Joint Stock Company is a
gathering of many participants, They are one-hearted, passionate
about work, love and help each other. Even so behind these issues
there are still many controversies between representatives and
workers; between workers and managers, between groups, between
representatives and leaders ... Although these satisfactions have not
yet reached the mark of coercion and special as it can, for quite a
long time, accumulate without arrangement, the pioneers are
indifferent to the clashes Lack of contentment over an extended
period of time leads to group limits, demoralization, and conflict.
Collaborative efforts at work can certainly cause conflicts in the
framework, which greatly affects creative exercises. business of the
Company. Understand corporate content and apply inferences about
organizational behavior, can present several types of disputes within
CIC Vietnam Joint Stock Company as follows :


The main thing to discuss is the conflict between employees in the
organization. When dealing with a particular task, when formulating
plans and methodologies between groups, between individuals there
is contentment and logical contradictions fight for different points
of view Some individuals from the organization are not satisfied
with the compensation . They feel that individuals contribute and
work equally, however Various advantages. People with a high
sense of certain expectations, fair discipline, work side by side

Close to individuals with low perceptions of certain expectations,
feelings of disciplining powerlessness should be prompted It is
possible that these two things may contradict each other.
The next thing to talk about is the conflict between employees and
their superiors. When talking about leadership: a few officials in the
organization need rationality in their work. division of work,
arrangement and promotion of the unit, in money compensation,
reward, in the treatment of individuals. It's the absence of visitors
unbiased, unjust, favoring treatment, evaluation and action towards
subordinates promote conflict and clash About employees : When
the agent disregards standards for example, violations of work
discipline, creative discipline, specialized cycles, neglecting to
complete ranked work, neglecting to secure great work, The
framework for dealing with individuals from the whole is not
great ... being reminded by the superiors, analyze, or discipline, the
individual who reacts negatively, exerts pressure Be frank with your
supervisor.

5.2.Business
The company's activities are developed on the basis of consideration
and development in order to satisfy the current requirements in
order to meet the long-term development of the company. The
current conflict at CIC Vietnam Joint Stock Company, although not
serious enough, has caused certain negative effects and affected the
way the company operates and does business.
Small groups established and operating in the company all have
their own, independent views of working without each other's help
because they want to have an important position. These reasons
have affected the solidarity to develop together that the company's
goals have set. Because they do not want to cooperate with each

other, it creates negativity, reduces work efficiency and cannot
complete assigned goals, affecting the working reputation of the
whole company.
With the mission: "Create products with high value "quality efficiency - aesthetics - discipline". Create a professional, dynamic,
creative, dedicated, transparent and modern working environment. "


But unresolvable conflicts will affect the destiny set and damage the
name of the company that has developed after many years.

CHAPTER VI : CONCLUSION
Conflict management is the process by which managers present
proposals (based on individual or group goals) to individuals or
groups in a company for discussion in order to reach agreement.
This mediation process is particularly important for complex
conflict situations and winning conflicts. For methods of handling
conflicts, a conflict style is sometimes used. In the negotiation
process, the compromise style is only a last resort. On the contrary,
managers need reason in their decisions, because the cooperative
style is an important part of negotiations. the parties to the conflict.
However, it is common to incorporate the five styles of conflict
management into the negotiation process. This combination is very
effective when negotiations involve sensitive and complex issues
such as negotiations between suppliers and customers, between
management and unions, etc. Managers should choose the
negotiation method for conciliation, and compromise should only be
a last resort to avoid conflicts that have already occurred that lead to
larger conflicts because the compromise process does not work.
There is absolute consensus between the two conflicting parties. As
a result, the decisive factor in the successful resolution of conflicts

often depends on dominant styles of conflict management in the
trading process of managers lead to the need to negotiate. We need
to analyze the causes of the conflict by answering the following
questions and on this basis we can focus on the main issues of the
negotiation process.

CHAPTER VII : REFERENCES
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tế TP.HCM,
Khoa Quản trị Kinh doanh, NXB Giáo dục.
[2] Phan Thị Minh Châu (2007), “Giáo trình quản trị học”, trường
ĐH Kinh tế TP.
HCM, Khoa Quản trị Kinh doanh, NXB Phương Đông.
[3] Harvard Business Essentials, “Quản lý sự thay đổi và chuyển
tiếp”, (Biên dịch:
Trần Thị Bích Nga – Phạm Ngọc Sáu, Hiệu đính: TS Nguyễn Văn
Quì), NXB


Tổng hợp TP.HCM.
[4] Sách Mr Vinh
[5] Website 4tech, “Cách giải quyết xung đột trong công việc”,
21/04/2011,
< />[6] Website Tài liệu, “Quản lý xung đột”, 23/04/2011,
< />[7] Website Đào tạo tinh hoa, “5 phương pháp giải quyết xung đột”,
24/04/2011,
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[8] bwportal, “Quản trị xung đột – tập thể mạnh hay cá nhân xuất
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[9] Website Kỹ năng, “Nghệ thuật giải quyết xung đột trong công
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/> /> /> /> />-of-conflict-in-organizations/
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/> /> />www.vinamilk.com.vn

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