Search

This study examines the relationship between conflict and the effectiveness of work groups. The authors used multi-dimentional models of intra group conflict and performance groups. The first model includes three levels of conflict such as interpersonal conflict (between individuals), microgroup conflict (between some individuals and non formal subgroups within a group) and group conflict (between some individuals and a group). Each of these levels contain within them two types of conflicts -- job conflict and subject conflict. The second model shows two types of performance effectiveness and social effectiveness each of which has certain indicators. Data was collected from 334 workers from 42 groups and from different government and commercial organizations. The research was conducted on computers using 4 respondents connected to a Group Profile Computer Technique. Hypotheses were tested on the connections and levels of conflict with indicators of the two types of performance groups. Results show that job effectiveness according to the assesment of experts has inverse relationship at different levels and types of conflict, however, according to the assesment of group members from two types of microgroup conflict Social effectiveness groups are connected with interpersonal and group conflict. The levels and types of conflict occur based on group and subgroup effectiveness working together in unison and not separately. Four regressive models are highlighted that show the connection between several levels and types of conflict with the indicators of job effectiveness groups. [ABSTRACT FROM AUTHOR]