DETAILED SYLLABUS

Conflict management and social dialogue

1. Information about the study program

1.1 University / Babes-Bolyai University
1.2 Faculty / of Economics and Business Administration
1.3 Department / of Management
1.4 Field of study / Management
1.5 Program level (bachelor or master) / Master
1.6 Study program / Qualification / Entrepreneurship and Business Administration

2. Information about the subject

2.1 Subject title / Conflict management and social dialogue
2.2 Course activities professor / Assoc. Prof. Ovidiu-NiculaeBordean
2.3 Seminar activities professor / Assoc. Prof. Ovidiu-NiculaeBordean
2.4 Year of study / 2 / 2.5 Semester / 1 / 2.6 Type of assessment / SE / 2.7 Subject regime / C

3. Total estimated time (teaching hours per semester)

3.1 Number of hours per week / 3 / out of which: 3.2 course / 2 / 3.3 seminar/laboratory / 1
3.4 Total number of hours in the curriculum / 42 / out of which: 3.5 course / 28 / 3.6 seminar/laboratory / 14
Time distribution / Hours
Study based on textbook, course support, references and notes / 23
Additional documentation in the library, through specialized databases and field activities / 34
Preparing seminars/laboratories, essays, portfolios and reports / 43
Tutoring / 4
Assessment (examinations) / 4
Others activities ......
3.7 Total hours for individual study / 108
3.8 Total hours per semester / 150
3.9 Number of credits / 6

4. Preconditions (if necessary)

4.1 Curriculum / Human resource management
4.2 Skills / Not applicable

5. Conditions (if necessary)

5.1. For course development / •Students are not allowed to take part in classes or to attend courses and laboratories with their mobile phones being switched on.
•No late coming will be tolerated during courses and laboratories.
5.2. For seminar / laboratory development / •The deadline for the final project is established by the course instructor together with the students. No delays will be admitted unless there is a good reason for that.
•The students who are late in handing in their final projects will be fined with 0.1 points for every day of delay. The projects that are handed in after 5 days of the deadline will not be considered for assessment.

6. Acquired specific competences

Professional competences / •Understand the different types of conflict that could arise within companies and be aware of the specific consequences of these conflicts;
•Develop the necessary skills for communicating effectively within an organizational context;
•Understand the importance of active listening within the communication process;
•Develop skills for decoding messages send through non-verbal communication;
•Know how to manage different types of conflicts, like interpersonal, intrapersonal, intragroup or intergroup;
•Learn how to use different approaches for solving conflicts: mediation and negotiation.
Transversal competences / •Demonstrating an interest for improving the results of professional activity by assuming different tasks and different job roles in a team;
•Assuming the involvement in research activities, like for example reading, literature review, essay writing, or even scientific articles;
•Taking part in scientific projects in order to demonstrate their capacity for identifying opportunities for their future career.

7. Subject objectives (arising from the acquired specific competences)

7.1 Subject’s general objective / The course describes how to develop a design for the effective management of conflict at various levels in an organization. This course also examines the management of organizational conflict, involving the diagnosis and intervention in conflict.
7.2 Specific objectives / Conflict management and social dialogue course provides students with the necessary skills to deal with different types of conflicts as well as the necessary knowledge to use diverse strategies to better cope with conflicts within organizations.

8. Contents

8.1 Course / Teaching methods / Observations
Nature of conflict / Lectures / 2 lectures
Communication / Lectures / 2 lectures
Conflict management design / Lectures / 2 lectures
Types of conflict / Lectures / 2 lectures
Mediation / Lectures / 2 lectures
Negotiation / Lectures / 2 lectures
References:
  1. Armstrong, M., (2006), A handbook of human resource management practice, 10th edition, Kogan Page, London.
  2. De Dreu, C., Gelfand, M., (2008), The psychology of conflict and conflict management in organizations, Taylor and Francis.
  3. Kenton, B., Penn, S., (2009), Change, conflict and community. Challenging though and action, Elsevier, Oxford, UK.
  4. McCorkle, S., Reese, M J., (2010), Personal conflict management. Theory and practice, Pearson Education, Boston, MA.
  5. Rahim, M. A., (2011), Managing conflict in organizations, 4th edition, Transaction Publishers, New Brunswick, New Jersey.
  6. Raines, S., (2013), Conflict management for managers: resolving workplace, client, and policy disputes, John Wiley & Sons.
  7. Runde, C., Flanagan, T., (2013), Becoming a conflict competent leader: how you and your organization can manage conflict effectively, John Wiley & Sons.
  8. Shapiro, D., (2004), Conflict and communication. A guide through the labyrinth of conflict management, Idea Press Books.
  9. Whiters, B., Lewis, K. D., (2003), The conflict and communication activity book, AMACOM, New York, NY.

8.2 Seminar/laboratory / Teaching methods / Observations
Communication / Role play: Meet the press & Right listening / 1 seminar
Conflict management design / Case study: Allen Manufacturing Corporation / 2 seminars
Types of conflict: intrapersonal, interpersonal, intragroup and intergroup / Role play: Prisoners’ dilemma
Case study: New employee at Credit Union / 2 seminars
Mediation & Negotiation / Role plays on Mediation and Negotiation
Final project: Write your own case study on conflict resolution / 2 seminars
References:
1.McCorkle, S., Reese, M J., (2010), Personal conflict management. Theory and practice, Pearson Education, Boston, MA.
2.Rahim, M. A., (2011), Managing conflict in organizations, 4th edition, Transaction Publishers, New Brunswick, New Jersey.
3.Raines, S., (2013), Conflict management for managers: resolving workplace, client, and policy disputes, John Wiley & Sons.

9. Corroboration / validation of the subject’s content in relation to the expectations coming from representatives of the epistemic community, of the professional associations and of the representative employers in the program’s field.

In order to develop the course content and teaching/learning techniques, the course instructor had several meetings with specialists from conflict management domain. He also discussed with other professors from different business schools that have similar teaching and research interests. These meetings were meant to identify employers’ needs and expectations and to coordinate with other similar courses from other business schools.

10. Assessment (examination)

Type of activity / 10.1 Assessment criteria / 10.2 Assessment methods / 10.3 Weight in the final grade
10.4 Course / • Knowing the specific concepts from conflict management; / The final exam will consist of several types of questions: multiple choice questions, true or false questions and opened questions that will address specific issues from the Conflict management and social dialogue course. In order to pass the exam you have to obtain at least 5 (five). / 50%
• Ability to adequate use of concepts, methods and procedures specific to conflict management;
• Understand the importance of case studies in conflict management;
• Develop pros and cons arguments for distinctive situations.
10.5 Seminar/laboratory / • Understand the concepts discussed during course and laboratories; / Home assignments
Class participation
Final report / 10%
20%
20%
• Ability to explain and use correctly the specific concepts in International Strategies;
• Ability to take decisions based on the analysis of a given situation;
• Assessment of own or other peoples arguments;
• Ability to develop pros and cons arguments.
10.6 Minimum performance standard
•It is necessary to obtain a minimum grade of 5 (five) in order to pass this subject;
•The grades being granted are between 1 (one) and 10 (ten);
•Students must approach each element (question, problem) within the exam sheet;
•The exam is written and takes approximately 120 minutes.

Date of fillingSignature of the course professor Signature of the seminar professor 09.03.2017 Conf. univ. dr. Ovidiu-Niculae Bordean Conf. univ. dr. Ovidiu-Niculae Bordean

Date of approval by the department Head of department’s signature

15.03.2017 Prof.univ.dr.NistorRazvanLiviu

1

NOTE: This document represents an informal translation performed by the faculty.