**Management and Conflict Resolution: Conceptual Tools for Securing Cooperation and Organizational Performance Tools for Securing Cooperation and Organizational Performance**

**Management and Conflict Resolution: Conceptual**

DOI: 10.5772/intechopen.72132

Halvor Nordby Halvor Nordby Additional information is available at the end of the chapter

Additional information is available at the end of the chapter

http://dx.doi.org/10.5772/intechopen.72132

#### **Abstract**

In theories of conflict management, managers' conflict resolution skills have often been understood as their relational attitudes and ability to communicate, but choices of conflict resolution strategies in organizational management should also depend on the types of conflicts managers face. Understanding how a complex conflict situation involves one or several conflict types is a matter of understanding the deep structure of the conflict. Knowledge of such deep structure is a key to realizing what the conflict is about and how it should be resolved. The chapter uses conflict theory to distinguish between six conflict types that are especially important from an organizational perspective: *interpretation conflicts, argumentation conflicts, value conflicts, interest conflicts, role conflicts* and *personal conflicts*. After having clarified their signifcance in an organizational context, the chapter elucidates how knowledge of the conflict types and how they are logically related to each other can be used in managers' conflict resolution practices. The last part of the chapter uses the conflict types to develop a model for practical conflict resolution in management. The model can be used as a tool for analyzing conflict situations—to gain a deeper and more systematic understanding of how the situations should be resolved in accordance with the best interest of the organization.

**Keywords:** conflict resolution, organizational management, conflict types, communication, agreement


Analyzing Modern CRM Practices

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**Chapter 2**

Customer Relationship

Islamic Banks

*Ahmad Rafiki*

**Abstract**

Indonesia

**1. Introduction**

them satisfy.

**13**

obtain the "value for money."

Management Practices in

This chapter explores the implementation of customer relationship management (CRM) in Islamic banks through two components of organizational and technological factors. The CRM is one of the solutions to resolve the two common issues that are low level of public awareness toward the Islamic banks' products and low level of Islamic financial literacy. A mix method that is used in this chapter consists of quantitative method using descriptive analysis and qualitative method using content analysis based on a review of literature. A stratified sampling technique is used to collect questionnaires from a total of 22 respondents. The findings reveal that a majority of respondents agreed to all statements related to organizational and technological factors, which affect the CRM implementation. The information in this chapter can be useful, or as a reference, for stakeholders, particularly the financial service authority and the bank of Indonesia in developing the Islamic banks.

**Keywords:** CRM, organizational factor, technological factor, Islamic banks,

The borderless business transaction is a challenge in this global competition. There are factors that convince customers to continuously purchase the products. One of them is an excellent service; thus, companies nowadays are improving their services by identifying the customers' preferences and strengthening the relationships with customers, then customers' expectations can be fulfilled and make

Managing personalization of the customer experience has been an important task. The idea of having happy customers through better services is a key motivation in any organizations. Moreover, the increasing of online price-product transparency causes a change in customers' orientations and demands, whereby customers are more meticulous in selecting and comparing the best prices. This is one of the challenges for the Islamic banks to preserve the customer loyalty and

Nowadays, the companies' ways in approaching the customer are changing toward more closer and highly responsible. It is therefore necessary to differentiate the business approaches toward customer and product orientation. As customer orientation is importantly needed to improve customer relationships, companies

### **Chapter 2**


**Xiaohui Liu 1, Shuaixing Wang 1,\*, Nan Du 1,\*, Xinyi Li 2 and Qing Zhao 1**

Received: 28 January 2018; Accepted: 13 March 2018; Published: 15 March 2018

**Abstract:** A deeper understanding of plasma electrolytic oxidation (PEO) can in turn shed light on the evolution of coating structures during such oxidation processes. Here, a three-dimensional (3D) structure of PEO coating was investigated based on the morphologies at different locations in a PEO coating and on the elemental distribution along certain sections. The coating surface was dominated by a crater- or pancake-like structure of alumina surrounded by Si-rich nodules. A barrier layer with a thickness of ~1 μm consisting of clustered cells was present at the aluminum/coating interface. As the coating thickened, the PEO coating gradually evolved into a distinct three-layer structure, which included a barrier layer, an internal structure with numerous closed holes, and an outer layer with a rough surface. During the PEO process, molten zones formed along with the plasma discharges. The volume and lifetime of the molten zones changed with oxidation time. The diversities of cooling rates around the molten zones resulted in structural differences along a certain section of the coating. A growth and discharge model of PEO coatings was established based on the 3D structure of the particular coating studied herein.

**Keywords:** plasma electrolytic oxidation (PEO); aluminum; three-dimensional structure; aluminum/coating interface; growth model


**Author details**

Leila Mohammadi\*, Silvia Martinez and Daniel Aranda Open University of Catalonia, Barcelona, Spain

\*Address all correspondence to<EMAIL_ADDRESS>
© 2021 The Author(s). Licensee IntechOpen. This chapter is distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/ by/3.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.

*You Have a New Super Power: Ethics of Oocyte Cryopreservation DOI: http://dx.doi.org/10.5772/intechopen.98392*