病院組織 構成員들의 對人的 葛藤解決樣式에 관한 實證的 硏究

Abstract

Since a hospital organization consists of the staff of various ranks and classes, it seems to harbor more interpersonal conflicts than any other organization. However, as such conflicts may be resolved much depending on their situational determinants, it is seemed necessary to review such determinants or variables comprehensively. The goals of this study were set as follows; First, the situational determinants affecting the handling styles of the conflicts among hospital organization members would be reviewed comprehensively. Second, the ways how such situational determinants affect the handling styles of the conflict would be identified, while the efforts required to formulate a collaborating conflict handling styles improving the effectiveness of hospital operation under almost every situation would be prescribed. The situational determinants selected for this study were organizational culture, source of power, gender, age, career, academic background, type of hospital and job. The methods of conflict handling styles reviewed were avoiding, accommodating, competing, compromising and collaborating. The major theories applied for this study were Rahim's interpersonal conflict model and Thomas' two-dimensional model, and the survey to used was a questionnaire format. For the population of the survey, were selected the entire medical institutes in Seoul, and among them, each 4 general hospitals and quasi-general hospitals were sampled at random. The collected data were processed using the statistical software program for technical statistics, multiple regression analysis, repeatedly measured distribution analysis, Paired t-test, Duncan's multiple interval test and contrast options. The results of this study can be summarized as follows; 1. As a result of reviewing the effects of the situational determinants on the handling styles of conflicts, it was found that 'source of power' affected most the avoiding and accommodating handling styles of the conflicts among seniors, colleagues and juniors, while compromising and collaborating handling styles were affected most by the organization culture. Hence, in order to induce the collaborating handling styles of the conflicts under almost every situation, it may well be necessary to create a positive organization culture which allows for management of conflicts through discussions or dialogues. In other words, senior staff should avoid the exertion of their power, while a proper rewarding system should be arranged for the junior staff. 2. The correlation between conflict handling styles and situational determinants can be analyzed as follows; 1) As a consequence of analyzing the hypothesis regarding the conflict handling styles depending on the subjects of conflict, it was found that hospital staff tended to be accommodating or avoiding in their conflict with their colleagues or seniors, while they tended to be more collaborating with their juniors than their colleagues. 2) The analysis of correlation between situational determinants and conflict handling styles can be summed up as follows. First, the conflict handling styles differed depending on the organization culture, which suggests that the organization with a positive culture relies more on the collaborating conflict handling styles. Reversely, the organization with a negative culture resorts to avoiding or accommodating conflict handling styles. Second, as a result of analyzing the differences of conflict handling styles depending on the sources of power, it was disclosed that the senior staff relying on non-forceful power tended to use the collaborating handling styles more. Third, women tended to rely on the avoiding handling styles more than men. Fourth, there could be found no significant difference of conflict handling styles used depending on career length. Fifth, the lower academic background a hospital staff had, he or she tended to be less dependent on the competing method. Sixth, there was found no significant differences of three conflict handling styles (avoiding, accommodating and collaborating ones) between general and quasi-general hospitals. Lastly, professional staff tended to rely more on the avoiding method than the general staff. As discussed above, the finding that hospital staff rely on avoiding, accommodating, compromising and collaborating conflict handling styles seems to be attributable to the fact that the hospitals are operated centering around the patients who need to be supported by the combined efforts among hospital staff. That is, most conflicts are managed by accommodating or collaborating method for patients' sake rather than are aggravated. Based on the above findings the following suggestions are put forwards; First, many studies have reviewed the conflicts, but they are less focused on the situational determinants, much less the independent variables. Moreover, the variables identified could not be tested. It is recommended, therefore, that future studies should test and determine the factors affecting the handling styles of the conflicts. Second, many preceding studies review the conflict in relation with the organization, but most of them do not cover the interpersonal conflicts. In this regard, future studies are obliged to set proper conflict conditions and thereby, review the conflicts under situations. Third, in consideration of the hospital organization, future studies need to define proper situational determinants, conflict handling styles and relationship between relative staff statuses.