A thesis submitted to mba program of azerbaijan state oil and industry university by adila bahmani

CONCLUSION

People who contribute to complex organizational goals, helping other groups of the organization, who are integrated with the decision-making process, should be rewarded with gratitude, awards, appointments and promotion. However, the rewarding system should be set up so that it does not cause unintentional behaviour of other people and groups. For example, if the head of the sales department is simply rewarded for the volume of the product sold, that would be contrary to the level of revenue. The head of this department can achieve sales volumes by offering big discounts, thereby reducing the company's average revenues.

There may also be conflicts between the sales office and the credit department. By increasing the sales volume, the sales office may go beyond the limits set by the credit department. In such a case, the credit department may deepen the conflict and deprive the sales office of the commissions.

Finally, it should be noted that proper coordination of the rewarding system proves to people that achieving common goals is the solution to conflicts in the interests of the leadership.

The methods of solving interpersonal conflicts are as follows. It should be noted that the methods of resolving interpersonal conflicts are in line with the behaviour of people in the conflict. These are the Privilege or Conflict, Compromise, Cooperation and Solution.

Therefore, it is necessary to manage the situation by developing conflicting ideas and using conflict resolution methods in difficult situations where there is a wide range of approaches and good decision-making. Other methods of conflict resolution can also successfully reduce or reduce the conflict situation, but will not lead to the optimal resolution of the problem, as all the glans will not be investigated equally. Research has shown that companies with high efficiency have more appealing to the problem-solving method, unlike those with less effect. Leaders in such organizations have more clearly expressed their disagreements and have not acted as if problems and dissatisfaction were not present. They searched until they found the decision. The leaders also sought a solution hierarchy that sought to prevent or minimize conflicts and sought solutions in those departments where there were factors and information affecting the decision. Although the method of solving the problem is not so large, it's proven its effectiveness in companies. Below is a schedule of problem-solving methods.

1. Seek the problem in the Goals category.

2. Once the problem has been set, find solutions that can be satisfied with both parties.

3. You focus on the problem rather than the personal qualities of the opposite.

4. Create a trusted environment to create mutual impact and information sharing.

5. Create a positive attitude towards each other by sympathizing and listening to the opposite party while communicating.

6. Minimize the feelings of intimidation and intimidation.

Thus, the above-mentioned inter-personal conflict resolution methods can be applied at various stages of the conflict in accordance with the conflict situation, the dynamics of the conflict and the nature of the conflicting parties.