The Management Strategies used for Conflicts Resolution: A Study on the Chief Physician and the Directors of Health Care Services

Abstract

Background: This study was performed using a descriptive concept to state reasons for conflict viewed from the perspective of head physicians and health care services directors who work within hospitals. Aims: This study was conducted to determine whether there were differences between the chief physician's and health care services director's strategies of conflict resolutions in terms of diverse variables. Methods and Material: The population of the study consists of head physicians and health care service directors who manage 56 hospitals and 6 affiliated Public Hospital Associations in Istanbul. The study sample comprised 41 head physicians and 43 health care services directors, giving a total of 84 hospital administrators who accepted to participate in the research. During the data analysis of the study, descriptive statistics, comparison analysis, and correlation analysis were used. Results: The results of the study determined that hospital managers prefer to use integrating strategies the most and dominating strategies the least among conflict resolution methods. Additionally, it was determined that there was no relationship between conflict resolution methods of the administrators and their age, the tenure of their task and occupation, and also there was no variance across their management education status and their job tasks. Conclusions: The results of the study suggest that hospital administrators should be given