Abstract:

Interpersonal conflict is the process through which a person, group or even a department tries to prevent a similar entity from achieving the proposed goals. It is of a maximum importance the intimation of such a conflict in organizations of any kind and especially in public institutions from its early beginning so that it can be stopped at the propitious moment and, in order to do so, a good manager finds certain clues which he uses tactfully. Firstly, the behaviour of a person engaged in such a conflict is antagonistic, he shows a negative attitude towards another person whom he considers unresonable. The signs drawing attention on a communication conflict may be: sabotage of any kind, agression (verbal or/and phisycal) etc. For a good manager, it is very
important to know the staff he is working with in order to make the best distinction between verbal agression between two persons who disagree with each other and two persons who can work together. In public institution, the interpersonal conflict occures for many reasons and so, there are many ways of conflict sequence. However, there is the common point of view that two types of interpersonal conflicts are more important to study: horizontal conflict – which assumes a conflict between two person having the same degree of power, responsability, training etc, and vertical conflict – which involves two persons totally different from the previously-mentioned point of view. Key