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Rola mediów w budowaniu kapitału symbolicznego: przykład sektora publicznego w Polsce

100%
Batko R., Kostera M.
Zarządzanie Mediami
|
2015
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vol. 3
|
issue 1
21-43
EN
Media, as the name suggests, mediate social communication and oftentimes also play a leading role in constructing it by manipulation (Nierenberg, 2011). Pierre Bourdieu (1998) points out that intellectuals have a moral obligation to react to media manipulation, by offering themes and ideas enriching discourses and helping to make symbolic capital (Bourdieu, 1986) socially wider accessible. In this text we show how the media discourse currently dominating in Poland creates an image of the public sector. We claim that such an image may ignite a destructive conflict, provoking a number of managerial dysfunctions. Instead of cultivating such an image we propose an approach more oriented towards diversity, which may promote constructive conflicts, which are creative, and also support humanistic functions of management and makes the symbolic capital of the ethos of public service more easily socially available.
2

Konflikt jako szczególny problem w zespole

58%
Ciekanowski Z.
Roczniki Wydziału Nauk Prawnych i Ekonomicznych KUL
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2009-2010
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vol. 5-6
|
issue 2 Ekonomia
287-299
EN
The author presents the considerations on the conflict as a particular problem in a team. It is shown that conflicts are an inevitable phenomenon in the workplace. The article consists of three parts. In the first one, the author describes the definition and types of the conflict between employees. It is indicated that the meaning of the term ‘conflict’ is not clear - it depends on the scientific discipline. Conflict has its stages: beginning of the conflict (contradiction between the parties), no possibility to solve the conflict (aggressive behavior between the parties), development of the conflict (criticizing somebody for doing something) and the result of the conflict. The main types of conflicts are: internal conflict in the psyche of the person, conflict between individuals, conflict between individual and group, and finally – conflict between groups. The next part of the article deals with the causes of the conflicts between employees. The author emphasizes that it depends on different characters of people. What is more, significant are such behaviors as competition or dependence on authority. Interpersonal and intergroup relations are also the source of the conflict. At the end, the author shows the positive (functional conflict) and negative (dysfunctional conflict) consequences of the conflict between employees. In the first case, the conflict leads to the cooperation and creativity of people. In the second one, people are not concentrated on work or even they are not creative enough. Conflicts, which are not resolved for a long time, causes an escalation and transformation.
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