Overview of Conflict Management in Practical Conduct of Imam Ali (A.S) from the Perspective of Nahj Al-Balagha | Kütüphane.osmanlica.com

Overview of Conflict Management in Practical Conduct of Imam Ali (A.S) from the Perspective of Nahj Al-Balagha

İsim Overview of Conflict Management in Practical Conduct of Imam Ali (A.S) from the Perspective of Nahj Al-Balagha
Basım Yeri - Research Institute of Hawzah and University (RIHU)
Konu Conflict management
Tür Süreli Yayın
Dil Farsça
Dijital Evet
Yazma Hayır
Kütüphane: Leicester Üniversitesi Kütüphanesi
Demirbaş Numarası ISSN: 2345-6698, EISSN: 2588-4697
Kayıt Numarası cdi_doaj_primary_oai_doaj_org_article_d4376c679391476abc6ecb53f146557c
Lokasyon DOAJ Directory of Open Access Journals
Notlar The most important issues of the Islamic community today are the issue of conflict. Conflict is a phenomenon exists more or less in most communities. Regardless of the factors influencing conflict the human perspective to this issue i.e., whether the conflict is desirable or undesirable is very important? If it is undesirable there is no choice but to remove it. If desired, how much it is desirable to establish or strengthen so that it reveals the need to manage conflict. This paper examined the underlying factors and the styles of conflict management in practical conduct of Imam Ali (A.S) when facing intrigues and sabotages and negative social conflicts generally. Negative social conflicts that have disruptive and degenerative nature usually occur in the form of issues which threaten the order and unity of the society. This study has both descriptive and analytical methods. There are several factors behind the occurrence of such conflicts that can be caused by personal factors, intergroup factors, social and managerial ones, or a combination of them. Conflict management style of Imam Ali (A.S) in tackling social conflicts includes three general methods: Mental conflict management, soft conflict management and hard conflict management. Each of these three conflicts is very important, effective and valuable in their place and in dealing with the conflicts mentioned above.
The University of Leicester Library Leicester Üniversitesi Kütüphanesi
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Overview of Conflict Management in Practical Conduct of Imam Ali (A.S) from the Perspective of Nahj Al-Balagha

Basım Yeri - Research Institute of Hawzah and University (RIHU)
Konu Conflict management
Tür Süreli Yayın
Dil Farsça
Dijital Evet
Yazma Hayır
Kütüphane Leicester Üniversitesi Kütüphanesi
Demirbaş Numarası ISSN: 2345-6698, EISSN: 2588-4697
Kayıt Numarası cdi_doaj_primary_oai_doaj_org_article_d4376c679391476abc6ecb53f146557c
Lokasyon DOAJ Directory of Open Access Journals
Notlar The most important issues of the Islamic community today are the issue of conflict. Conflict is a phenomenon exists more or less in most communities. Regardless of the factors influencing conflict the human perspective to this issue i.e., whether the conflict is desirable or undesirable is very important? If it is undesirable there is no choice but to remove it. If desired, how much it is desirable to establish or strengthen so that it reveals the need to manage conflict. This paper examined the underlying factors and the styles of conflict management in practical conduct of Imam Ali (A.S) when facing intrigues and sabotages and negative social conflicts generally. Negative social conflicts that have disruptive and degenerative nature usually occur in the form of issues which threaten the order and unity of the society. This study has both descriptive and analytical methods. There are several factors behind the occurrence of such conflicts that can be caused by personal factors, intergroup factors, social and managerial ones, or a combination of them. Conflict management style of Imam Ali (A.S) in tackling social conflicts includes three general methods: Mental conflict management, soft conflict management and hard conflict management. Each of these three conflicts is very important, effective and valuable in their place and in dealing with the conflicts mentioned above.
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