Clique Irreducibility of Some Iterative Classes of Graphs

In this paper, two notions, the clique irreducibility and clique vertex irreducibility are discussed. A graph G is clique irreducible if every clique in G of size at least two, has an edge which does not lie in any other clique of G and it is clique vertex irreducible if every clique in G has a vertex which does not lie in any other clique of G. It is proved that L(G) is clique irreducible if and only if every triangle in G has a vertex of degree two. The conditions for the iterations of line graph, the Gallai graphs, the anti-Gallai graphs and its iterations to be clique irreducible and clique vertex irreducible are also obtained.

Emotional Intelligence As A Determinant Of Conflict Style Adoption Of Managers: A Theoretical Perspective

Successful management is dependent heavily on the manager’s ability to handle conflict effectively. The workforce has been increasingly becoming diversified vis-à-vis the gender, culture and ethnicity. The present work environment has in itself contributed to sowing seeds of conflict with greater diversity, hostility, complexity and newer business competencies in the work context.The classic study of Mintzberg’s Managerial roles approach (1973) also says that a manager has to spend sufficient time and energy in solving conflict as he has to take roles as a negotiator, and dispute handler. An understanding of the conflict and role that it plays in influencing employee behavior constructively or destructively is immense. Therefore conflict when left unmanaged can lead to diminished cohesiveness amongst employees, productivity and reduced organizational fitness. To manage conflict effective conflict resolution strategies that have constructive outcomes is called for. Conflict resolution style theorists opine that collaborative or integrative style, where there is high concern for task and people is considered to give positive individual and organizational outcomes, while the withdrawing /avoidance style and forcing / dominating style are considered to be ineffective in managing conflict. Though managers have typical preferences in the styles followed it need not necessarily be the typical response as it depends on the context, power relationships, emotions etc. The adoption of conflict styles of managers however is dependent on variables like gender orientation, cultural values, personality orientation, underlying relationships – public/private. The paper attempts to draw the importance of managing conflicts at workplace positively and the need for effective conflict resolution strategies. The conflict style adopted and the variables that affect the adoption of each style are discussed and possible interventions at the workplace are suggested