METHODS OF EFFECTIVE MANAGEMENT OF DISPUTE SITUATIONS AFFECTING THE ACTIVITY OF CONSTRUCTION ORGANIZATIONS

The forms of ownership have changed and are changing in Uzbekistan, the current system of personnel training, retraining and professional development in construction organizations does not allow for the effective implementation of the tasks of rapid development of the architecture and construction industry, and the low level of financial incentives for personnel leads to the departure of qualified specialists from the system. in the conditions leading to the remaining, the experiences of enterprises and organizations that have a place in the world, as well as the activities of foreign companies, show that modern leaders and managers need sufficient knowledge and skills in terms of conflicts, disagreements and their prediction and prevention . The problems and questions raised in the article, the topic of creating methods of effective management of conflict situations are considered relevant today for any member of society and for any leader [1]. The fact is that today's mankind is becoming stronger and more powerful year by year, but always without adding to it such concepts as wisdom, patience and sincerity. In addition, the involuntarily involving us in the direct complication of interpersonal activities and relationships of advanced life leads to the emergence of various conflicts.

G. Zimmel, L. Gumplovich, D. Smalley, U. Sumner, L. Kozer, F.M. Borodkin, N.M. regarding the improvement of psychological methods of conflict research and resolution. The problems of Koryak and other scientists are widely covered in their scientific and practical works. Among the Uzbek scientists, M. Sharifkho'jayev, Yo. Abdullayev, S. Gulyamov, D. Rahimova, Q. Abdurahmanov, N. Qasimova and others studied it in detail.
The question is, what is the dispute? Like many other theories of management, the concept of conflict has different interpretations and terms. When people think about conflict, they have negative images of aggression, threat, argument, hostility, war, and so on. Therefore, there are opinions that conflict is a negative situation, "it should be prevented or eliminated as much as possible." Such opinions regarding the conflict are clearly visible in the works of the representatives of the scientific and administrative schools of Weber's bureaucracy. A conflict means that two or more persons or parties do not have the same opinion (agreement) about the solution of the problem [2, 274-b]. Each side wants its goals to be accepted by others and resists others doing so. For example, two engineers fight each other in the board of the company for the adoption of its production plan. In some literature, it is defined as "Conflict is a real struggle between two or more parties, that is, specific individuals and groups" [3, p. 318].
If we consider the positive and negative aspects of conflicts, of course, the negative aspects attract more attention. That is, large emotional and material costs for participation in the conflict; Dismissal of employees, loosening of discipline in the team, deterioration of the social and psychological situation; The emergence of the idea that light groups are hostile groups; Over-indulgence in a conflictual interaction process to the detriment of work, all this has a negative impact on the organization. There is also an opinion that conflict is always an undesirable phenomenon, it should be avoided and resolved immediately when it arises [3, p. 318]. This is what prompted us to conduct a small study on conflict management in construction production organizations.

The private construction company "Talib Bobo AKT" LLC, which has been operating since 2004 in construction and assembly and construction works in Samarkand city, has more than 100 employees, was selected as an object of research, and the organization was anonymous, sociometric questionnaires were conducted and problems were studied. First, the structure of the organization's high-level organizational administration was studied (Fig. 1):

Functional specialization of the management apparatus in the organization greatly increases its efficiency. However, it was found that the organizational structure of "Talib Bobo AKT" LLC has several aspects that may lead to conflicts, namely: due to the fact that they are not responsible for their activities, it leads to a decrease in the responsibility of the executive, because the executive is subordinate to several superiors, and usually receives conflicting assignments and instructions from them.

Dissatisfaction of the administrative staff with the working staff was seen in the following:
- Absence from work without reason;
- Tasks not being completed on time or completely;
- Drunkenness;
- Low qualification;
- Violation of labor laws;
- Arrogance and stubbornness, etc.
Dissatisfaction of employees with administration staff was found to be as follows:
- Failure to deliver materials on time;
- Insufficient supply of means of transport (transport shortage);
- Slow arrival of information to objects;
- High demand;
- Lack of feeling of freedom and independence in front of management;
- Lack of salary;
- Failure to create working conditions.
Conflicts in the enterprise are usually superficial and hidden. If the surface conflicts take place openly, the secret conflicts are hidden behind sincere relations [4, p. 171]. Therefore, hidden conflicts can be detected only through indirect situations. and for this, the leader of the labor team should know several signs of it in order to prevent conflict situations. In order to find out these signs, a survey of 10 people was conducted (1 time) and the following answers were received

The questionnaire was carried out in a three-point system, in which the questions were assigned 0 points - no, 1 point - sometimes, 2 points - and 3 points - always. The indicators presented in the table are the average of the points determined by the employees. The sum of the average marks presented in the table is 1.18 points. Therefore, the probability of conflicts (in a three-point system) is equal to 1.18 points. Compared to the 3-point system, 1.18 points is a much lower indicator, but it is considered that there is a need to prevent conflicts.

Conclusions and suggestions based on the final results of the first stage of our research:

The destructive power of conflicts is so high that the healthy internal environment of organizations that do not prevent them in time is completely damaged, no commission can neutralize it, and it cannot restore the organization's ability to work. For this reason, we offer the following methods and strategies that eliminate and prevent conflicts:
First, the use of the "Compromise" strategy to manage conflict situations, that is, the most important condition for a successful exit from a conflict situation is the ability to compromise. Amicable dispute resolution is a highly valued strategic method of reaching a mutually satisfactory solution. This strategy is one of the most important strategies in all conflict theory.
Second, analyze the problem. This strategy is based on a thorough analysis of the causes of the conflict and taking into account the opinions of all parties in order to find a solution that satisfies all parties. Proponents of this method want to achieve their goal not through the goals of others, but at the expense of finding the most reasonable solution to the conflict.
Thirdly, the manager and other managers under his command should develop "soft skills" (problem solving, critical thinking, creativity, time management, etc.), i.e., organize soft skills training or similar it is necessary to ensure participation in trainings. Today, 77% of leaders in the world consider soft skills as part of their success.
Fourth, take into account the classification of employees when forming a group; conducting various cultural and educational events or applying other measures in order to establish the organizational culture and adapt it to the internal culture of the group, encourages the improvement of the internal environment of the organization, creates a healthy psychological climate, conflicts prevented; allocating material funds and mobilizing them in the right way in order to increase the productivity of live labor.