A literature review, intended to help in the development and assessment of effective manager training programs, explored development of conflict management research with respect to managers and their subordinates and examined individual, interpersonal, and organizational factors that affect the management of conflict. Although limited in scope, the dispositional approach formed the foundation of conflict research, leading to the later identification of individual characteristics that affect conflict and its management. Lamude and Scudder's (1992) study of personality characteristics of Type-A managers revealed a positive correlation between Type-A managers and aggressive and avoidance conflict management styles and a negative correlation between Type-A managers and accommodation, collaboration, and compromise strategies. Gender variables and moral orientation offered insight into processes of conflict management. Shockley-Zalabak (1981) found no gender differences among conflict style preferences. Korabik et al. (1993) found no gender differences in conflict management styles of experienced managers but significant gender differences among those without managerial experience. Gender demonstrated a significant role in differences between subordinates' behavior in conflict. Gender differences can be affected by experience and subordinate responses; moral orientation can be affected by context (e.g., work versus home). Factors associated with organizations showed significant differences in how conflict is managed. Organizational level (intrapersonal, intragroup, and intergroup) and decision-making processes, and a conglomeration of conflict variables contributed to the way conflict is experienced and managed in the workplace. Interpersonal and situational flexibility seems to be highly effective in managing conflict. (Contains 31 references.) (YLB)