Chapter 13

Front 1

The Nature of Conflicts in Organizations

Back 1

• Conflict – is defined as any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties
• Increase diversity causes more conflict

Front 2

Importance of Conflict Management Skills for a Manager

Back 2

• Conflict Management Skills are important
• Relate more to EI than IQ

Front 3

Functional Conflict

Back 3

• Is healthy, constructive disagreement between two or more people
• Produce new ideas learning and growth
• Improve relationships
• Leads to increase productivity
• Deals with thinking

Front 4

Dysfunctional Conflict

Back 4

• Is unhealthy destructive disagreement between two or more people
• Deals with emotion and behavior
• Personal Anger and Resentment

Front 5

Diagnose Conflict

Back 5

• Are parties approaching the conflict from a hostile standpoint?
• Is the outcome likely to be a negative one for the organization
• DO the potential losses of the parties exceed any potential gains?
• Is energy diverted from goal accomplishment?

Front 6

Solutions for Conflict

Back 6

• Develop Better relationships in the group
• Groupthink- problem solving and devils advocate

Front 7

Two Categories of Conflict

Back 7

• Structural
• Personal Factors

Front 8

Specialization

Back 8

when people with technical skills have conflict with another because they lack knowledge

Front 9

Interdependence

Back 9

depending on other people in order to get your work done

Front 10

• Common Resources

Back 10

when people share resources

Front 11

Authority Relationships

Back 11

makes people uncomfortable

Front 12

Status Inconsistencies-

Back 12

- managers have more benefits

Front 13

Jurisdictional Ambiguities-

Back 13

- unclear lines of responsibility within an organization

Front 14

Skills and Abilities

Back 14

– varying of skills and abilities

Front 15

Personalities- abrasive person

Back 15

– lacks of interpersonal aspects of work

Front 16

Perceptions

Back 16

- different perceptions

Front 17

Emotions

Back 17

different moods, bad in negoations

Front 18

Cultural Differences-

Back 18

lack of understanding the cultures of others

Front 19

Collectivist

Back 19

are more cooperative approach with conflict

Front 20

Inter

Back 20

between

Front 21

Intra

Back 21

within

Front 22

Interorganizational Conflict

Back 22

• Conflict between two organizations
• Competition, mergers

Front 23

Intergroup Conflict

Back 23

• Between groups
• Can be more competitive and less cooperative than individuals
• Solutions-
o Performance appraisals
o External Evaluation
o Trust
o Flexible Employee Benefits

Front 24

Intragroup Conflict

Back 24

• Occurs within groups
• Virtual Teams- solve conflict by meeting face to face on complex problems

Front 25

Interpersonal Conflict

Back 25

• Two or more people
• Caused by individual differences
• Bullying
o Solutions
 Power Networks
 Defense Mechanisms

Front 26

Intrapersonal Conflict

Back 26

• Conflict within the individual
• Interrole, intrarole and person-role
• Solutions-
o Find out the Values
o Role Analysis
o Political Skills

Front 27

Interole

Back 27

multiple roles in his life

Front 28

Intrarole

Back 28

single role conflict

Front 29

Person role

Back 29

a role that conflicts with his values

Front 30

Defining Moments

Back 30

when you have to choose between two things that you believe are valuable and the one you choose shapes your character

Front 31

Equal v. Equal

Back 31

• Horizontal
• Lead to depression, low selfesteem
• Improve Coordination will solve the problem

Front 32

High vs. Low

Back 32

• Job dissatifacition
• Turnover
• Different Style of Leadership will solve the problem

Front 33

High vs. middle vs. low.

Back 33

• Role Conflict and Ambuitiy
• Better Communication = Solution

Front 34

Defense Mechanisms

Back 34

• Common reactions to frustration that leads to conflict
• Knowledge helps managers deal with conflicts

Front 35

Fixation

Back 35

• Fighting the individuals with dysfunctional behavior that will not solve the conflict

Front 36

Displacement

Back 36

• Channeling angry at someone else

Front 37

Negativism

Back 37

• React with pessimism with any solution to the conflict

Front 38

Compensation

Back 38

• Devote your time in another activity

Front 39

Identification

Back 39

• Try to follow the behavior of someone

Front 40

Rationalization

Back 40

• Trying to justify your actions

Front 41

Flight/Withdrawal

Back 41

• Physically going away or mentally going away (withdrawal

Front 42

Conversion

Back 42

• Physical symptoms of a emotional conflict

Front 43

Win Win

Back 43

• Cooperative Strategy

Front 44

Win Lose

Back 44

• Competitive

Front 45

Ineffective Techniques

Back 45

• Nonaction
• Sercrecy
• Adminstrative Orbiting- delaying action
• Due Process- process to deal with conflicts that are costly
• Character Assassination- label or discredit an opponent

Front 46

Effective Techniques

Back 46

• Super ordinate Goals –goal that is more important to two groups than there goals
• Expanding Resources- providing more resources
• Changing Personal
• Changing Structure- Creating a integrator role (third party)
o Cross Functional Teams

Front 47

Confronting and Negotiating-

Back 47

 Two or More Parties
 Conflict of Interests
 Can Make a Better Outcome
 Work Together than Fight

Front 48

Distributive Bargaining

Back 48

 Is an approach in which the goals of one party are in direct conflict with the goals of the other party
 Counterproductive
 Win Lose

Front 49

Integrative Negotiation –

Back 49

 Is an approach in which the parties goals are not seen as mutally exclusive and in which the focus is on making it possible for both sides to achieve their objectives
 Win Win Solution

Front 50

Avoiding

Back 50

is a style low on both assertiveness and cooperatives
o Take no action and avoid conflict
o Should not be used often

Front 51

Accomodating-

Back 51

o Is when you are concerened that the other parties goals be met but relatively unconcerned with getting your own way
 Cooperative but unassertive
 More female oriented

Front 52

Competing

Back 52

o Satisfy your own needs at the expense of others
 Assertive and uncooperative
 Most relationship conflict

Front 53

Compromising

Back 53

o Each party gives something and come up with a solution
o Assertive and cooperative
o Not optimal/can be temporary

Front 54

Collaborating

Back 54

o Win win style
o High in Assertive and Cooperative
o Satisfactory to both parties

Front 55

Postive-Conflict Organization

Back 55

 Value Diversity and Confront Differences
 Seek Mutual Benefits and Unite behind cooperative goals
 Empower Employees to feel confident and skillful
 Take Stock to reward success and learn from mistakes
 Is rare to have positive conflict

Front 56

Chinese

Back 56

accommodating and competing

Front 57

U.S.

Back 57

competing, collaborating, and compromising