Ob 231 Test 2 - Ch. 11

Front 1

LO 11.1 (p. 286)

Back 1

Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict

Front 2

Conflict (p. 286)

Back 2

a process in which one party perceives that its interests are being opposed or negatively affected by another party

Front 3

Functional Conflict (p. 287)

Back 3

constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

Front 4

Dysfunctional Conflict (p. 287)

Back 4

threatens an organization's interests

Front 5

Table 11-1 (p. 288) Situations that Produce Functional or Dysfunctional Conflict

-Incompatible personalities or value systems
-Overlapping or unclear job boundaries
-Competition for limited resources
-Unreasonable or unclear policies, standards, or rules
-Organizational complexity (conflict tends to increase as the number of hierarchical layers specialized tasks increase)
-Interdependent tasks (e.g., one person cannot complete his or her assignment until others have completed their work)

Back 5

-Inadequate communication
-Interdepartment/intergroup competition
-Unreasonable deadlines or extreme time pressure
-Decision making by consensus (dissenters may feel coerced)
-Collective decision making (the greater number of people participating in a decision, the greater the potential for conflict)
-Unmet expectations (employees who have unrealistic expectations about job assignments, pay, or promotions are more prone to conflict)

Front 6

Desired Outcome of Conflict
(p. 289)

Back 6

1. Agreement
2. Stronger relationships
3. Learning

Front 7

LO 11.2 (p. 290)

Back 7

Define personality conflicts, and explain how they should be managed.

Front 8

Personality Conflict (p. 290)

Back 8

interpersonal opposition based on personal dislike and/or disagreement

Front 9

LO 11.3 (p. 292)

Back 9

Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict.

Front 10

In-Group Thinking (p. 292)

Back 10

"The Seed of Intergroup Conflict"

In-group thinking provides challenges with increased group cohesiveness:
- Members of in-groups view themselves as a collection of unique individuals, while they stereotype members of other groups as being "all alike."
- In-group members see themselves positively and as morally correct, while they view members of other groups negatively and as immoral.
- In-groups view outsiders as a threat.
- In-group members exaggerate the differences between their group and other groups. This typically involves a distorted perception of reality.

Front 11

reduce intergoup conflict with CONFLICT HYPOTHESIS:
(p. 292) not really effective

Back 11

the more members of different groups interact, the less intergroup conflict they will experience

Front 12

Work-family Conflict (p. 295)

Back 12

Occurs when the demands of one’s work role conflict with those of the family role

Front 13

Practical Research Insights about Work-Family Conflict (p.295)

Back 13

-Work-family balance begins at home
-An employer’s family-supportive philosophy is more important than specific programs
-Informal flexibility in work hours and in allowing people to work at home is essential to promoting work-family balance
-Supportive bosses and colleagues can help
-The importance of work-family balance varies across generations

Front 14

LO 11.5 (p. 296)

Back 14

Explain how managers can program functional conflict, and identify the five conflict- handling styles

Front 15

Programmed Conflict (p. 297)

Back 15

Conflict that raises different opinions regardless of the personal feelings of the managers

Front 16

Devil’s Advocacy (p. 297)

Back 16

Involves assigning someone the role of critic

Front 17

Dialectic Method (p.297)

Back 17

Calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

Front 18

Figure 11-2 Five Conflict-Handling Styles (p. 299)

Back 18

o Integrating (Problem Solving)
 Interested parties confront issues & cooperatively find a solution
o Obliging (Smoothing)
 Please the other party
o Dominating (Forcing)
 I win, you lose tactics
o Avoiding
 Passive or active avoiding the problem
o Compromising
 Temporary fix that can stifle creative problem solving

Front 19

Alternative Dispute Resolution (ADR) (p. 300)

Back 19

It “uses faster, more user-friendly methods of dispute resolution, instead of traditional, adversarial approaches (such as unilateral decision making or litigation)”

Front 20

LO 11.6 (p.300)

Back 20

Identify and describe at least four alternative dispute resolution (ADR) techniques)

Front 21

ADR techniques ranked from easiest and least expensive to most difficult and costly (p. 300)

Back 21

o Facilitation
o Conciliation
o Peer Review
o Ombudsman
o Mediation
o Arbitration

Front 22

Negotiation (p. 302)

Back 22

Give-and-take decision making process involving interdependent parties with different preferences

Front 23

LO 11.7 (p. 302)

Back 23

Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation

Front 24

Distributive Negotiation (p. 302)

Back 24

Win-lose. There is a “fixed pie” and so one can only gain at the expense of another

Front 25

Integrative Negotiation (p. 302)

Back 25

A Win-Win. Agreement is better for both parties than had it been a distributive negotiation

Front 26

Added Value Negotiation (AVN)
(p. 303)

Back 26

Negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship

Front 27

AVN 5 steps

Back 27

1. Clarify interests
2. Identify options
3. Design alternative deal packages
4. Select a deal
5. Perfect the deal

Front 28

Economic Value (EV) of the negotiations (p. 304)

Back 28

How much salary and bonus

Front 29

Subjective Value (SV) (p. 304)

Back 29

The social and psychological consequences of negotiations, such as the emotions and perceptions of the process, people and outcomes