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21 Cards in this Set
- Front
- Back
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What is Conflict or Interpersonal Conflict
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When one person or group frustrates the goal attainment of another
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What are the Causes of Organizational Conflict and Describe Each One
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Group Identification and Intergroup Bias
- People develop a more positive view in their own group and less favourable outside their group, with self-esteem a critical factor Interdependence - When people depend on each other to accomplish their goals - necessitates interaction between people - each party has some power over another Differences in Power Status Culture Power - If dependence is one way Status - Lower status dependent on higher status Culture - 2 different cultures develop in an orgaization Ambiguity - formal and informal rules that govern interation breaks down - difficult to put blame or praise when it is hard to see who is responsible for what - ambiguousgoals, jurisdictions or performance criteria can lead to conflict Scarce Resources - Limited budget |
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What are the Types of Conflict and Describe Each One
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Task Conflict - Disagreements about nature of the work to be done
- difference in opinions about goals/technical matters Process Conflict - Disagreements about how work should be organized and accomplished - disagreements about responsibility, authority, resource allocation and who does what Relationship Conflict - Concerns interpersonal tension among individuals that have to do with their relationship - example personality clashes |
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What are the Common Responses to Conflict?
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- Desire to Win
- Concealing information or pass on to distorted party - Each side becomes more cohesive - Contact with other party discouraged - Negatively stereotyping opposing party and boosting own party's image - More aggressive people emerge as leaders |
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What are the Two Dimensions of Managing Conflict?
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Assertiveness
Cooperativeness |
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What are the Styles of Dealing with Conflict?
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Avoiding
- low assertiveness of one's own interest and low cooperation with the other party - can provide short term stress reduction does not change the situation - if the issue is trivial, information lacking, people need to cool down, or opponent is very powerful and hostile Accommodating - Cooperating with other party's wishes while not asserting your own interest - Low assertiveness, high cooperation - People can see it as a sign of weakness, does not bode well for future interaction - effective when you are wrong, issue more important to the other party or you want to build good will Competing - max assertiveness for your own position and minimize cooperating responses - win lose - good if you hold a lot of power, you sure of your facts, truly win lose and you do not have to interact with other party in the future Compromise - intermediate levels and assertiveness and cooperating - attempt to satisfice rather than max your outcomes and hope same occurs for other party - does not always resut in most creative response - not useful for conflicts that come from power asymmetry since weak party has little to offer to stronger party - good fall back if other strategies fail, sensible reaction to conflict stemming from scarce resources Collaborating - max assertiveness and cooperating - win win - conflict can leave both parties in a better condition - when conflict is not intense and each party has information useful to each other |
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How does Conflict Promote Change?
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- Considerationof new ideas
-Eachparty monitors the other’s performance more carefully -Signalsthat a redistribution of power is necessary |
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Explain the Model of Stress
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Stressors
- environmental events or conditions that have the potential to induce stress - some conditions can be stressful for everyone - individual personality often determines the extent to which a potential stressor becomes a real stressor and actually induces stress Stress - Psychological reaction to demands inherent in a stressor that has the potential to make a person feel tense or anxious because the person does no feel capable of coping with these demands - no intrinsically bad, serve as a function of stimulation - problem when high stress reactions - behavioral, psychological, and physiological consequences of stress - some as passive other are active attempts to cope with stress |
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Types of Personality That have an Influence on Stress
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Locus ofcontrol
- Concerns people’s beliefs about thefactors that control their behaviour. - Externals are more likely to feel anxiousin the face of potential stressors. - Internals are more likely to confrontstressors directly. - Externals are more prone to simpleanxiety-reduction strategies that only work in the short run. - Internals believe that they control their behaviour - Externals believe their behaviour is controlled by lick, fat, power of epople Type A - Type A personality pattern that includesaggressiveness, ambitiousness, competitiveness, hostility, impatience, and asense of time urgency. - Type B individuals do not exhibit theseextreme characteristics. - Type A people report heavier workloads,longer work hours, and more conflicting work demands. - Type A people encounter more stressfulsituations than Type Bs door they perceive themselves as doing so. - Type A individuals are likely to exhibitadverse physiological reactions in response to stress. - Type A individuals have a strong need tocontrol their work environment. - The major component of Type A behaviourthat contributes to adverse physiological reactions is hostility and repressedanger. - Type A people are aggressive and ambitious Negative Affectivity -Negative affectivity isthe propensity to view the world, including oneself and other people, in anegative light. -People high in NA report more stressorsin the work environment and feel more subjective stress. -They are particularly likely to feelstressed in response to the demands of a heavy workload. -People with high NA are more susceptibleto stress for a number of reasons: A predisposition to perceivestressors in the workplace. Hypersensitivity to existing stressors. A tendency to gravitate to stressfuljobs. A tendency to provokestress. The use of passive, indirect copingstyles that avoid the real sources of stress |
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What are the Stressors in Organizational Life
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Executive and Managerial Stressors
- Role OverLoad performing too many tasks in too little time period - Heavy Responsibility consequences Operative Level Stressors - Poor Working Conditions unpleasant, dangerous - Poor Job Design too simple not challenging enough (boredom) Boundary Role Stressors, Burnout and Emotional Labour - Boundary role - positions in which organizational members are required to interaction with members of other organizations or public persons role in the organization is incompatible with demands made by public or other organizations - Burnout - syndrome made up of emotional exhaustion, cynicism, and low self-efficacy |
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The Burnout Process
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Begins with emotional exhaustion
- one way to deal is to become cynical and distance oneself from one's clients - depersonalizing them - feelings of low self-efficacy and low personal accoplishment |
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Consequences of Burnout
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Pursue a new occupation
Stay in same occupation but seek a new job Pursue Administrative careers Stat in their jobs |
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What is the Job Demands - Resources Model and Work Engagement
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- Creates opposite of burnout
A central assumption of the model is thathigh job resources foster work engagement, while high job demands exhaustemployees physically and mentally and lead to burnout. Job demandsinclude: Workoverload Time pressure Role ambiguity Role conflict Research has found that job demands arerelated to burnout, disengagement, and health problems.Job resources lead to work engagement,OCB, and organizational commitment, and they buffer the negative impact of jobdemands on well-being.Job resources include:The organization (e.g., pay)Interpersonal and social relations (e.g.,supervisor support)Organization of work (e.g., clarity)The task itself (e.g. feedback) |
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What is work engagement
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Work engagement canbe defined as “a positive work-related state of mind that is characterized byvigor, dedication, and absorption.” Vigor involves high levels of energy andmental resilience at work. Dedicationmeans being strongly involved in your work and experiencing a sense ofsignificance, enthusiasm, and challenge.Absorptionrefers to being fully concentrated on and engrossed in your work. |
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What are Job Demands and Job Resources
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Job Demands
Physical,psychological, social, or organizational features of a job that requiresustained physical or psychological effort that in turn can result inphysiological or psychological costs. Time pressure, role ambiguity, role conflict Job Resources Features of a job thatare functional in that they help achieve work goals, reduce job demands, andstimulate personal growth, learning, and development. Socialsupport, task feedback, organizational support, structure of work |
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What are some General Stressors
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Interpersonal conflict Especially for those with strong avoidance tendencies This is especially likely to cause stresswhen it leads to real or perceived attacks on our self-esteem or integrity.A particular manifestation ofinterpersonal conflict which has received increased attention is workplacebullying. Work-Family Conflict Work-family conflict occurs when eitherwork duties interfere with family life or family life interferes with workresponsibilities. Increase in the number of households in which both parents work and increase in number of single parent families There are a number of stressors centeredaround childcare.Many people in the prime of their careershave to provide support for elderly parents.Women are particularly victimized bystress due to work-family conflict. Job Insecurity and Change During the last decade, organizationshave undergone substantial changes that have left many workers unemployed andthreatened the security of those who have been fortunate enough to remain intheir jobs. Trend towards mergers and acquisitions, and etc has led to increase level of stress among employees who have lost their jobs or threat of layoff.The fear of job loss has become a way oflife for employees at all organizational levels. Role Ambiguity Role ambiguity exists when the goals ofone’s job or the methods of performing the job are unclear.Such a lack of direction can bestressful, especially for people who are low in their tolerance for suchambiguity. Sexual Harassment It is a major workplace stressor, withserious consequences for employees and organizations.Widespread in both the public and privatesectors.Negative effects on attitudes,behaviours, and the psychological and physical well-being of harassmentvictims.Most likely to be a problem inorganizations that have a climate that is tolerant of it and where women areworking in traditional male-dominated jobs and in male-dominated workplaces. Negative effects include decreased morale, job satisfaction, organizational commitment and job performance and increased absenteeism and turnover and job loss. Victims experience depression, frustration, nervousness, fatigue, nausea, hypertension and symptoms of post-traumatic stress disorder |
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What is bullying?
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A repeated negative behaviour directed toward one or more individuals of lower power or status that creates a hostile work environment
- stress inducing form of conflict - can be physical or psychological - repeated - some degree of power or status imbalance between bully and the victim Mobbing - a number of individuals gang up |
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What are the types of reactions to Organizational Stress?
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Behavioural
Behavioural reactions to stress are overt activities that the stressed individual uses in an attempt to cope with the stress. psychological Psychological reactions to stressprimarily involve emotions and thought processes rather than overt behaviour.The most common psychological reaction tostress is the use of defencemechanisms., physiological |
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What are the Behavioural Reactions to Stress?
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Behavioural reactions to stress include:Problem solving - Problem solving isdirected toward terminating the stressor or reducing its potency.It is reality-oriented and revealsflexibility and realistic use of feedback.Problem solving is generally the routine,sensible, obvious approach that an objective observer might suggest.
Examplesof problem solving include:Delegation Time management Talking it out Asking for help Searching for alternatives Seeking social support Social supportrefers to having close ties with other people.Close ties can affect stress bybolstering self-esteem, providing useful information, offering comfort and humour, oreven providing material resources.People with stronger social networksexhibit better psychological and physical well-being.When people encounter stressful events,those with good social networks are likely to cope more positively.A social network acts as a buffer againststress.The buffering aspects of social supportare most potent when they are directly connected to the source of stress.Co-workers and superiors are the bestsources of support for dealing with work-related stress.Performance changes Stress or stressorsfrequently cause reduced job performance.Some stressors, like role ambiguity andinterpersonal conflict, are called “hindrance” stressors and they damage goalattainment and performance.Some stressors, like a heavy workload andresponsibility, are challenging. Challenge stressors can damageperformance, but they sometimes stimulate it via added motivation. Withdrawal Withdrawal from the stressoris one of the most basic r ctions to stress.In organizations, withdrawal involvesabsence and turnover.Absence is a dysfunctional reaction tostress for both the individual and the organization.Turnover can be dysfunctional unless itleads to a new job that is less stressful.Absence, turnover, and turnoverintentions have often been linked with stress and its causes. Use of addictive substances Smoking,drinking, and drug use represent the least satisfactory behavioural responsesto stress for both the individual and the organization.They fail to terminate stress episodes.They leave employees less physically andmentally prepared to perform their jobs. |
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What are Psychological Reactions to Stress and is it good or bad
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Defencemechanisms are psychological attempts to reduce theanxiety associated with stress.They concentrate on anxietyreduction ratherthan on actually confronting or dealing with the stressor.Some common defencemechanisms include the following:Rationalization
- To appear reasonable and sensible to oneself Projection - Attributing one's own undesirable ideas and motives to others so that they seem less negative Displacement - Directing feelings of anger at a safe target Reaction formation - Expressing oneself in a manner that is directly opposite to the way one truly feels Compensation - apply one's skill in a particular area to make up for failure in another area Is the use of defencemechanisms a good or bad reaction to stress?They can be useful when used occasionallyto temporarily reduce anxiety, but not as a chronic reaction to stress.Defence mechanisms do not change the objectivecharacter of the stressor.After some short-term relief fromanxiety, the basic problem remains unresolved. |
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What are the Organizational Strategies for Managing Stress
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Strategies that either reduce demands onemployees or enhance their resources
Job redesign Organizations can redesignjobs to reduce their stressful characteristics.Most formal job redesign efforts involveenriching operative-level jobs to make them more stimulating and challenging.There is growing evidence that providingmore autonomy in how service is delivered can alleviate stress and burnout.“Family-friendly” human resource policies “Family friendly” human resource policies include some combination offormalized social support, material support, and increased flexibility to adaptto employee needs.Some firms distribute newsletters thatdeal with work-family issues and some have developed company support groups.A common form of material support iscorporate daycare centres.Flexibility is also important, andincludes flex-time, telecommuting, job sharing, and family leave policies.Research shows that perceptions offlexibility, a reasonable workload, supportive supervision, and a supportiveculture are associated with less work-family conflict and higher jobsatisfaction and organizational commitment. Stress management programs Programsdesigned to help employees “manage” work-related stress.Stress management programs involvetechniques such as meditation, training in muscle-relaxation exercises,biofeedback training, training in time management, and training to think morepositively and realistically about sources of job stress.They can be useful in reducingphysiological arousal, sleep disturbances, and self-reported tension andanxiety. Work-life balance, fitness, and wellnessprograms Work-life balance programs encourage employees to have a balancedlifestyle that includes a healthy diet and physical exercise.Employees are increasingly demandingwork-life balance benefits, and employers are realizing that by providing themthey can increase commitment and reduce turnover.Work-life programs are believed to lowerhealth-care costs due in part to stress reduction. |
