Organizational Behavior Chapter 12

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d: conflict

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

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d: dysfunctional conflict

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conflict that is detrimental to organizational goals and objectives

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Ways Conflict Can be Dysfunctional

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Conflict among important constituencies can create doubt about the organization’s future performance in the minds of shareholders, causing stock prices to drop
Conflict can cause people to focus more on their own individual power rather than attaining organizational goals
Negative effects on interpersonal relationships
Takes time resources and emotional energy to deal with conflict (interpersonal and organizational level)

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d: Functional conflict

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conflict that is beneficial to organizational goals and objectives

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how is functional conflict encouraged

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devil's advocate approach

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an organization without functional conflict lacks

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the energy and ideas to create effective innovation

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Functional Conflict Consequences:

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Facilitation of change
Improved problem solving or decision making
Enhanced morale and cohesion within a group (based on conflict w other groups)
More spontaneity in comm.
Stimulation of creativity and productivity

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3 types of conflict

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personal
substantive
procedural

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what type of conflict can increase performance

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moderate levels of substantive conflict

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personal conflict results in

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poor performance

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procedural conflict results in

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poor performance

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substantive conflict results in

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increased performance

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d: Personal conflict

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conflict that arises out of personal and relationship differences between people

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individuals with personal conflict:

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dislike each other
Make fun of each other
Are angry/jealous

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d: substantive conflict

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conflict that involves work content and goals
Doesn’t always result in poor performance if managed correctly because it can increase performance

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d: procedural conflict

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conflict that arises over responsibilities and how work should be completed

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d: procedural conflict

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conflict that arises over responsibilities and how work should be completed

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d: Differentiation

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dividing up the work by adding new functional areas as they serve a more diverse public, organizations do this as they become larger and their external environment becomes more uncertain

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d: dilbertization effect

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associates that work in small crowded cubicles that do not allow for privacy or personal space that experience a stressful type of interdependency because there’s no privacy

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d: centralized authority

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one individual makes decisions for all units or one higher unit makes decisions for all other units

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d: decentralized Authority

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each division manager can make important decisions

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d: dispositional trust

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some people are more vulnerable since they have positive expectations about the motives of others

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d: conflict Escalation

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when a conflict intensifies over time

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d: Lose-Lose

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neither party gets what was initially desired

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d: Lose-Win

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one party’s concerns are satisfied and the other is not

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d: Zero sum (distributive)

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in which one party can gain only at the expense of another

when parties are competing for limited resources

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d: Compromise

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when both parties give up something in order to receive something else

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d: win-win

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when both parties get what they want

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d: Assertiveness

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the extent to which a party tries to satisfy his or her own concerns

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d: Cooperativeness

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refers to the extent to which a party attempts to satisfy the other party’s concerns

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d: Accommodating

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response to conflict
forgo own concerns so that the concerns of the other party can be met

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d: avoiding

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response to conflict
Neglects own concerns and the concerns of the other

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d: compromising

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response to conflict
a party tries to partially meet his own concerns and those of the other party

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d: collaboration

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response to conflict
attempts to fully meet the concerns of each party

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d: negotiation

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process by which parties with different preferences and interests attempt to agree on a solution

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d: mediator

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neutral third party who facilitates a positive solution to the negotiations

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d: arbitrator

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3rd party with the authority to require an agreement

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d: distributive bargaining

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negotiating strategy
negotiation where one party’s goals are in direct conflict with the goals of another party

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d: integrative bargaining

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negotiating strategy
the nature of the problem permits a solution that is attractive to both parties (a win-win outcome)

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d:attitudinal structuring

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negotiating strategy
activities aimed at influencing the attitudes and relationships of the negotiating parties

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d: BATNA

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best alternative to a negotiated agreement, the least that the negotiator is willing to accept

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d: Power

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the ability of those who hold it to achieve the outcomes the desire, the ability of one person to get another to do something they would not normally do

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d: Legitimate Power

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power derived from position, known as formal authority

one of the basis for individual power

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d: reward Power

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power resulting from the ability to provide others with desired outcome, person controls desired resources

one of the basis for individual power

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d: coercive Power

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power resulting from the ability to punish others

one of the basis for individual power

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d: Expert Power

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arises from special expertise or technical knowledge that is valuable to others or the organization
one of the basis for individual power

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d: referent Power

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one of the basis for individual power
power resulting from others’ desire to identify with the referent

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d: strategic contingencies model of power

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model holding that people and organizational units gain power by being able to address the major problems and issues faced by the organization

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d: organizational politics

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behavior that is directed toward furthering one’s own self interest without concern for the interests or well being of others

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d: Coalition

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a group whose members act together to actively pursue a common interest

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d: lateral politics

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attempts to influence targets at the same hierarchical level

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d: downward influence

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attempts to influence those lower down on the hierarchy

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d: political skill

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ability to effectively understand others at work and to use this knowledge to enhance one’s own objectives

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d: rational persuasion

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organizational politics tactic
using logical arguments or factual info to persuade that the persuader’s request will result in beneficial outcomes (high on conscientiousness use)

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d: consultation

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organizational politics tactic
requires getting the target to participate or execution of whatever the politican wants accomplished

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d: personal appeal

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organizational politics tactic
focuses on the target’s loyalty or affection immediately prior to asking for help

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d: Ingratiation

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organizational politics tactic
makes the target feel good by flattering or helping him (extraverts use)

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d: inspirational appeal

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organizational politics tactic
used to generate the enthusiasm and support of targets by appealing to their important values and ideals (extraverts use)

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d: exchange

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organizational politics tactic
person volunteers a favor in order to gain a favor in return

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d: coalition

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organizational politics tactic
used when people with common interests join together to pursue their common interests

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d: legitimizing

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organizational politics tactic
making a request seem legitimate or official

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d: pressure

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organizational politics tactic
threats, nagging or demands as a means of influencing targets