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60 Cards in this Set
- Front
- Back
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Any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties |
Conflict |
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How much of their time do managers spend dealing with conflict? |
21% or one day of every week |
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The power to control one's emotions and perceive emotions in others, adapt to change, and manage adversity |
Emotional Intelligence |
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A healthy, constructive disagreement between two or more people |
Functional Conflict |
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An unhealthy, destructive disagreement between two or more people |
Dysfunctional Conflict |
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Conflict that occurs between two or more organizations |
Interorganizational Conflict |
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Conflict that occurs between groups or teams |
Intergroup Conflict |
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Conflict that occurs within groups or teams |
Intragroup Conflict |
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Conflict between two or more people |
Interpersonal Conflict |
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Conflict that occurs within an individual |
Intrapersonal Conflict |
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Conflict that occurs when a person experiences conflict among the multiple roles in his or her life |
Interrole Conflict |
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Conflict within a single role, often arises when a person receives conflicting messages from role senders about how to perform a certain role |
Intrarole Conflict |
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An aggressive defense mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict |
Fixation |
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An aggressive defense mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict |
Displacement |
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An aggressive defense mechanism in which a person responds with pessimism to any attempt at solving a problem |
Negativism |
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A compromise defense mechanism in which an individual attempts to make up for a negative situation by devoting themselves to another pursuit with increased vigor |
Compensation |
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A compromise defense mechanism whereby an individual patterns their behavior after another's |
Identification |
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A compromise defense mechanism characterized by trying to justify one's behavior by construction bogus reasons for it |
Rationalization |
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A withdrawal defense mechanism that entails physically escaping a conflict or psychologically escaping |
Flight (physical) or Withrawal (psychological) |
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A withdrawal mechanism that provides an escape from conflict through daydreaming |
Fantasy |
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An ineffective technique for dealing with conflict by doing nothing in hopes that the conflict will disappear |
Nonaction |
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An ineffective technique for dealing with conflict by attempting to hide the conflict or an issue that has the potential to create conflict |
Secrecy |
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An ineffective technique for dealing with conflict by delaying action on the conflict by buying time |
Administrative Orbiting |
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An ineffective technique for dealing with conflict attemtping to label or discredit an oponent |
Character assassination |
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An organizational goal that is more important to both parties in a conflict rather than their individual or group goals |
Superordinate goal |
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A pattern of basic assumptions that are considered valid and that are taught to new members as the way to perceive, think, and feel in the organization |
Organizational (corporate) Culture |
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Symbols of culture in the physical and social work environment |
Artifacts |
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What members of an organization say they value |
Espoused Values |
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Values reflected in the way individuals actually behave |
Enacted Values |
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Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things |
Assumptions |
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An organizational culture with a consensus on the values that drive the company and with an intensity that is recognizable even to outsiders |
Strong Culture Perspective |
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Argues that a culture is good only if it "fits" the industry or the firm's strategy |
Fit Perspective |
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An organizational culture that encourages confidence and risk taking among employees, has leadership that produces change, and focuses on the changing needs of customers |
Adaptive Culture Perspective |
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Five ways leaders reinforce Organizational Culture |
What leaders pay attention to, how they react to crises, how they behave, how they allocate rewards, how they hire and fire individuals |
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The degree to which a newcomer holds realistic expectations about the job and about the organization |
Realism |
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Involves the actual work performed at a job |
Task Demands |
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Involves the expectations placed on newcomers |
Role Demands |
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Arise from relationships at work. Politics, leadership style, and group pressure are all examples |
Interpersonal Demands |
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Socialization stage in which the newcomer begins to master the demands of the job |
Change and Acquisition |
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Socialization stage which encompasses all of the learning that takes place prior to the newcomer's first day on the job |
Anticipatory Socialization |
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Socialization stage in which the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work |
Encounter |
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The pattern of work-related experiences that span the course of a person's life |
Career |
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A lifelong process of learning about self, jobs, and organizations; setting personal career goals; developing strategies for achieving those goals, and revising the goals based on work and life experiences |
Career Management |
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Both positive and negative information given to potential employees about the job they are applying for |
Realistic Job Preview |
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Career stage in which the person learns the job and begins to fit into the organization and occupation |
Establishment |
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Career stage in which the individual focuses on increasing competence |
Advancement |
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Career stage in which the individual tries to maintain productivity while evaluating progress toward career goals |
Maintenance |
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Career stage in which the individual contemplates retirement or possible career changes |
Withdrawal |
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Three tasks of a newcomer |
-Negotiate an effective psychological contract -Manage the stress of socialization -Make the transition from organizational outsider to organizational insider |
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An implicit agreement between an individual and an organization that specifies what each is expected to give and receive in the relationship |
Psychological Contract |
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Procedure set up to address conflicts that are so costly, time-consuming, or personally risky that no one will use it |
Due Process Nonaction |
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A joint process of finding a mutually acceptable solution to a complex conflict |
Negotiation |
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The goals of the parties are in conflict, and each party seeks to maximize its resources |
Distirbutive Bargaining |
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Focuses on the merits of the issues and seeks a win-win solution |
Integrative Negotiation |
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Deliberate decision to take no action on a conflict or to stay out of a conflict |
Avoiding |
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Concern that the other party’s goals will be met but relatively unconcerned with getting your own way |
Accommodating |
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Satisfying your own interest at another party's expense |
Competing |
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Each party gives up something to reach a solution |
Comprimising |
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Arriving at a solution satisfactory to all through open and thorough discussion |
Collaborating |
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A relationship in which both people have important career goals |
Dual-Career Partnership |
