Study your flashcards anywhere!

Download the official Cram app for free >

  • Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off

How to study your flashcards.

Right/Left arrow keys: Navigate between flashcards.right arrow keyleft arrow key

Up/Down arrow keys: Flip the card between the front and back.down keyup key

H key: Show hint (3rd side).h key

A key: Read text to speech.a key


Play button


Play button




Click to flip

60 Cards in this Set

  • Front
  • Back

Any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties


How much of their time do managers spend dealing with conflict?

21% or one day of every week

The power to control one's emotions and perceive emotions in others, adapt to change, and manage adversity

Emotional Intelligence

A healthy, constructive disagreement between two or more people

Functional Conflict

An unhealthy, destructive disagreement between two or more people

Dysfunctional Conflict

Conflict that occurs between two or more organizations

Interorganizational Conflict

Conflict that occurs between groups or teams

Intergroup Conflict

Conflict that occurs within groups or teams

Intragroup Conflict

Conflict between two or more people

Interpersonal Conflict

Conflict that occurs within an individual

Intrapersonal Conflict

Conflict that occurs when a person experiences conflict among the multiple roles in his or her life

Interrole Conflict

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

An aggressive defense mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict


An aggressive defense mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict


An aggressive defense mechanism in which a person responds with pessimism to any attempt at solving a problem


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


A compromise defense mechanism whereby an individual patterns their behavior after another's


A compromise defense mechanism characterized by trying to justify one's behavior by construction bogus reasons for it


A withdrawal defense mechanism that entails physically escaping a conflict or psychologically escaping

Flight (physical) or Withrawal (psychological)

A withdrawal mechanism that provides an escape from conflict through daydreaming


An ineffective technique for dealing with conflict by doing nothing in hopes that the conflict will disappear


An ineffective technique for dealing with conflict by attempting to hide the conflict or an issue that has the potential to create conflict


An ineffective technique for dealing with conflict by delaying action on the conflict by buying time

Administrative Orbiting

An ineffective technique for dealing with conflict attemtping to label or discredit an oponent

Character assassination

An organizational goal that is more important to both parties in a conflict rather than their individual or group goals

Superordinate goal

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

Symbols of culture in the physical and social work environment


What members of an organization say they value

Espoused Values

Values reflected in the way individuals actually behave

Enacted Values

Deeply held beliefs that guide behavior and tell members of an organization how to perceive and think about things


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

Argues that a culture is good only if it "fits" the industry or the firm's strategy

Fit Perspective

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

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

The degree to which a newcomer holds realistic expectations about the job and about the organization


Involves the actual work performed at a job

Task Demands

Involves the expectations placed on newcomers

Role Demands

Arise from relationships at work. Politics, leadership style, and group pressure are all examples

Interpersonal Demands

Socialization stage in which the newcomer begins to master the demands of the job

Change and Acquisition

Socialization stage which encompasses all of the learning that takes place prior to the newcomer's first day on the job

Anticipatory Socialization

Socialization stage in which the newcomer learns the tasks associated with the job, clarifies roles, and establishes new relationships at work


The pattern of work-related experiences that span the course of a person's life


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

Both positive and negative information given to potential employees about the job they are applying for

Realistic Job Preview

Career stage in which the person learns the job and begins to fit into the organization and occupation


Career stage in which the individual focuses on increasing competence


Career stage in which the individual tries to maintain productivity while evaluating progress toward career goals


Career stage in which the individual contemplates retirement or possible career changes


Three tasks of a newcomer

-Negotiate an effective psychological contract

-Manage the stress of socialization

-Make the transition from organizational outsider to organizational insider

An implicit agreement between an individual and an organization that specifies what each is expected to give and receive in the relationship

Psychological Contract

Procedure set up to address conflicts that are so costly, time-consuming, or personally risky that no one will use it

Due Process Nonaction

A joint process of finding a mutually acceptable solution to a complex conflict


The goals of the parties are in conflict, and each party seeks to maximize its resources

Distirbutive Bargaining

Focuses on the merits of the issues and seeks a win-win solution

Integrative Negotiation

Deliberate decision to take no action on a conflict or to stay out of a conflict


Concern that the other party’s goals will be met but relatively unconcerned with getting your own way


Satisfying your own interest at another party's expense


Each party gives up something to reach a solution


Arriving at a solution satisfactory to all through open and thorough discussion


A relationship in which both people have important career goals

Dual-Career Partnership