Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

STUDY FLASHCARDS > BME 2102 Module 10- CONFLICT, NEGOTIATION, POWER, AND POLITICS > Flashcards

BME 2102 Module 10- CONFLICT, NEGOTIATION, POWER, AND POLITICS Flashcards

1
Q

a process in which one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

A

Conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

supports the goals of the group and improves its performance

A

Functional conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

destructive forms of conflict.

A

dysfunctional

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

relates to the content and goals of the work

A

Task conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

focuses on interpersonal relationships. These conflicts are almost always dysfunctional.

A

Relationship conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

is about how the work gets done

A

Process conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Another way to understand conflict is to consider its locus, or where the framework within which conflict occurs.

A

Loci of Conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

is conflict between two people.

A

Dyadic conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

occurs within a group or team

A

Intragroup conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

is conflict between groups or teams.

A

Intergroup conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

as a source of conflict arise from semantic difficulties, misunderstanding, and “noise” in the communication channels

A

Communication

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

includes variables such as size, degree of specialization, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence.

A

Structure

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

include physical value systems and personality characteristics. Certain personality types lead to potential conflict.

A

Personal variables

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

The first stage is the appearance of conditions—causes or sources that create opportunities for it to arise.

A

Potential Opposition or Incompatibility

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

This is where conflict issues tend to be defined, where the parties decide what the conflict is about.

A

Cognition and Personalization

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

A

Perceived conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility

A

Felt conflict

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

decisions to act in a given way

A

Intentions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

the degree to which one party attempts to satisfy the other party’s concerns

A

Cooperativeness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

the degree to which one party attempts to satisfy his or her own concerns

A

Assertiveness

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

a desire to satisfy one’s interests, regardless of the impact on the other party to the conflict

A

Competing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. This is a win-win solution that allows both parties’ goals to be completely achieved

A

Collaborating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

the desire to withdraw from or suppress a conflict.

A

Avoiding

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

the willingness of one party in a conflict to place opponent’s interests above his or her own.

A

Accommodating

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

a situation in which each to a conflict is willing to give up something. There is no winner or loser

A

Compromising

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

This is where conflicts become visible. The behavior stage includes the statements, actions, and reactions made by the conflicting parties.

A

Behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

the use of resolution and stimulation techniques to achieve the desired level of conflict.

A

Conflict management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Conflict Management Techniques

A
  • Problem solving
  • Superordinate goals
  • Expansion of resources - Avoidance
  • Smoothing
  • Compromise
  • Authoritative command -Altering the human variable
  • Altering the structural variables
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Conflict-Stimulation Techniques

A
  • Communication
  • Bringing in outsiders
  • Restructuring the organization
  • Appointing a devil’s advocate
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium for problems to be aired and tensions released, and fosters self-evaluation and change.

A

Functional outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
31
Q

Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to the destruction of the group and can reduce group effectiveness.

A

Dysfunctional outcomes

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
32
Q

is a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them. Negotiation permeates the interaction of almost everyone in groups and organizations

A

Negotiation

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
33
Q

negotiation that seeks to divide up a fixed amount of resources; a win/lose situation. The essence of distributive bargaining is negotiating over who gets what share of a fixed pie

A

Distributive bargaining

34
Q

negotiation that seeks one or more settlements than can create a win/win solution. Both parties must be engaged for it to work.

A

Integrative bargaining

35
Q

a neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

A

Mediator

36
Q

a third party to a negotiation who has the authority to dictate an agreement.

A

Arbitrator

37
Q

is a trusted third party who provides an informal communication link between the negotiator and the opponent. Negotiation is an ongoing activity in groups and organizations.

A

Conciliator

38
Q

refers to a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes

A

Power

39
Q

B’s relationship to A when A possesses something that B requires

A

Dependence

40
Q

[Leadership]
Requires congruence between the goals of the leaders and those being led.

A

Goal compatibility

41
Q

[Leadership]
Focuses on the downward influence on one’s followers. It minimizes the importance of lateral and upward influence patterns

A

Direction of influence

42
Q

[Leadership]
Leadership research emphasizes style.

A

Research emphasis

43
Q

[Power]
Does not require compatibility, merely dependence

A

Goal compatibility

44
Q

[Power]
Recognizes all factors into consideration.

A

Direction of influence

45
Q

[Power]
Research on power focuses on tactics for gaining compliance

A

Research emphasis

46
Q

based on an individual’s position in an organization.

A

Formal Power

47
Q

a power base that is dependent on fear of the negative results from failing to comply

A

Coercive power

48
Q

compliance achieved based on the ability to distribute rewards that others view as valuable

A

Reward power

49
Q

the power a person receives as a result of his/her position in an organization.

A

Legitimate power

50
Q

power that comes from an individual’s unique characteristics. The two bases of personal power—expertise and the respect and admiration of others.

A

Personal Power

51
Q

influence based on special skills or knowledge

A

Expert power

52
Q

influence based on possession by an individual or desirable resources or personal traits.

A

Referent power

53
Q

are ways in which individuals translate power bases into specific actions

A

Power tactics

54
Q

relying on one’s authority position or stressing that a request is in accordance with organizational policies or rules

A

Legitimacy

55
Q

presenting logical arguments and factual evidence to demonstrate that a request is reasonable

A

Rational persuasion

56
Q

developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations

A

Inspirational appeals

57
Q

increasing the target’s support by involving him or her in deciding how the plan will be accomplished.

A

Consultation

58
Q

rewarding the target with benefits or favors in exchange for following a request.

A

Exchange

59
Q

asking for compliance based on friendship or loyalty.

A

Personal appeals

60
Q

using flattery, praise, or friendly behavior prior to making a request

A

Ingratiation

61
Q

using warnings, repeated demands, and threats.

A

Pressure

62
Q

enlisting the aid of other people to persuade the target to agree

A

Coalitions

63
Q

rewarding the target with benefits or favors in exchange for following a request.

A

Exchange

64
Q

asking for compliance based on friendship or loyalty

A

Personal appeals

65
Q

using flattery, praise, or friendly behavior prior to making a request

A

Ingratiation

66
Q

using warnings, repeated demands, and threats

A

Pressure

67
Q

enlisting the aid of other people to persuade the target to agree

A

Coalitions

68
Q

their ability to influence others to enhance their own objectives

A

political skill

69
Q

is any unwanted activity of a sexual nature that affects an individual’s employment and creates a hostile work environment.

A

Sexual harassment

70
Q

a type of politics which focuses on the use of power to affect decision making in an organization, sometimes for self-serving and organizationally unsanctioned behaviors.

A

Organizational politics

71
Q

activities that are outside a person’s job requirements but influence, or attempt to influence, the distribution of advantages and disadvantages within the organization.

A

Political behavior

72
Q

normal everyday politics—complaining to your supervisor, bypassing the chain of command, forming coalitions, obstructing organizational policies or decisions through inaction or excessive adherence to rules, and developing contacts outside the organization through professional activities.

A

Legitimate political behavior

73
Q

extreme political behavior that violates the implied rules of the game. It includes sabotage, whistle-blowing, and symbolic protests such as wearing unorthodox dress or protest buttons and calling in sick as a group.

A

Illegitimate political behavior

74
Q

treats the reward “pie” as fixed, such that any gains by one individual are at the expense of another

A

Zero-sum approach

75
Q

reactive and protective behaviors to avoid action, blame, or change

A

Defensive behaviors

76
Q

includes overconforming, buck passing, playing dumb, stretching, and stalling

A

Avoiding action

77
Q

includes bluffing, playing safe, justifying, scapegoating, and misrepresenting

A

Avoiding blame

78
Q

includes prevention and self-protection

A

Avoiding change

79
Q

the process by which individuals attempt to control the impression others form of them

A

Impression management (IM)

80
Q

An effective manager accepts the political nature of organizations. By assessing behavior in a political framework, you can better predict the actions of others and use that information to formulate political strategies that will gain advantages for you and your work unit.

A

Implications for Managers

STUDY FLASHCARDS (11 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions