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Organizational behavior > Chapter 13 Conflict > Flashcards

Chapter 13 Conflict Flashcards

1
Q

What is a conflict?

A

when one person or organizational subunit frustate the goal attainments of the other

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2
Q

What does conflict involves?

A

Antagonistic attitudes and behaviors, attitudes(disliking each other, see each other as unreasonable, develop stereotypes) Antagonistic means name calling, sabotage and physical aggression.

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3
Q

What is Intergroup bias?

A

People’s tendency to develop a more positive view of their own “in-group” and a less positive view on “out-group”

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4
Q

Why does Intergroup bias occur

A

Self esteem is a critical factor. attribution behavior to your own group should contribute to your self esteem

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5
Q

what are the 2 reasons that interdependence sets stage for conflict?

A
  1. Necessities interaction between parties so that they can coordinating their interests
  2. implies that each party has some power over other
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6
Q

What are the three parties that differ the conflict?

A

Power, Status, culture

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7
Q

What is ambiguity?

A

ambigous goals performance jurisdiction can lead to conflict.

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8
Q

What does the scarce resources do?

A

The differences in power are magnified when resources are scarce. limited money, admin support and lab space can contribute to conflict. if two scientists finally agreed for something but then reduction lab space occurs, conflict starts again

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9
Q

What are the factors that contributes to organizational conflict?

A

Interdependence
Group identification
Differences in power, status and culture.

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10
Q

What are the three types of conflicts?

A

Task conflict
Process Conflict - disagreements about how the work should be handled
Relationship Conflict - personality crashes

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11
Q

What can be detrimental to members satisfaction and team performance?

A

conflict in relationship conflict and process conflict which prevent the development of cohesiveness.

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12
Q

what is constructive conflict?

A

promotes good decisions and positive organizational change. elevated task conflict and low to minor levels of relationship and process conflict can result in this. basically benefits outweighs the costs

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13
Q

what is the relationship between process and relationship conflict?

A

They both increase at the same time which leads to team can not accomplish its goals or work well together on future. task conflict goes down as these goes up

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14
Q

what are the causes of conflict?

A

ambiguity
scarcity

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15
Q

what events happen when conflict occurs?

A
  1. “winning” the conflict becomes more important than developing a solution as it is a game now
  2. parties hide info from others to do better
  3. more aggressive people may emerge as leaders now
  4. while opposite part is really negatively stereotyped, the image of one’s position is boosted.
  5. contact with the opposite party is discouraged
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16
Q

what conflict is the result of elevated task conflict coupled with low to minor levels of relationship and process conflict?

A

constructive conflict

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17
Q

What is distribution negotiaton?

A

win-lost situation which assumes a zero sum

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18
Q

What are the five modes of manging conflicts ?

A

avoidance
accomodating
compromise
collaborating
compete

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19
Q

when would the avoidance can be beneficial?

A

if the issue is trivial or if the info is lacking and people have to cool down
or the opponant is powerful and hostile

20
Q

when does the accomodating can be effective?

A

effectinve when you are in the wrong
issue is important to other party
you want to be a good person

21
Q

When is competing important? when do you use it? who is the famous person who used competence?

A

when full priority is for fulfilling your own goals facts and procedures. Steve Jobs used compromise

22
Q

when is compromise important? what is an example for this?

A

when other party strong than the other
good for determining role of exchange between
IT IS A GOOD FALLBACK
* Plea bargain is a good example for this

23
Q

what is negotiation?

A

a decision making process among interdependance parties who who do not share identical preference

24
Q

what are treats and promises in distributive negotiation?

A

threats - meaning implying that you will punish the other party if this person des not concede to you position(terminating the contract if does not agree

promises - are pledges that concessions will lead to rewards in the future.

25
Q

what happens if power is more balances and the threat is crude?

A

a counter threat could scuttle the negotiations, despite the fact that both parties could be satisfies in the settlement range

26
Q

What are some facts about firmness versus concessions?

A

good negotiations often use face-saving techniques to explain them. the consulting firm might claim that it could reduce the cost of the survey by making it web-based rather than paper

27
Q

what is persuasion in distributive negotiation tactics?

A

attempt to change the attitudes of the other party toward your target position. Persuader are most effective when they are percevied as expert, likable and unbiased.

but DISTRIBUTIVE NEGOTIOATION IS BIASED

28
Q

What can we do to handle biasness of distributive negotiation?

A

introducing some unbiased parties.

29
Q

What is a classic example of distributive bargaining?

A

salary negotiation

30
Q

why are men better at negotiation than women?

A

women usually outperform men in less individualistic and more collective cultures.

31
Q

What is copious information exchange?

A

meaning that sharing non-critical info to other party and ask them a lot of questions to understand and listen.

32
Q
A
33
Q

How do we achieve integrative negotiation?

A

copious information exchange
framing differences as opportunities
cutting costs
increasing resources

34
Q

What are the 3 modes of a stress episode?

A

Stressor - env condition that have a potential to induce stress
Stress - reaction to the demands inherent in a stressor that has the potential to make a person feel tense
Stress Reaction - physiological, psychological and behavioral consequences of stress

35
Q

What does determine for what extent which a stressor becomes a real stressor

A

Individual’s personality

36
Q

What are the three key personality traits?

A

Locus of Control
Type A Behavior Pattern
Negative Affectivity

37
Q

What is locus of Control?

A

concerns people’s beliefs of the factors that control their behavior. internals believe that they control their own behavior
externals believe that their luck is controlled by luck and fate. (they will more anxious)

38
Q

what is type A behavior patter?

A

A s tend to be more aggressive and ambitious
they report more heavy worklads long hours and monay conflicting work demands.

become workholics: they tend to be achievement-oriented perfectionists.

39
Q

what is negative affectivity?

A

prospensity to view the world, including oneself to other people, in a negative light.

Neuroticism- big five personality dimensions.

40
Q

what are the several factors that responsible for the susceptibility to stress of those who are high in negative affectivity?

A

a predisposition to perceive stressors in the workplace
hypersensitivity to existing stressors
a tendency to provoke stress through their negativity
a tendency to provoke stress through their negativity
the use of passive, indirect coping styles that avoid the real sources of stress

41
Q

What are the stressors in organizational life?

A

Role overload- too many tasks in too short time period
heavy responsibility

42
Q

what are some operative level stressors

A

poor physical working conditions
poor job design - lower level blue and white collar jobs

43
Q

what are some boundary role stressors? and what are boundary roles? what is one stress caused by this?

A

where members are required to interact with members of their organizations or with the public. (vp is responsible for repping their company to the public)

Burnout- made up of emotional exhaustion, cynicism and low self efficacy

44
Q

what are the three main dimensions of burnout?

A

exhaustion
cynicism
lack of accomplishment(low self-efficacy)

45
Q

To prevent burnout, what seems to most important is how well-matched a person is to the job, important metrics for this role are

A

personality
reward
mission

46
Q

what is work engagement?

A

a positive work-related state of mind that is characterized by vigor, dedication and absorption

47
Q

what is vigor?

A

a high level of energy and mental resillience at work

Organizational behavior (3 decks)

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