Chapter 15 Conflict, Change, And Communication

Question 1

Stages of conflict

Answer 1

The first stage is late and the second stage is perceived the third stage it’s felt the fourth stage is manifest in the fifth stage is aftermath

Question 2

Latent conflict

Answer 2

This is when something is happened but the employee has not yet perceived it

Question 3

Perceived conflict

Answer 3

This is the stage where a person is aware that his or her goals are blocked or potential he blocked by someone’s action

Question 4

Felt conflict

Answer 4

This is when an employee elicits a strong emotional response. Anger and hostility can result.

Question 5

Manifest conflict

Answer 5

With awareness and feelings, actions occur. The person experiencing a conflict take some action and the other person often respond in kind

Question 6

Conflict aftermath

Answer 6

With many conflicts, the aftermath suppose the seats for future conflicts.

Question 7

Styles for resolving conflicts

Answer 7

The styles are the competitor the compromiser the collaborator the avoid her and the accommodator

Question 8

Competitor style of resolving conflict

Answer 8

These are individuals who act in their own self interest without concern for the interests of the other party

Question 9

Accommodation style for resolving conflict

Answer 9

This person that accommodates the interest of the other party without concern for self. Accommodation is not feeling, however.

Question 10

The avoider style for resolving conflict

Answer 10

This is the style that she has no concern for self with the others parties interest, lower and Bill self and other interests seeking. Avoidance is closer to running away

Question 11

Compromiser style of resolving conflict

Answer 11

The compromising style involves partial satisfaction of interest. At the same time, your concerns are partially satisfied and those of the other or partially met.

Question 12

The collaboration style for resolving conflict

Answer 12

Parties can bowl of trusts that they share interests, and the conflict can be redefined in terms that may allow mutual satisfaction.

Question 13

Types of conflict

Answer 13

Three types of conflict are interpersonal, intragroup, intergroup

Question 14

Interpersonal conflict

Answer 14

Have a conflict occurs between two individuals

Question 15

Intragroup conflict

Answer 15

This conflict occurs among members of a team or group

Question 16

Intergroup conflict

Answer 16

Intergroup conflict occurs between different units or groups

Question 17

Relationship conflict

Answer 17

Involves tension and friction between members of their own group. Personal dislike can occur in the effective stage and lead to annoyance and irritation

Question 18

Task conflict

Answer 18

This involves differences in opinion about the task facing the group

Question 19

Roll ambiguities

Answer 19

This is when duties and boundaries assigned to an individual or not clear.

Question 20

Resource scarcity

Answer 20

Another condition that leads to conflict. When the budget is very tight, one manager may be inclined to seek additional funds away from his or her superior. Pierier that has to take funds from a different department and turf is invaded again I’m conflict ensues

Question 21

Methods for resolving conflict

Answer 21

These include altering the issue, altering the relationship, altering the context, change the individual

Question 22

Altering the issue to resolve conflict

Answer 22

Samples of this with a D personalize, separate the person and the problem

Question 23

Alter the relationship to resolve conflict

Answer 23

Examples of this to be interacting for a third person, or buffering the two parties

Question 24

Altering the context to resolve conflict

Answer 24

Approach utilizes a structural change, providing additional resources such as a manager at this as in common or super important goals

Question 25

Change the individuals to solve conflict

Answer 25

Levels of this to be training or firing a conflict employee

Question 26

Steps to managing change

Answer 26

First step is unfreezing the second step is moving and the third step is refreezing

Question 27

Unfreezing

Answer 27

Unfreezing often deals with overcoming resistance to change

Question 28

Moving

Answer 28

Moving involves the focus change of issues are contact

Question 29

Refreezing

Answer 29

This is one training of her words need to be established to support the new status quo

Question 30

Sources for resistance to change

Answer 30

Include low tolerance for change, misunderstanding and lack of trust, different assessment, parochial self interest

Question 31

Low tolerance for change

Answer 31

General people do not like change as it brings uncertainty or discomfort

Question 32

Perochial self interest

Answer 32

Some employees receive status and rewards from the current system and you changes may reduce their status or influence

Question 33

Lack of trust or misunderstanding

Answer 33

This often occurs because employees at lower levels may not trust the person making changes

Question 34

Different assessment

Answer 34

Sometimes different groups may have different assessments of the benefits associated with the changes

Question 35

Dealing with persistence to change

Answer 35

Strategies for this include education and communication, but dissipation involvement, facilitation and support, I go she Asian an agreement, manipulation and co-option, explicit and implicit coercion

Question 36

Education and communication

Answer 36

This overcomes the problem of employees facing unknowns

Question 37

Dissipation and involvement

Answer 37

For dissipation helps understanding the nature and rationale for change while involving employees reduces resistance

Question 38

Facilitation and support

Answer 38

Kirchman for, and the X exclamation of, new tasks are useful to tools encouraging employees that this is the right decision

Question 39

Manipulation and co-optation

Answer 39

Well employees can feel deceived by manipulation (such as the selective use of information and structuring of events) call option is less risky (giving an opinion leader or resistor a prominent role is an example of co-option)

Question 40

Explicit or implicit coercion

Answer 40

These should only be used when absolutely necessary

Question 41

Communication

Answer 41

Process of transmitting information to others

Question 42

Richness of communication

Answer 42

Stages of riches include high medium and low

Question 43

High richness of communication

Answer 43

These mediums include face-to-face and video conferencing

Question 44

Medium richness of communication

Answer 44

These include telephone, digital messages with emoticons, written personal communication

Question 45

Low richness of communication

Answer 45

This includes formal written communication

Question 46

Efficiency of communication

Answer 46

Efficiency is an important matter to consider when communicating well face-to-face communication takes more time and email may be much quicker but not as high and richness

Question 47

Documentation

Answer 47

Just keeping a record of forms of communication. There’s obviously no for documentation for all communication however written forms obviously are Easley documented

Question 48

Directions of communication

Answer 48

Please include vertical, horizontal, diagonal

Question 49

Vertical communication

Answer 49

These messages either go top down from management down to employees. Or bottom up from employees to management.

Question 50

Horizontal communication

Answer 50

This is a lateral exchange between individuals often at the same level but not necessarily following the chain of command

Question 51

Diagonal communication

Answer 51

Exchange information between individuals in different units and levels of the company