CHAPTER 6 Flashcards
1
Q
DISAGREEMENT OF IDEAS/ BELIEFS
A
2
Q
example: conflict because of scarce
resources such as budget and privileges.
A
- INTERGROUP CONFLICT
3
Q
examples: between employees, or
between employee and customer.
A
- INTERINDIVIDUAL CONFLICT
4
Q
example: The university wants its
teaching employees to publish instead
of focusing in teaching.
A
- INTRAINDIVIDUAL CONFLICT
5
Q
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- COMPETITION FOR RESOURCES
- TASK INTERDEPENDENCE
- JURISDICTIONAL AMBIGUITY
- COMMUNICATION BARRIERS
- BELIEFS
- PERSONALITY
6
Q
when the performance of some
group members depends on the
performance of other group
members.
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- TASK INTERDEPENDENCE
7
Q
incompatible personalities who must work together.
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- PERSONALITY
8
Q
Physical, Cultural, and Psychological
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- COMMUNICATION BARRIERS
9
Q
when 2 groups which rely on each
other have conflicting goals.
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- TASK INTERDEPENDENCE
10
Q
Scare resources: money (budget), space, personnel equipment
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- COMPETITION FOR RESOURCES
11
Q
Scare resources: money (budget), space, personnel equipment
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- COMPETITION FOR RESOURCES
12
Q
- Supervisors could feel incompetent when another supervisors deal with
his/her work.
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- JURISDICTIONAL AMBIGUITY
13
Q
conflicts in belief systems of individuals or group
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- BELIEFS
14
Q
The lines of authority are unclear.
WHAT ARE THE
CAUSES/ SOURCES
OF CONFLICTS?
A
- JURISDICTIONAL AMBIGUITY
15
Q
Bramson (1981)
Characteristics of Difficult People
A
- HIGH NEEDS FOR PERFECTION
- HIGH NEED FOR CONTROL
- HIGH NEED FOR APPROVAL
- HIGH NEEDS FOR ATTENTION
16
Q
Obsessed with being liked?
What characteristics of Difficult People
A
- HIGH NEED FOR APPROVAL
17
Q
obsessed with being appreciated; behave in a manner that will get them noticed.
Characteristics of Difficult People
A
- HIGH NEEDS FOR ATTENTION
18
Q
obsessed with completing a task and take great pride in getting a job done quickly
Characteristics of Difficult People
A
- HIGH NEED FOR CONTROL
19
Q
- HIGH NEEDS FOR PERFECTION
-NOTHING PERSON
A. Responds to difficult
situation by doing and
saying nothing.
B. Constantly complains
about the situation but
never tries to change it.
C. Believes nothing will ever
work thus disagrees with
every suggestion.
A
A
20
Q
- HIGH NEEDS FOR PERFECTION
-WHINER
A. Believes nothing will ever
work thus disagrees with
every suggestion.
B. Constantly complains
about the situation but
never tries to change it.
C. Responds to difficult
situation by doing and
saying nothing.
A
B
21
Q
- HIGH NEEDS FOR PERFECTION
-NO PERSON
A. Believes nothing will ever
work thus disagrees with
every suggestion.
B. Constantly complains
about the situation but
never tries to change it.
C. Responds to difficult
situation by doing and
saying nothing.
A
A
22
Q
- HIGH NEED FOR CONTROL
-KNOW-IT-ALL
A. Controls others by
dominating
conversations, not
listening to the ideas of
others.
B. Get things done quickly
by giving orders, being
bushy, yelling, being
aggressive.
C. Controls people by using
sarcasm, embarrassment,
humiliations.
A
A
23
Q
- HIGH NEED FOR CONTROL
-TANK
A. Controls people by using
sarcasm,embarrassment, humiliations.
B. Get things done quickly
by giving orders, being
bushy, yelling, being
aggressive.
C. Controls others by
dominating
conversations, not
listening to the ideas of
others.
A
B
24
Q
- HIGH NEED FOR CONTROL
-SNIPER
A. Controls others by
dominating
conversations, not
listening to the ideas of
others.
B. Get things done quickly
by giving orders, being
bushy, yelling, being
aggressive.
C. Controls people by using
sarcasm, embarrassment,
humiliations.
A
C
25
3. HIGH NEED FOR APPROVAL
-YES PERSON
Avoids conflict by never making a stand on any issues;
delays making decisions, seldom offers opinions, and
seldom commits to any course of action.
TRUE OR FALSE
FALSE
26
3. HIGH NEED FOR APPROVAL
-agrees to do everything
A. YES PERSON
B. MAYBE PERSON
A
27
4. HIGH NEEDS FOR ATTENTION
-FRIENDLY SNIPER
Exaggerates lies, gives
unwanted advice to gain
attention.
TRUE OR FALSE
FALSE
28
4. HIGH NEEDS FOR ATTENTION
*THINK-THEY-KNOW-
IT-ALL
-throws a tantrum, yells,
swears, rants
TRUE OR FALSE
FALSE
29
4. HIGH NEEDS FOR ATTENTION
-GRENADE
-throws a tantrum, yells,
swears, rants
TRUE OR FALSE
TRUE
30
4. HIGH NEEDS FOR ATTENTION
* THINK-THEY-KNOW-
IT-ALL
A. -throws a tantrum, yells,
swears, rants
B. Exaggerates lies, gives
unwanted advice to gain
attention.
C. Gets attention by poking
fun at others
B
31
2 OUTCOMES
OF CONFLICT
1. POSITIVE OUTCOMES
2. NEGATIVE OUTCOMES
32
POSITIVE OUTCOMES
-conflict challenges old processes.
1. Increasing Motivation and energy level of group
members to improve performance.
2. Can stimulate Creativity and Innovation
3. Improves quality of Decisions
4. Member satisfaction and Commitment
2
33
POSITIVE OUTCOMES
-the fact that members are able to take part in decision
making
1. Increasing Motivation and energy level of group
members to improve performance.
2. Can stimulate Creativity and Innovation
3. Improves quality of Decisions
4. Member satisfaction and Commitment
4
34
POSITIVE OUTCOMES
-absence of conflict makes members to become complacent
and unmotivated.
1. Increasing Motivation and energy level of group
members to improve performance.
2. Can stimulate Creativity and Innovation
3. Improves quality of Decisions
4. Member satisfaction and Commitment
1
35
POSITIVE OUTCOMES
-occurs when there are many opinions, each member tries
hard to push their own idea.
1. Increasing Motivation and energy level of group
members to improve performance.
2. Can stimulate Creativity and Innovation
3. Improves quality of Decisions
4. Member satisfaction and Commitment
3
36
NEGATIVE OUTCOMES
-too much conflict can erode cohesiveness
3. Group goals becomes secondary to the
infighting
2. Can hamper effective group performance when
it retards communication
1. Reduction of group cohesiveness
1
37
3. Group goals becomes secondary to the
infighting
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
B
38
2. Can stimulate Creativity and Innovation
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
A
39
1. Reduction of group cohesiveness
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
B
40
2. Can hamper effective group performance when
it retards communication
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
B
41
4. Member satisfaction and Commitment
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
A
42
1. Increasing Motivation and energy level of group
members to improve performance.
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
A
43
3. Improves quality of Decisions
A. POSITIVE OUTCOMES
B. NEGATIVE OUTCOMES
A
44
(4) Conflict
Management
Techniques
Thomas (1976)
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
45
-not always possible particularly when
conflict is over scarce resources.
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
4
46
-usually done to save the relationship
between the conflicting parties
-Lose-Win strategy
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
2
47
- -each party must give up something
- -Lose-Lose strategy
- Ex. Union management strategy
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
3
48
-Forcing
- Persisting in the conflict until one party’s
goals are achieved at the expense of the
other.
- Win-Lose Strategy
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
1
49
-parties try to cooperate and reach a
mutually beneficial solution
-Win-win situation
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
4
50
-giving in or acting in a self-sacrificing
matter
1. DOMINATING
2. ACCOMODATION
3. COMPROMISE
4. COLLABORATION
2
51
used when parties cannot resolve
their conflict
Third Party
Intervention
52
(2) Third Party
Intervention
1. MEDIATION
2. ARBITRATION
53
The decision can be BINDING or
NONBINDING.
2. ARBITRATION
54
Professional mediators
1. MEDIATION
55
Is used when employers
perceive that a conflict was a result of
intentional behavior by another.
2. ARBITRATION
56
-one or both sides can
reject an unfavorable decision
A. BINDING
B. NONBINDING
B
57
-parties have agreed to abide by
the arbitrator’s decision
A. BINDING
B. NONBINDING
A
58
-A neutral 3rd party listens to both sides’
arguments and then makes decision.
ARBITRATION
59
The if conflicting parties are of equal
power.
1. MEDIATION
2. ARBITRATION
2
60
-A neutral 3rd party is asked to help both
parties reach a mutually agreeable
solution to the conflict.
MEDIATION
61
-An opportunity when it offers potential gain.
A. Stress on a positive context
B. Stress on a negative context:
A
62
Stress is a natural part of our daily life.
TRUE OR FALSE
TRUE
63
Stress can be defined as the degree to which you feel overwhelmed or unable to cope as a
result of pressures that are unmanageable.
YES OR NO
YES
64
Is an unpleasant psychological process that occurs in response to environmental
pressu
Stress
65
Is an unpleasant psychological process that occurs in response to environmental
pressu
Stress
66
TRUE OR FALSE
TRUE
67
-Are pressures created
by other employees. Lack of social support
from colleagues and poor interpersonal
relationships can cause stress, especially
among employees with a high social need.
INTERPERSONAL DEMANDS
68
Relate to a person’s job. They
include the design of the job (its degrees of
autonomy, task variety), working conditions,
and the physical work layout
A. ROLE DEMANDS
B. INTERPERSONAL DEMANDS
C. TASK DEMANDS
C
69
Relate to pressures placed on a
person as a function of the particular role he
or she plays in the organization.
ROLE DEMANDS
70
(3) ROLE DEMANDS
A. Role Conflicts
B. Role Overload
C. Role Ambiguity
71
Role ambiguity means role expectations are
not clearly understood and the employee is
not sure what to do.
A. Role Conflicts
B. Role Overload
C. Role Ambiguity
C
72
Role conflicts create expectations that may be
hard to reconcile or satisfy.
A. Role Conflicts
B. Role Overload
C. Role Ambiguity
A
73
Role overload occurs when the employee is
expected to do more than time permits.
A. Role Conflicts
B. Role Overload
C. Role Ambiguity
B
74
-Stress affects not only our minds, but
also our body and actions
A. CHRONIC STRESS
B. CONSEQUENCES
C. Role Ambiguity
B
75
Chronic Stress affects the whole body
and it can have several physical or
psychological symptoms, which can
make functioning on a daily basis more
challenging.
TRUE OR FALSE
TRUE
76
Stress affects not only our minds, but
also our body and actions.
TRUE OR FALSE
TRUE
77
SIGNS AND SYMPTOMS OF
CHRONIC STRESS:
❑ Irritability, which can be extreme
❑ Fatigue
❑ Headaches
❑ Difficulty concentrating, or an
inability to do so
❑ Rapid, disorganized thoughts
❑ Difficulty sleeping
❑ Digestive problems
❑ Feeling helpless
❑ A perceived loss of control
❑ Low self-esteem
❑ Nervousness
❑ Frequent infections or illnesses
78
STRESS
MANAGEMENT
TECHNIQUES
How do we manage stress?
(2) APPROACHES
1. Individual Approaches
2. Organizational
Approaches
79
EFFECTIVE TIME-MANAGEMENT
TECHNIQUES
1. Individual Approaches
2. Organizational
Approaches
1. Individual Approaches
80
❑Wellness programs
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
81
❑Increasing formal organizational communication
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
82
❑ Expanded social support networks
1. Individual Approaches
2. Organizational
Approaches
1. Individual Approaches
83
❑Selection and Hiring Process
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
84
❑Increasing employee involvement
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
85
❑Relaxation training
1. Individual Approaches
2. Organizational
Approaches
1. Individual Approaches
86
❑Training
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
87
❑Goal Setting
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
88
❑ Increased physical exercise
1. Individual Approaches
2. Organizational
Approaches
1. Individual Approaches
89
❑Sabbaticals
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
90
❑Redesigning jobs
1. Individual Approaches
2. Organizational
Approaches
2. Organizational
Approaches
91
1. Individual Approaches
❑ Effective time-management
techniques
❑ Increased physical exercise
❑ Relaxation training
❑ Expanded social support networks
92
2. Organizational
Approaches
❑Selection and Hiring Process
❑Training
❑Goal Setting
❑Redesigning jobs
❑Increasing employee involvement
❑Increasing formal organizational communication
❑Sabbaticals
❑Wellness programs
93
Is the process of organizing and planning how to
divide your time between specific activities.
Time management
94
Failing to manage your time damages your effectiveness and causes
stress.
TRUE OR FALSE
TRUE
95
It is defined as the process of
managing time effectively so that the right time is allocated to the right
activity.
A. Effective Planning
B. Time management
C. Relaxation training
B. Time management
96
Good time management enables you to work smarter – not harder – so
that you get more done in less time, even when time is tight and
pressures are high.
TRUE OR FALSE
TRUE
97
(6) TIME-MANAGEMENT INCLUDES:
1. Effective Planning
2. Setting goals and objectives
3. Setting Deadlines
5. Prioritizing activities as per their importance
6.Spending the right time on the right activity
98
❑Spending the right time on the right activity
A. Effective time-management
techniques or Time management
B. Expanded social support networks
C. Increased physical exercise
A. Effective time-management
techniques or Time management
99
❑Delegation of responsibilities
A. Sabbaticals
B. Wellness programs
C. Effective time-management
techniques or Time management
C. Effective time-management
techniques or Time management
100
❑Setting goals and objectives
A. Expanded social support networks
B. Effective time-management
techniques
C. Effective Planning
B. Effective time-management
techniques
101
It is the excessive and ineffective overgeneralization of a happy,
optimistic state across all situations.
A. TOXIC POSITIVITY
B. TOXIC NEGATIVITY
C. STRESS
A. TOXIC POSITIVITY
102
The process of toxic positivity results in the denial, minimization, and
invalidation of the authentic human emotional experience.
TRUE OR FALSE
TRUE
103
The process of toxic positivity results in the denial, minimization, and
invalidation of the authentic not human emotional experience.
TRUE OR FALSE
FALSE
104
EXAMPLE OF NON-TOXIC AND ACCEPTING
STATEMENTS
-TOXIC POSITIVITY-
❑“Don’t think about it, stay positive!”
❑“Don’t worry, be happy!”
❑“Failure is not an option”
❑“Everything will work out in the end”
❑“Positive vibes only”
❑“If I can do it, so can you!”
❑“Everything happens for a reason”
❑“Don’t think about it, stay positive!”
❑“Don’t worry, be happy!”
❑“Failure is not an option”
❑“Everything will work out in the end”
❑“Positive vibes only”
❑“If I can do it, so can you!”
❑“Everything happens for a reason”
105
EXAMPLE OF NON-TOXIC AND ACCEPTING
STATEMENT
-NON-TOXIC ACCEPTANCE AND
VALIDATION-
❑“Describe what you are feeling, I’m
listening”
❑“I see that you are really stress, anything
I can do”
❑“Failure is a part of growth and success”
❑“This is really hard, I am here for you”
❑“I’m here for you both good and bad”
❑“Everyone’s story, abilities, limitations
are different and that is okay”
❑“How can I support you during this hard
time?”
❑“Describe what you are feeling, I’m
listening”
❑“I see that you are really stress, anything
I can do”
❑“Failure is a part of growth and success”
❑“This is really hard, I am here for you”
❑“I’m here for you both good and bad”
❑“Everyone’s story, abilities, limitations
are different and that is okay”
❑“How can I support you during this hard
time?”
