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Personality > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q

It is the psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to have in a particular way, or violating the experiences of a relationship

A

Conflict

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2
Q

Disagreement of ideas or beliefs

A

Conflict

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3
Q

Behavior by a person or group intended to inhibit the attainment of goals by another person or group (Riggio)

A

Conflict

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4
Q

Key element: conflicting parties have incompatible goals

A

Conflict

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5
Q

Conflicts will always result to a negative outcomes

A

False

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6
Q

Types of conflict

A
  1. Interpersonal conflict
  2. Individual group conflict
  3. Group-group conflict
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7
Q

Levels of conflict within organization

A
  1. Intraindividual conflict
  2. Interindividual conflict
  3. Intragroup conflict
  4. Intergroup conflict
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8
Q

Example of interpersonal conflict

A

Friends family members classmates etc

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9
Q

Incompatible goals associated with roles

A

Intra individual conflict

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10
Q

The university wants it’s teaching employees to publish instead of focusing in teaching.

A

Intra individual conflict

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11
Q

Conflict between two individuals

A

Interindividual conflict

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12
Q

Example is between employees or between employee to customer

A

Interindividual conflict

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13
Q

Conflict between one person or fraction within a group and other group members

A

Intragroup conflict

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14
Q

Conflict between departments or units

A

Intergroup conflict

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15
Q

Conflict because of scarce resources such as budget and privileges

A

Intergroup conflict

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16
Q

What are the causes or sources of conflict

A
  1. Conflict for resources
  2. Task interdependence
  3. Jurisdictional ambiguity
  4. Communication barriers
  5. Beliefs
  6. Personality
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17
Q

Scarce resources money budget space personal equipment

A

Competition for resources

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18
Q

When the performance of some group members depends on the performance of other group members

A

Task interdependence

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19
Q

When two groups which rely on each other have conflicting goals

A

Task interdependence

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20
Q

The lines of the authority are unclear

A

Jurisdictional ambiguity

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21
Q

Supervisors could feel incompetent when another supervised source deal with his or her work

A

Jurisdictional ambiguity

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22
Q

Physical, cultural, and psychological are

A

Communication barriers

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23
Q

Conflicts and belief systems of individuals or group

A

Beliefs

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24
Q

Incompatible personalities who must work together

A

Personality personality personality

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25
Q

Characteristics of difficult people by

A

Bramson 1981

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26
Q

High needs for perfection

A

Whiner
No person
Nothing person

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27
Q

Constantly complaints about the situation but never tries to change it

A

Whiner

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28
Q

Believes nothing will ever work thus disagrees with every suggestion

A

No person

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29
Q

Response to difficult situation by doing and saying nothing

A

Nothing person

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30
Q

High need for control

A

Tank
Sniper
Know it all

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31
Q

Get things done quickly by giving orders being bushy, yelling, being aggressive

A

Tank

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32
Q

Controls people by using sarcasm embarrassment and humiliation

A

Sniper

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33
Q

Controls others by dominating conversation not listening to the ideas of others

A

Know it all

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34
Q

High need for approval

A

Yes person
Maybe person

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35
Q

Agrees to do everything

A

Yes person

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36
Q

Avoids conflict by never making a stand on any issues delays making decisions, seldom offers opinions, and seldom commits to any course of action

A

Maybe person

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37
Q

High needs for attention

A

Grenade
Friendly sniper
Think they know it all

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38
Q

Throw a tantrum, yells, swears, rants

A

Grenade

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39
Q

Gets attention by poking fund at others

A

Friendly sniper

40
Q

Exaggerate lies gives unwanted advice to gain attention

A

Think they know it all

41
Q

How conflict affects the organizational outcomes of job performances productivity job satisfaction employee attendance

A

Outcomes of conflict

42
Q

Positive out comes

A
  1. Increasing motivation and energy level of group members to improve performance
    -absence of conflict makes members to become complacent and unmotivated
  2. Can stimulate creativity and innovation.
    -conflict challenges old processes
  3. Improves quality of decisions
    -occurs when there are many opinions each member tries hard to push their own idea.
  4. Member satisfaction and commitment
    -the fact that members are able to take part in decision making
43
Q

Negative outcomes of conflict

A
  1. Reduction of group cohesiveness
    -too much conflict can erode cohesiveness
  2. Can hamper effective group performance when it retards communication
  3. Group goals become secondary to the in fighting
44
Q

Conflict management techniques by

A

Thomas 1976

45
Q

Forcing

A

Dominating

46
Q

Persisting in the conflict until one party’s goals are achieved at the expense of the other

A

Dominating

47
Q

Win lose strategy

A

Dominating

48
Q

Giving in or acting in a self sacrificing matter

A

Accommodation

49
Q

Usually done to save relationship between conflicting parties

A

Accommodation

50
Q

Loose win strategy

A

Accommodation

51
Q

Each party must give up something

A

Compromise

52
Q

Union management strategy

A

Compromise

53
Q

Parties try to cooperate and reach a mutually beneficial solution

A

Collaboration

54
Q

Not always possible particularly when conflict is over scarce resources

A

Collaboration

55
Q

Win-win situation

A

Collaboration

56
Q

Use when parties cannot resolve their conflict

A

Third party intervention

57
Q

A neutral third party is asked to help both parties reach mutually agreeable solution to the conflict

A

Mediation

58
Q

Professional mediators

A

Mediation

59
Q

A neutral third party listen to both sides argument and then makes decision

A

Arbitration

60
Q

Often the _____/_____can serve as the arbitrator

A

Manager or hr officer

61
Q

The decision can be binding or non-binding

A

Arbitration

62
Q

Parties have agreed to abide by the arbitrator’s decision

A

Binding

63
Q

One or both sides can reject an unfavorable decision

A

Non-binding

64
Q

Use when the employers perceive that a conflict was a result of intentional behavior by another

A

Arbitration

65
Q

If conflicting parties are of equal power

A

Arbitration

66
Q

Can be defined as the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable

A

Stress

67
Q

Is an unpleasant psychological process that occurs in response to environmental pressures

A

Stress

68
Q

Can be appropriate or even beneficial reaction

A

Stress response

69
Q

Is a natural part of our daily life

A

Stress

70
Q

Ranking of stressors

A

My job
My finances
Relationships
Children
School
Fear of disaster or terror attack
Other

71
Q

Potential sources of stress

A

Stressors

72
Q

Environmental factors

A

Economic uncertainty
Political uncertainty
Technological change

73
Q

Personal factors

A

Family problems
Economic problems
Personality

74
Q

Organizational factors

A

Task demands
Role demands
Interpersonal demands

75
Q

These are demands relate to a person’s job. They include the design of the job, working conditions, and the physical work layout

A

Task demands

76
Q

Relate to pressures place on a person as a function of the particular role he or she plays in the organization

A

Role demands

77
Q

Create expectations that may be hard to reconcile or satisfy

A

Role conflicts

78
Q

Occurs when the employee is expected to do more than time permits

A

Role overload

79
Q

Means rule expectations are not clearly understood and employee is not sure what to do

A

Role ambiguity

80
Q

Are pressures created by other employees lack of social support from colleagues and poor interpersonal relationship can cause stress especially among employees with the high social need

A

Interpersonal demands

81
Q

Headache high blood pressure and heart disease

A

Physiological symptoms of stress

82
Q

Anxiety depression decrease in job satisfaction

A

Psychological symptoms of stress

83
Q

Productivity absenteeism turnover

A

Behavioral symptoms of stress

84
Q

Condition wherein stress is too much to handle on your own

A

Chronic stress

85
Q

Effects the whole body and it can have several physical or psychological symptoms which can make functioning on a daily basis more challenging

A

Chronic stress

86
Q

Stress management techniques

A
  1. Individual approaches
  2. Organizational approaches
  3. Expand social support networks
87
Q

Individual approaches in stress management

A

-Effective time management techniques
-increase physical exercise
-relaxation training
-expanded social support networks

88
Q

Organizational approaches in stress management

A

-selection and hiring process
-training
-goal setting
-redesigning jobs
-increasing employee involvement
-increasing formal organization communication
-sabbaticals
-wellness programs

89
Q

Is the process of organizing and planning how to divide your time between specific activities

A

Time management

90
Q

It is defined as the process of managing time effectively so that the right time is allocated to the right activity

A

Time management

91
Q

Enables you to work smarter not harder so that you get more done in last time even when time is tight and pressures are high

A

Good time management

92
Q

Failing to manage your time damages your effectiveness and causes

A

Stress

93
Q

Time management includes

A
  1. Effective planning
  2. Setting goals and objectives
  3. Setting deadlines
  4. Delegation of responsibilities
  5. Prioritizing activities as further importance
  6. Spending the right time on the right activity
94
Q

It is the excessive and ineffective over generalization of a happy optimistic state across all situation

A

Toxic positivity

95
Q

Results in the denial minimization and invalidation of the authentic human emotional experience

A

Toxic positivity

96
Q

Is a form of avoidance

A

Constant positivity

Personality (5 decks)

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