Chapter 6 Flashcards
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
Conflict
Disagreement of ideas or beliefs
Conflict
Behavior by a person or group intended to inhibit the attainment of goals by another person or group (Riggio)
Conflict
Key element: conflicting parties have incompatible goals
Conflict
Conflicts will always result to a negative outcomes
False
Types of conflict
- Interpersonal conflict
- Individual group conflict
- Group-group conflict
Levels of conflict within organization
- Intraindividual conflict
- Interindividual conflict
- Intragroup conflict
- Intergroup conflict
Example of interpersonal conflict
Friends family members classmates etc
Incompatible goals associated with roles
Intra individual conflict
The university wants it’s teaching employees to publish instead of focusing in teaching.
Intra individual conflict
Conflict between two individuals
Interindividual conflict
Example is between employees or between employee to customer
Interindividual conflict
Conflict between one person or fraction within a group and other group members
Intragroup conflict
Conflict between departments or units
Intergroup conflict
Conflict because of scarce resources such as budget and privileges
Intergroup conflict
What are the causes or sources of conflict
- Conflict for resources
- Task interdependence
- Jurisdictional ambiguity
- Communication barriers
- Beliefs
- Personality
Scarce resources money budget space personal equipment
Competition for resources
When the performance of some group members depends on the performance of other group members
Task interdependence
When two groups which rely on each other have conflicting goals
Task interdependence
The lines of the authority are unclear
Jurisdictional ambiguity
Supervisors could feel incompetent when another supervised source deal with his or her work
Jurisdictional ambiguity
Physical, cultural, and psychological are
Communication barriers
Conflicts and belief systems of individuals or group
Beliefs
Incompatible personalities who must work together
Personality personality personality
Characteristics of difficult people by
Bramson 1981
High needs for perfection
Whiner
No person
Nothing person
Constantly complaints about the situation but never tries to change it
Whiner
Believes nothing will ever work thus disagrees with every suggestion
No person
Response to difficult situation by doing and saying nothing
Nothing person
High need for control
Tank
Sniper
Know it all
Get things done quickly by giving orders being bushy, yelling, being aggressive
Tank
Controls people by using sarcasm embarrassment and humiliation
Sniper
Controls others by dominating conversation not listening to the ideas of others
Know it all
High need for approval
Yes person
Maybe person
Agrees to do everything
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
Maybe person
High needs for attention
Grenade
Friendly sniper
Think they know it all
Throw a tantrum, yells, swears, rants
Grenade
Gets attention by poking fund at others
Friendly sniper
Exaggerate lies gives unwanted advice to gain attention
Think they know it all
How conflict affects the organizational outcomes of job performances productivity job satisfaction employee attendance
Outcomes of conflict
Positive out comes
- Increasing motivation and energy level of group members to improve performance
-absence of conflict makes members to become complacent and unmotivated - Can stimulate creativity and innovation.
-conflict challenges old processes - Improves quality of decisions
-occurs when there are many opinions each member tries hard to push their own idea. - Member satisfaction and commitment
-the fact that members are able to take part in decision making
Negative outcomes of conflict
- Reduction of group cohesiveness
-too much conflict can erode cohesiveness - Can hamper effective group performance when it retards communication
- Group goals become secondary to the in fighting
Conflict management techniques by
Thomas 1976
Forcing
Dominating
Persisting in the conflict until one party’s goals are achieved at the expense of the other
Dominating
Win lose strategy
Dominating
Giving in or acting in a self sacrificing matter
Accommodation
Usually done to save relationship between conflicting parties
Accommodation
Loose win strategy
Accommodation
Each party must give up something
Compromise
Union management strategy
Compromise
Parties try to cooperate and reach a mutually beneficial solution
Collaboration
Not always possible particularly when conflict is over scarce resources
Collaboration
Win-win situation
Collaboration
Use when parties cannot resolve their conflict
Third party intervention
A neutral third party is asked to help both parties reach mutually agreeable solution to the conflict
Mediation
Professional mediators
Mediation
A neutral third party listen to both sides argument and then makes decision
Arbitration
Often the _____/_____can serve as the arbitrator
Manager or hr officer
The decision can be binding or non-binding
Arbitration
Parties have agreed to abide by the arbitrator’s decision
Binding
One or both sides can reject an unfavorable decision
Non-binding
Use when the employers perceive that a conflict was a result of intentional behavior by another
Arbitration
If conflicting parties are of equal power
Arbitration
Can be defined as the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable
Stress
Is an unpleasant psychological process that occurs in response to environmental pressures
Stress
Can be appropriate or even beneficial reaction
Stress response
Is a natural part of our daily life
Stress
Ranking of stressors
My job
My finances
Relationships
Children
School
Fear of disaster or terror attack
Other
Potential sources of stress
Stressors
Environmental factors
Economic uncertainty
Political uncertainty
Technological change
Personal factors
Family problems
Economic problems
Personality
Organizational factors
Task demands
Role demands
Interpersonal demands
These are demands relate to a person’s job. They include the design of the job, working conditions, and the physical work layout
Task demands
Relate to pressures place on a person as a function of the particular role he or she plays in the organization
Role demands
Create expectations that may be hard to reconcile or satisfy
Role conflicts
Occurs when the employee is expected to do more than time permits
Role overload
Means rule expectations are not clearly understood and employee is not sure what to do
Role ambiguity
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
Interpersonal demands
Headache high blood pressure and heart disease
Physiological symptoms of stress
Anxiety depression decrease in job satisfaction
Psychological symptoms of stress
Productivity absenteeism turnover
Behavioral symptoms of stress
Condition wherein stress is too much to handle on your own
Chronic stress
Effects the whole body and it can have several physical or psychological symptoms which can make functioning on a daily basis more challenging
Chronic stress
Stress management techniques
- Individual approaches
- Organizational approaches
- Expand social support networks
Individual approaches in stress management
-Effective time management techniques
-increase physical exercise
-relaxation training
-expanded social support networks
Organizational approaches in stress management
-selection and hiring process
-training
-goal setting
-redesigning jobs
-increasing employee involvement
-increasing formal organization communication
-sabbaticals
-wellness programs
Is the process of organizing and planning how to divide your time between specific activities
Time management
It is defined as the process of managing time effectively so that the right time is allocated to the right activity
Time management
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
Good time management
Failing to manage your time damages your effectiveness and causes
Stress
Time management includes
- Effective planning
- Setting goals and objectives
- Setting deadlines
- Delegation of responsibilities
- Prioritizing activities as further importance
- Spending the right time on the right activity
It is the excessive and ineffective over generalization of a happy optimistic state across all situation
Toxic positivity
Results in the denial minimization and invalidation of the authentic human emotional experience
Toxic positivity
Is a form of avoidance
Constant positivity
