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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
Characteristics of difficult people by
Bramson 1981
26
High needs for perfection
Whiner No person Nothing person
27
Constantly complaints about the situation but never tries to change it
Whiner
28
Believes nothing will ever work thus disagrees with every suggestion
No person
29
Response to difficult situation by doing and saying nothing
Nothing person
30
High need for control
Tank Sniper Know it all
31
Get things done quickly by giving orders being bushy, yelling, being aggressive
Tank
32
Controls people by using sarcasm embarrassment and humiliation
Sniper
33
Controls others by dominating conversation not listening to the ideas of others
Know it all
34
High need for approval
Yes person Maybe person
35
Agrees to do everything
Yes person
36
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
37
High needs for attention
Grenade Friendly sniper Think they know it all
38
Throw a tantrum, yells, swears, rants
Grenade
39
Gets attention by poking fund at others
Friendly sniper
40
Exaggerate lies gives unwanted advice to gain attention
Think they know it all
41
How conflict affects the organizational outcomes of job performances productivity job satisfaction employee attendance
Outcomes of conflict
42
Positive out comes
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
Negative outcomes of conflict
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
Conflict management techniques by
Thomas 1976
45
Forcing
Dominating
46
Persisting in the conflict until one party's goals are achieved at the expense of the other
Dominating
47
Win lose strategy
Dominating
48
Giving in or acting in a self sacrificing matter
Accommodation
49
Usually done to save relationship between conflicting parties
Accommodation
50
Loose win strategy
Accommodation
51
Each party must give up something
Compromise
52
Union management strategy
Compromise
53
Parties try to cooperate and reach a mutually beneficial solution
Collaboration
54
Not always possible particularly when conflict is over scarce resources
Collaboration
55
Win-win situation
Collaboration
56
Use when parties cannot resolve their conflict
Third party intervention
57
A neutral third party is asked to help both parties reach mutually agreeable solution to the conflict
Mediation
58
Professional mediators
Mediation
59
A neutral third party listen to both sides argument and then makes decision
Arbitration
60
Often the _____/_____can serve as the arbitrator
Manager or hr officer
61
The decision can be binding or non-binding
Arbitration
62
Parties have agreed to abide by the arbitrator's decision
Binding
63
One or both sides can reject an unfavorable decision
Non-binding
64
Use when the employers perceive that a conflict was a result of intentional behavior by another
Arbitration
65
If conflicting parties are of equal power
Arbitration
66
Can be defined as the degree to which you feel overwhelmed or unable to cope as a result of pressures that are unmanageable
Stress
67
Is an unpleasant psychological process that occurs in response to environmental pressures
Stress
68
Can be appropriate or even beneficial reaction
Stress response
69
Is a natural part of our daily life
Stress
70
Ranking of stressors
My job My finances Relationships Children School Fear of disaster or terror attack Other
71
Potential sources of stress
Stressors
72
Environmental factors
Economic uncertainty Political uncertainty Technological change
73
Personal factors
Family problems Economic problems Personality
74
Organizational factors
Task demands Role demands Interpersonal demands
75
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
76
Relate to pressures place on a person as a function of the particular role he or she plays in the organization
Role demands
77
Create expectations that may be hard to reconcile or satisfy
Role conflicts
78
Occurs when the employee is expected to do more than time permits
Role overload
79
Means rule expectations are not clearly understood and employee is not sure what to do
Role ambiguity
80
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
81
Headache high blood pressure and heart disease
Physiological symptoms of stress
82
Anxiety depression decrease in job satisfaction
Psychological symptoms of stress
83
Productivity absenteeism turnover
Behavioral symptoms of stress
84
Condition wherein stress is too much to handle on your own
Chronic stress
85
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
86
Stress management techniques
1. Individual approaches 2. Organizational approaches 3. Expand social support networks
87
Individual approaches in stress management
-Effective time management techniques -increase physical exercise -relaxation training -expanded social support networks
88
Organizational approaches in stress management
-selection and hiring process -training -goal setting -redesigning jobs -increasing employee involvement -increasing formal organization communication -sabbaticals -wellness programs
89
Is the process of organizing and planning how to divide your time between specific activities
Time management
90
It is defined as the process of managing time effectively so that the right time is allocated to the right activity
Time management
91
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
92
Failing to manage your time damages your effectiveness and causes
Stress
93
Time management includes
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
It is the excessive and ineffective over generalization of a happy optimistic state across all situation
Toxic positivity
95
Results in the denial minimization and invalidation of the authentic human emotional experience
Toxic positivity
96
Is a form of avoidance
Constant positivity

Personality (5 decks)

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