Chapter 6 Flashcards
- DISAGREEMENT OF IDEAS/ BELIEFS
conflict
- Psychological and behavioral reaction to a perception that another person is either keeping you from reaching a goal, taking away your right to behave in a particular way, or violating experiences of a relationship.
conflict
- Behavior by a person/group intended to inhibit the attainment of goals by another person/group (Riggio).
conflict
t or f
CONFLICTING PARTIES HAVE COMPATIBLE GOALS.
F - INCOMPATIBLE
T OR F
Conflict will always result to negative outcomes.
F
TYPES OF conflict
- Interpersonal Conflict
examples: Friends, family members, classmates, etc. - Individual-group Conflict
- Group-group Conflict
Type of Conflict
examples: Friends, family members, classmates, etc.
- Interpersonal Conflict
Levels of conflict within organization
- Intraindividual Conflict
- Interindividual Conflict
- Intragroup Conflict
- Intergroup Conflict
- incompatible goals associated with roles.
- example: The university wants its teaching employees to publish instead of focusing in teaching.
- Intraindividual Conflict
- conflict between two individuals.
- examples: between employees, or between employee and customer.
- Interindividual Conflict
- conflict between one person or fraction within a group and other group members.
- Intragroup Conflict
- conflict between departments/ units.
- example: conflict because of scarce resources such as budget and privileges.
- Intergroup Conflict
What are the causes/sources of conflicts?
- Competition for Resources
- Task Interdependence
- Jurisdictional Ambiguity
- Communication Barriers
- Beliefs
- Personality
- Scare resources: money (budget), space, personnel equipment
- Competition for Resources
- when the performance of some group members depends on the performance of other group members.
- Task Interdependence
- when 2 groups which rely on each other have conflicting goals.
- Task Interdependence
- The lines of authority are unclear.
- Jurisdictional Ambiguity
- Supervisors could feel incompetent when another supervisors deal with his/her work.
- Jurisdictional Ambiguity
- Physical, Cultural, and Psychological
- Communication Barriers
- conflicts in belief systems of individuals or group
- Beliefs
- incompatible personalities who must work together.
- Personality
WHO & YEAR
Characteristics of difficult people
BRAMSON 1981
Characteristics of difficult people
- High Needs for Perfection
Whiner - Constantly complains about the situation but never tries to change it.
No person - Believes nothing will ever work thus disagrees with every suggestion.
Nothing person - Responds to difficult situation by doing and saying nothing.
- High Need for Control
* obsessed with completing a task and take great pride in getting a job done quickly.
Tank - Get things done quickly by giving orders, being bushy, yelling, being aggressive.
Sniper - Controls people by using sarcasm, embarrassment, humiliations.
Know-it-all - Controls others by dominating conversations, not listening to the ideas of others.
- High need for Approval
* obsessed with being liked.
Yes person - agrees to do everything.
Maybe 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.
- High Needs for Attention
* obsessed with being appreciated; behave in a manner that will get them noticed.
Grenade - throws a tantrum, yells, swears, rants.
Friendly Sniper - Gets attention by poking fun at others.
Think-they-know-it-all - Exaggerates lies, gives unwanted advice to gain attention.
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Constantly complains about the situation but never tries to change it.
- High Needs for Perfection
Whiner
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Believes nothing will ever work thus disagrees with every suggestion.
- High Needs for Perfection
No person
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Responds to difficult situation by doing and saying nothing.
- High Needs for Perfection
Nothing person
- obsessed with completing a task and take great pride in getting a job done quickly.
- High Need for Control
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Get things done quickly by giving orders, being bushy, yelling, being aggressive.
- High Need for Control
- Tank
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Controls people by using sarcasm, embarrassment, humiliations.
- High Need for Control
- Sniper
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Controls others by dominating conversations, not listening to the ideas of others.
- High Need for Control
- Know-it-all
- obsessed with being liked.
- High need for Approval
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
agrees to do everything.
- High need for Approval
- Yes person
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Avoids conflict by never making a stand on any issues; delays making decisions, seldom offers opinions, and seldom commits to any course of action.
- High need for Approval
- Maybe person
- obsessed with being appreciated; behave in a manner that will get them noticed.
- High Needs for Attention
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
throws a tantrum, yells, swears, rants.
- High Needs for Attention
-Grenade
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Gets attention by poking fun at others.
- High Needs for Attention
- Friendly sniper
UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT
Exaggerates lies, gives unwanted advice to gain attention.
- High Needs for Attention
-Think-they-know-it-all
Positive outcomes
- Increasing Motivation and energy level of group members to improve performance.
- Can stimulate Creativity and Innovation
- Improves quality of Decisions
- Member satisfaction and Commitment
- absence of conflict makes members to become complacent and unmotivated.
- Increasing Motivation and energy level of group members to improve performance.
- conflict challenges old processes.
- Can stimulate Creativity and Innovation
- occurs when there are many opinions, each member tries hard to push their own idea.
- Improves quality of Decisions
- the fact that members are able to take part in decision making.
- Member satisfaction and Commitment
Negative outcomes
- Reduction of group cohesiveness
* too much conflict can erode cohesiveness. - Can hamper effective group performance when it retards communication.
- Group goals becomes secondary to the infighting.
WHO & YEAR
Conflict management techniques
Thomas “1976”
Conflict management techniques Thomas “1976”
- Dominating
- Accommodation
- Compromise
- Collaboration
- Forcing
- Persisting in the conflict until one party’s goals are achieved at the expense of the other.
- Win-Lose Strategy
- Dominating
- giving in or acting in a self-sacrificing matter
- usually done to save the relationship between the conflicting parties
- Lose-Win strategy
- Accommodation
- each party must give up something
- Lose-Lose strategy
- Ex. Union management strategy
- Compromise
- parties try to cooperate and reach a mutually beneficial solution
- Win-win situation
- not always possible particularly when conflict is over scarce resources.
- Collaboration
Used when parties cannot resolve their conflict.
Third party intervention
- a neutral 3rd party is asked to help both parties reach a mutually agreeable solution to the conflict.
- Professional mediators
- Mediation
- a neutral 3rd party listens to both sides’ arguments and then makes decision.
- Arbitration
- often the manager/ HR Officer can serve as the arbitrator.
- Arbitration
- The decision can be BINDING or NONBINDING.
- Arbitration
agreed to abide by the arbitrator’s decision.
- Binding-parties
one or both sides can reject an unfavorable decision.
- Non-binding
one or both sides can reject an unfavorable decision.
non binding
- Or 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
an unpleasant psychological process that occurs in response to environmental pressures.
STRESS
response can be appropriate, or even beneficial reaction.
STRESS
Stress is a natural part of our daily life.
YES
Potential sources of stress
Stressors
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.
TASK DEMANDS
• 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
relate to pressures placed on a person as a function of the particular role he or she plays in the organization.
ROLE DEMANDS
ROLE DEMANDS
a. Role Conflicts
b. Role Overload
c. Role Ambiguity
create expectations that may be hard to reconcile or satisfy.
a. Role Conflicts
occurs when the employee is expected to do more than time permits.
b. Role Overload
means role expectations are not clearly understood and the employee is not sure what to do.
c. Role Ambiguity
Stress affects not only our minds, but also our body and actions.
Consequences
- CONDITION WHEREIN STRESS IS TOO MUCH TO HANDLE ON OUR OWN.
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.
Chronic Stress
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
