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PERSO ZERLEO FINALS > Chapter 6 > Flashcards

Chapter 6 Flashcards

1
Q
  • DISAGREEMENT OF IDEAS/ BELIEFS
A

conflict

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2
Q
  • 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.
A

conflict

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3
Q
  • Behavior by a person/group intended to inhibit the attainment of goals by another person/group (Riggio).
A

conflict

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4
Q

t or f

CONFLICTING PARTIES HAVE COMPATIBLE GOALS.

A

F - INCOMPATIBLE

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5
Q

T OR F

Conflict will always result to negative outcomes.

A

F

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6
Q

TYPES OF conflict

A
  1. Interpersonal Conflict
    examples: Friends, family members, classmates, etc.
  2. Individual-group Conflict
  3. Group-group Conflict
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7
Q

Type of Conflict
examples: Friends, family members, classmates, etc.

A
  1. Interpersonal Conflict
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8
Q

Levels of conflict within organization

A
  1. Intraindividual Conflict
  2. Interindividual Conflict
  3. Intragroup Conflict
  4. Intergroup Conflict
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9
Q
  • incompatible goals associated with roles.
  • example: The university wants its teaching employees to publish instead of focusing in teaching.
A
  1. Intraindividual Conflict
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10
Q
  • conflict between two individuals.
  • examples: between employees, or between employee and customer.
A
  1. Interindividual Conflict
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11
Q
  • conflict between one person or fraction within a group and other group members.
A
  1. Intragroup Conflict
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12
Q
  • conflict between departments/ units.
  • example: conflict because of scarce resources such as budget and privileges.
A
  1. Intergroup Conflict
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13
Q

What are the causes/sources of conflicts?

A
  1. Competition for Resources
  2. Task Interdependence
  3. Jurisdictional Ambiguity
  4. Communication Barriers
  5. Beliefs
  6. Personality
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14
Q
  • Scare resources: money (budget), space, personnel equipment
A
  1. Competition for Resources
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15
Q
  • when the performance of some group members depends on the performance of other group members.
A
  1. Task Interdependence
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16
Q
  • when 2 groups which rely on each other have conflicting goals.
A
  1. Task Interdependence
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17
Q
  • The lines of authority are unclear.
A
  1. Jurisdictional Ambiguity
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18
Q
  • Supervisors could feel incompetent when another supervisors deal with his/her work.
A
  1. Jurisdictional Ambiguity
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19
Q
  • Physical, Cultural, and Psychological
A
  1. Communication Barriers
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20
Q
  • conflicts in belief systems of individuals or group
A
  1. Beliefs
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21
Q
  • incompatible personalities who must work together.
A
  1. Personality
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22
Q

WHO & YEAR

Characteristics of difficult people

A

BRAMSON 1981

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23
Q

Characteristics of difficult people

A
  1. 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.

  1. 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.

  1. 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.

  1. 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.

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24
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Constantly complains about the situation but never tries to change it.

A
  1. High Needs for Perfection
     Whiner
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25
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Believes nothing will ever work thus disagrees with every suggestion.

A
  1. High Needs for Perfection
     No person
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26
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Responds to difficult situation by doing and saying nothing.

A
  1. High Needs for Perfection
     Nothing person
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27
Q
  • obsessed with completing a task and take great pride in getting a job done quickly.
A
  1. High Need for Control
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28
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

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

A
  1. High Need for Control
    - Tank
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29
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Controls people by using sarcasm, embarrassment, humiliations.

A
  1. High Need for Control
    - Sniper
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30
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Controls others by dominating conversations, not listening to the ideas of others.

A
  1. High Need for Control
    - Know-it-all
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31
Q
  • obsessed with being liked.
A
  1. High need for Approval
32
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

agrees to do everything.

A
  1. High need for Approval
    - Yes person
33
Q

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.

A
  1. High need for Approval
    - Maybe person
34
Q
  • obsessed with being appreciated; behave in a manner that will get them noticed.
A
  1. High Needs for Attention
35
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

throws a tantrum, yells, swears, rants.

A
  1. High Needs for Attention
    -Grenade
36
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Gets attention by poking fun at others.

A
  1. High Needs for Attention
    - Friendly sniper
37
Q

UNDER WHAT CATERGORY OF DIFF PEOPLE AND WHAT IS IT

Exaggerates lies, gives unwanted advice to gain attention.

A
  1. High Needs for Attention
    -Think-they-know-it-all
38
Q

Positive outcomes

A
  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
39
Q
  • absence of conflict makes members to become complacent and unmotivated.
A
  1. Increasing Motivation and energy level of group members to improve performance.
40
Q
  • conflict challenges old processes.
A
  1. Can stimulate Creativity and Innovation
41
Q
  • occurs when there are many opinions, each member tries hard to push their own idea.
A
  1. Improves quality of Decisions
42
Q
  • the fact that members are able to take part in decision making.
A
  1. Member satisfaction and Commitment
43
Q

Negative outcomes

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 becomes secondary to the infighting.
44
Q

WHO & YEAR

Conflict management techniques

A

Thomas “1976”

45
Q

Conflict management techniques Thomas “1976”

A
  1. Dominating
  2. Accommodation
  3. Compromise
  4. Collaboration
46
Q
  • Forcing
  • Persisting in the conflict until one party’s goals are achieved at the expense of the other.
  • Win-Lose Strategy
A
  1. Dominating
47
Q
  • giving in or acting in a self-sacrificing matter
  • usually done to save the relationship between the conflicting parties
  • Lose-Win strategy
A
  1. Accommodation
48
Q
  • each party must give up something
  • Lose-Lose strategy
  • Ex. Union management strategy
A
  1. Compromise
49
Q
  • parties try to cooperate and reach a mutually beneficial solution
  • Win-win situation
  • not always possible particularly when conflict is over scarce resources.
A
  1. Collaboration
50
Q

Used when parties cannot resolve their conflict.

A

Third party intervention

51
Q
  • a neutral 3rd party is asked to help both parties reach a mutually agreeable solution to the conflict.
  • Professional mediators
A
  1. Mediation
52
Q
  • a neutral 3rd party listens to both sides’ arguments and then makes decision.
A
  • Arbitration
53
Q
  • often the manager/ HR Officer can serve as the arbitrator.
A
  • Arbitration
54
Q
  • The decision can be BINDING or NONBINDING.
A
  • Arbitration
55
Q

agreed to abide by the arbitrator’s decision.

A
  • Binding-parties
56
Q

one or both sides can reject an unfavorable decision.

A
  • Non-binding
57
Q

one or both sides can reject an unfavorable decision.

A
  • Arbitration
58
Q
  • Or if conflicting parties are of equal power.
A
  • Arbitration
59
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

60
Q

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

A

STRESS

61
Q

response can be appropriate, or even beneficial reaction.

A

STRESS

62
Q

Stress is a natural part of our daily life.

A

YES

63
Q

Potential sources of stress

A

Stressors

64
Q

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

 TASK DEMANDS

65
Q

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.
A

 INTERPERSONAL DEMANDS

66
Q

relate to pressures placed on a person as a function of the particular role he or she plays in the organization.

A

 ROLE DEMANDS

67
Q

 ROLE DEMANDS

A

a. Role Conflicts

b. Role Overload

c. Role Ambiguity

68
Q

create expectations that may be hard to reconcile or satisfy.

A

a. Role Conflicts

69
Q

occurs when the employee is expected to do more than time permits.

A

b. Role Overload

70
Q

means role expectations are not clearly understood and the employee is not sure what to do.

A

c. Role Ambiguity

71
Q

Stress affects not only our minds, but also our body and actions.

A

Consequences

72
Q
  • CONDITION WHEREIN STRESS IS TOO MUCH TO HANDLE ON OUR OWN.
A

 Chronic Stress

73
Q

affects 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

74
Q

Signs and symptoms of chronic stress

A

 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

75
Q
A

PERSO ZERLEO FINALS (1 decks)

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