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MATRIC > Conflict Management > Flashcards

Conflict Management Flashcards

1
Q

what do good team dynamics result in?

A

open communication , fewer misunderstandings, prevents conflict from building into a crisis situations

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2
Q

what do conflict in teams often arise from

A

role overload, role conflict, role ambiguity

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3
Q

what is role overload

A

one member of team takes on more than he or she can cope with

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4
Q

what is role conflict

A

when more than one member wants to play a certain role

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5
Q

what is role ambiguity

A

lack of clarity of roles that members are expected to play

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6
Q

synergy

A

the interaction of two or more agents or forces so that their combined effect is greater than the sum of their individual effects

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7
Q

define conflict

A

disagreement through which the parties involved perceive a threat to their needs, interests or concerns

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8
Q

what is functional conflict

A

non aggressive, stimulates creativity and allows ideas to flow, people disagree but work together to find a solution

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9
Q

what is dysfunctional conflict

A

aggressive type of disagreement, people refuse to work towards a solution, task is compromised

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10
Q

what are the 5 advantages of conflict

A
  1. create awareness of a problem where solution can benefit the business
  2. stimulate creative thinking
  3. help people understand conflict better and learn
  4. collaboration and teamwork to solve it
  5. motivate people to give input and participate in a situation where they felt previous apathy
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11
Q

what are the disadvantages of conflict

A
  1. hamper productivity and lower morale
  2. inappropriate behaviour like violence
  3. may distract from critical issues
  4. poor quality decision making
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12
Q

what are the 7 reasons for conflict

A
  1. change
  2. inclusivity and cultural diversity
  3. lack of / poor communication
  4. resource allocation
  5. personalities and emotions
  6. values and ethics perceived or real
  7. inner conflict
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13
Q

how does change lead to conflict

A
  • how the changes are managed

- resistance to change

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14
Q

how does inclusivity etc lead to conflict

A
  • when cultures are not included
  • ignorance
  • stereotyping
  • understanding
  • western culture vs other culture
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15
Q

how does lack of communication lead to conflict

A
  • when employees aren’t informed of what is going on so they rely on rumours
  • poorly defined job descriptions
  • inconsistency from management
  • poor listening skills
  • misunderstandings
  • hierarchical organisational structure
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16
Q

how does resource allocation create conflict

A
  • insufficient resources of unequal distributions of resources to perform a task
  • interdependence between departments
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17
Q

how do personalities and emotions create conflict

A
  • different personality types clash
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18
Q

how do values and ethics create conflict

A

values and ethics are linked closely to culture and religion and tend to differ from person to person. people often believe what they perceive to be true and this may lead to unnecessary conflict

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19
Q

how does inner conflict lead to conflict

A
  • jealousy
  • feelings of inferiority
  • being used as a scape goat
  • need to control or impress
  • personal morals, beliefs and ethics
  • oversensitivity and low self esteem
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20
Q

how can inner conflict be resolved

A
  1. identify
  2. refer person to correct department
  3. extent of intervention depends on intensity of problem
21
Q

what are the skills a manager needs in order to manage conflict

A
  1. ability to deal with change
  2. tolerance regarding cultural diversity and inclusivity
  3. communication skills
  4. the ability to think and act strategically
  5. EQ to deal with different people
  6. values and ethics
22
Q

skill: ability to deal with change

A

managers at all levels need to be able to cope and help their employees deal with change

  • understanding how people deal with change
  • helping them overcome it
  • communication can help overcome resistance to change
23
Q

skill: tolerance

A

managers need to be exposed and educated regarding cultural diversity to create tolerance and acceptance

24
Q

skill: communication

A

managers need to be able to communicate information clearly, degree of trust with employees, regular feedback and meetings, regular reports, listen to employees etc

25
Q

skill: ability to think and act strategically

A
  • (managers) develop a shared vision and mission to help employees understand the purpose and direction of the organisation, formulate strategies, ensure buy-in and understanding of process
26
Q

skill: EQ

A

need to keep emotions in check

make a choice on how to vent emotions

27
Q

skill: values and ethics

A

training and open communication help to overcome conflict, encourage flexibility, create empathy, celebrate differences

28
Q

what are the tools that help with conflict management

A
  1. devils advocate
  2. negotiation
  3. smoothing
  4. forcing
  5. avoidance
  6. compromise
29
Q

what is stimulating functional conflict

A

devils advocate, criticises the proposed plan of action to encourage analytical thinking and test the p.o.a. allows different options to be debated

30
Q

what is negotiation

A

two people trying to sort out their differences

31
Q

what is smoothing

A

temporary method, focus on what people have in common, situation smoothed over

32
Q

what is forcing

A

forcing is when a person in a position of authority forces his solution to the problem on the subordinate

33
Q

what is avoidance

A

pretending it is not there or avoiding it rather than confronting the situation personally

34
Q

what is compromise

A

a situation of mutual give, both parties have equal power

35
Q

what is third party intervention

A

conciliation, mediation and arbitration

36
Q

what is conciliation

A

involves a third party helping conflicting parties to address their conflict directly, in the role of a facilitator

37
Q

what is a mediator

A

attempts to help conflicting parties to reach a mutually acceptable decision, plays an advisory role but does not solve the problem

38
Q

what is an arbitrator

A

makes decision that is binding for both parties, has to be fair and impartial in judgement

39
Q

what are conflict resolution steps

A
  • negotiation
  • conciliation
  • mediation
  • arbitration
40
Q

what is the con-arb process

A

one step process of conciliation and arbitration for individual unfair labour practices and unfair dismissals, continous action in one day

41
Q

when is the con arb process compulsory

A
  • dismissals for any reason relating to probation

- any unfair labour practice related to probation

42
Q

what is the ccma

A

commission for conciliation, mediation and arbitration

43
Q

what does the CCMA do

A

independent organisation , acts as dispute resolution body, helps settle labour disputes
promotes co operation between employers and employees, can help with workplace restructuring, training and advice on certain issues like termination of employment

44
Q

what is the WPF

A

workplace forums, enables workers to participate in consensus decision making, increases efficiency in the workplace

45
Q

what are the issues management must consult with the WPF

A 
criteria for merit increases
restructuring of workplace
retrenchments
training related issues
joint decisions on disciplinary procedures
affirmative action
46
Q

what is the function of an employer organisation

A

provide members with a labour or industrial relations expert on a contractual basis, business outsources this element to HR function, stay up to date with amendments in labour legislation

47
Q

what do employer organisations assist with

A
  • employment contracts
  • disciplinary and grievance procedures
  • dispute resolution
  • employment equity plans
  • representation ath the ccma
  • trade union negotiations
48
Q

what does a trade union do

A

handles conflict between employers and employees

MATRIC (10 decks)

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