extra Flashcards
two dimensions
two dimensions:
Assertiveness - The extent an individual tries to satisfy their own concerns.
Cooperativeness - The extent an individual tries to satisfy other people’s concerns.
Ways of Responding to Conflict
Competing
This is when a person is assertive and uncooperative.
They pursue their own concerns often at the other person’s expense.
They will use whatever power is necessary to win their argument.
Competing means to stand up for your rights, to defend a position you either believe is correct or just in order to win the argument.
Accommodating
This a person who is unassertive and cooperative.
The individual will neglect their own concerns in order to satisfy the concerns of other people.
This could be obeying an order when you do not want to or taking another person’s view ahead of your own.
Avoiding
This person is unassertive and uncooperative.
This person does not follow their own concerns, nor those of the other person.
They just do not deal with conflict at all and avoid it for as long as possible.
Collaborating
This is a person who is assertive and cooperative
This person will work with others to find a solution that resolves their concerns.
This may be through exploring a disagreement to learn from each other’s thoughts and trying to find a creative solution.
Compromising
This person is moderately assertive and cooperative.
Their objective is to find a mutually acceptable solution that in some ways satisfies both parties.
Compromisers give up more than competitors but less than accommodators.
It is the true middle-ground solution.
five types of bullying
work-related bullying which could include changing your work tasks or making them more difficult.
Social isolation
Using ridicule to attack you personally or attack your private life. This could include insulting remarks or gossip.
Verbal threats where you are criticised, yelled at or humiliated in front of others.
Physical violence or threats of violence.
Four phases of bullying
Aggressive behaviour: Subtle aggression is directed against one or more people in a work group.
Bullying: This is where the aggression becomes a little more open, direct and frequent. At this point the victim starts to become less able to defend themselves either due to the bullying itself or due to some existing psychological factor.
Stigmatisation and Victimisation: After a period of time the bullying leads to a social stigma being placed on the victim. This mark of disapproval sets the victim apart from others as bullying often focuses on the perceived inadequacies of the victim’s personality such as lack of self-confidence or social anxiety.
Trauma: The whole situation then becomes hugely traumatic and begins to affect the victim’s physical and mental health badly.
Causes of bullying
- The bully: Bjorkqvist et al. (1994) suggested there are three possible reasons for bullying: a competition for status and job positions, feelings of envy and the bully being uncertain about themselves
- The victim: Victims of bullying have been described as being overachievers with unrealistic beliefs about their own abilities as well as the resources and demands of the task. They were also seen as highly rigid. Victims often see themselves as more accurate, honest and punctual than others and this could be seen as highly annoying to other workers.
- The workplace: Four factors at work can lead to more bullying: deficiencies in work design, deficiencies in leadership behaviour, a socially exposed position of the victim and low moral standards in the department.
performing a task better or faster in the presence of others
name
causes
types of presence
name: social facilitation
causes: drive theory, evaluation apprehension
types of presence: co-action effect, audience effect
the idea that once people work within a group situation they may put in less individual effort and therefore become individually less productive.
Social loafing
social impact theory
thoughts, feelings and behaviours of an individual are influenced by the real or imagined presence or actions of other people.
strength, immediacy, and number
Diffusion of responsibility
Social loafing in individualistic and collectivistic cultures
an individual’s willingness to give up personal interests for the good of an ingroup where members share common interests and goals.
if an individualist’s actions within a group are not noticed by the other group members, then their focus will be on the attainment of personal goals
claypoole and szalma
EPM
aim
To determine whether typical social facilitation effects such as improved performance could be observed when using an electronic presence on a sustained attention (vigilance) task.
sample
106 participants (65 females, 41 males)
recruited via a psychology experiment website
from a university in the south of USA.
All participants were undergraduates
all were volunteers, although they did receive credit for completion of the study.
a demographics questionnaire prior to the task, a research assistant would review the instructions with participants, answer questions and then leave.
The participant then completed a 3-minute practice session and then a 24-minute sustained attention (vigilance) task, debriefed
Social facilitation, including EPM, can be used to improve performance on sustained attention tasks that are cognitively demanding but boring.
Video based monitoring is effective as a method of electronic monitoring and is less intrusive than other forms of EPM.
types of conflict
Intra-individual conflict
(person has to decide between two outcomes that are both positive, etc…)
inter-individual (behavioural/interference; cognitive/disagreement; affective/negative emotions)
intra-group (process conflict, relationship conflict, task conflict)
inter-group
causes of organisational group conflict
- time together
- status inconsistencies
- communication problems
- individual differences
also:
lack of trust, scarce resources, organisational changes
Causes of interpersonal group conflict
Competition for scarce resources (situational)
Personality differences (individual)
Clashes of values and interests
Power and status differences (situational)
Poor communication
Individual: when the two people in conflict do not talk to each other effectively
Organisational: when two employees have been given different information about a task.
motivation Key study: Applying self-determination theory to motivational rewards - Landry et al. (2019)
This was a laboratory experiment. Quantitative data was also produced through the use of self-reports (questionnaires).
123 student volunteers (mean age = 23 years) were recruited through an ‘Introduction to Organisational Behaviour’ course at a Canadian university.
All students were randomly assigned to either the autonomy-supportive (informational) condition (n = 65) or the autonomy-threatening (controlling) condition (n = 58). 60% of the students were female.
rate on a seven-point Likert scale (1 = strongly disagree, 7 = strongly agree) the extent to which they felt their psychological needs had been satisfied or frustrated using the Basic Psychological Needs Satisfaction Scale and the Psychological Needs Thwarting Scale.
reported their intrinsic and extrinsic motivation using a seven-point Situational Motivation Scale by responding to the stem, ‘Why are you currently engaged in this activity?
rated on a three-point scale how valuable the reward was to them.
work conditions
Key Study - Swat (1997) - Monitoring of Accidents and Risk Events
sample
4 industrial plants from different industrial branches (foundry, machinery, meat processing and furniture) in Lodr, Poland were chosen.
All of the plants chosen were rather old and had equipment which was a number of years old.
