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SHRM > Interpersonal > Flashcards

Interpersonal Flashcards

1
Q

Five approaches to conflict management

A
  1. Collaborative
  2. Forced resolution
  3. Compromise
  4. Accommodation
  5. Avoid
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2
Q

Conflict Resolution Approach: Collaborative

A

Highly Active

Win-win

Assessing the conflict from multiple viewpoints in a shared approach to solve the root cause problem(s).

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3
Q

Conflict Resolution Approach: Forced resolution

A

Active

win-lose

The authoritative party (HR or manager) forces the decision upon the team or individuals without feedback.

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4
Q

Conflict Resolution Approach: Compromise

A

Neutral

Neutral

Both sides of the conflict make concessions to a satisfactory outcome. The root cause of the conflict may not get resolved, and the situation may be win-win or lose-lose.

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5
Q

Conflict Resolution Approach: Accommodation

A

Passive

lose-win

By accommodating one party’s desires to avoid the conflict, the underlying root causes remain for a future day.

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6
Q

Conflict Resolution Approach: Avoid

A

Very passive

lose-lose

the conflict resolution is avoided and may increase in severity if ignored further.

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7
Q

Soft Negotiation Style

A

Give in quickly

Value the relationship more than reaching a mutually beneficial agreement.

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8
Q

Hard Negotiation Style

A

Want to win at all costs

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9
Q

Principled Negotiation Style

A

Seek harmony by identifying common interests to create a win-win situation.

Called interspace or integrated bargaining. Preferred negotiation style when working with unions.

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10
Q

Six Step Negotiating Process

A
  1. Preparation - Identify critical needs and acceptable concessions.
  2. Relationship building - building trust
  3. Information exchange (perspective taking) - each side states their case
  4. Persuasion - present solutions. Not trying to convince one another that their side is right. Rather find a brand new solution that meets both of their needs.
  5. Concessions - surrender less important demands
  6. Agreement - both sides accept proposal
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11
Q

Communication Channel: Face to Face

A

Pro: Immediate feedback. Best when discussing highly sensitive or complex information.

Con: Takes a lot of time, requires good listening skills

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12
Q

Communication Channel: Phone Call

A

Pro: allows for questions and feedback

Con: Lacks nonverbal communication, may lose audience attention, take a lot of time

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13
Q

Communication Channel: Voicemail

A

Pro: saves time

Con: No feedback or questions

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14
Q

Communication Channel: Email

A

Pros: saves time, allows detail, larger audience, provides documentation

Cons: Takes time to relay accurate message, can be misinterpreted, feedback is inconsistent

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15
Q

Communication Channel: Text message

A

Pros: saves time, good for relaying organization-wide messages (such as emergency alerts)

Cons: can be misinterpreted, limits length of message

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16
Q

Communication Channel: Social media

A

Pros: reaches large audience, immediate feedback

Cons: may not reach intended audience, requires care in crafting message

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17
Q

Communication Channel: Written report

A

Pros: can present comprehensive information, encourages thoughtful responses

Cons: feedback is not immediate, uses standard organizational templates

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18
Q

Communication Channel: verbal presentation

A

Pros: immediate questions and feedback, use of multimedia options (such as video, audio, and handouts)

Cons: requires practice and engaging delivery, requires time and thoughtfulness to create supporting materials

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19
Q

Trompenaar’s Corporate Cultures: Incubator

A

Flat organizational structure

Appears chaotic

Power comes from innovation

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20
Q

Trompenaar’s Corporate Cultures: Guided Missile

A

Short-term goal attainment

Result oriented

Power comes from expertise

21
Q

Trompenaar’s Corporate Cultures: Family

A

Value placed on getting along

Only a few people allowed to be in power

22
Q

Trompenaar’s Corporate Cultures: Eiffel Tower

A

Established hierarchies

Power comes from position

23
Q

High Context Culture

A

Communication style characterized by implicit language. A situation’s context is important to understanding what is being communicated. Nonverbals must be relied on heavily to interpret meaning.

(Asian, African, Arab, Latin American cultures)

Emphasis on relationships

24
Q

Low Context Culture

A

Communication style characterizedd by explicit language “I mean what I say and say what I mean.”

(USA, UK, Germany, Canada, Australian cultures)

Less need for personal relationships to ensure agreement.

25
Q

Geert Hofstede’s Five Dimensions of Culture: Power Distance

A

The distribution of power between leaders and employees

The extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.

26
Q

Geert Hofstede’s Five Dimensions of Culture: Uncertainty Avoidance

A

A company’s tolerance for ambiguity.

The extent to which the members of a culture feel threatened by uncertain or unknown situations.

27
Q

Geert Hofstede’s Five Dimensions of Culture: Individualism vs. collectivism

A

The value a company places on autonomy vs. collaboration.

Individualism: describes cultures in which the ties between individuals are loose (US, Australia, Great Britain)

Collectivism: describes cultures in which people are integrated into strong, cohesive groups that protect individuals in exchange for unquestioning loyalty (Singapore, Hong Kong, and Mexico).

28
Q

Geert Hofstede’s Five Dimensions of Culture: long-term vs. short-term orientation

A

Refers to a company’s perspective on change management: if the company has a long-term orientation, they believe that the world is constantly changing and they must plan for change; if the company has a short-term orientation, they believe that tradition should be respected so there is no reason to plan for too much change.

Long-term: China & Japan

Short-term: US and Canada

29
Q

Geert Hofstede’s Five Dimensions of Culture: indulgence vs. restraint

A

A company’s propensity to immediate gratification or adherence to established standards of behavior.

Allowing gratification of basic drives related to enjoying life and having fun vs. regulating it through strict social norms.

30
Q

Ethnocentrism and parochialism

A

Judging other cultures by the norms of our own culture.

31
Q

Cultural stereotyping

A

Ascribing an aspect of a group’s culture to all members of that group

32
Q

Cultural determinism

A

When a person’s culture is used to excuse their behavior

33
Q

Cultural relativism

A

There are no cultural norms; everything is relative.

E.g. Expressing that ant soup offered in the employee cafeteria sounds unappetizing.

34
Q

Rule of Law

A

The belief that no one is above the law

35
Q

Due process

A

The idea that every person has a right to be treated fairly under the laws that exist within a juristiction

36
Q

Conflict of Laws

A

When laws contradict each other

37
Q

Level of Law

A

Evaluating a law by its area of control

38
Q

Legal Systems: common law

A

Based on broad principles and set by precedent instead of statutes.

39
Q

Legal Systems: civil law

A

Any law that is written or that has come about because of a statute.

40
Q

Legal Systems: religious law

A

Created because of local beliefs, such as Sharia or Islamic law.

41
Q

Legal Levels: National laws

A

Enacted by and affect a nation.

42
Q

Legal Levels: Subnational laws

A

Enacted by and affect a subsection of a nation, such as an American state or city.

43
Q

Legal Levels: Extraterritorial laws

A

Enacted by a country and apply to that country’s citizens residing in foreign countries. An example of extraterritorial laws enacted in the US are the Sabanes-Oxley act and the Americans with Disabilities Act.

44
Q

Legal Levels: Supranational laws

A

Binding agreements between countries (ex. the European Union)

45
Q

Legal Levels: International laws

A

Dictate how host countries will treat citizens of the other countries when those citizens are physically located in the host country.

Example: World Intellectual Property Organization Copyright Treaty.

46
Q

What is Geert Hofstede known for?

A

Six dimensions of culture

47
Q

Geert Hofstede’s dimensions of culture

A
  1. Individualism vs. collectivism
  2. Power distance
  3. Masculinity vs femininity
  4. Uncertainty avoidance (UAI)
  5. Long-term vs short-term (aka time perspective or confucian dynaminsm
  6. Indulgence vs restraint
48
Q

Geert Hofstede’s Five Dimensions of Culture: Masculine vs. feminine

A

Masculine: pertains to cultures in which social gender roles are clearly distinct. Preference in society for achievement, heroism, assertiveness and material rewards for success. (Japan, Austria, Italy).

Femininity: describes cultures in which social gender roles overlap. Stands for a preference for cooperation, modesty, caring for the weak, and quality of life. (Sweden, Norway, Netherlands)

SHRM (18 decks)

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