mgmt 340 final Flashcards
Conflict
process where 1 party perceives that another party has or about to negatively affected something
Traditional View of Conflict
- assumed all was bad and to be avoided
- viewed negatively and discussed using terms of: violence, destruction, and irrationality
- conflict results from:
1) poor communication
2) lack of openness and trus t
3) failure of managers responsibility to the needs of team
Interactionist view of conflict
- w out conflict: peace, tranquility, and cooperative group is prone to becoming apathetic and unresponsive to needs for change and innovation
- not all conflicts are good:
1) funcitional, constructive conflict support goals
2. dysfunctional/destructive conflict hinder group performance
Task conflict
Disagreement about goals and content about specific projects
- relates to positve outcome WHEN members share goals and have high trust levels
- conflict transformations:
1. task conflicts can escalate into relationship conflicts
relationship conflict
focuses on interpersonal relationships (personality clashes)
- can be positive BUT.. relationship conflicts are not productive and produce stress
process conflict
relates to how the work gets done
optimizing conflicts
- find ways to maximize the positive benefits on conflict
- too little conflict = disruptive/poor performance
- optimum level of conflict = constructive debate, improve decisions, high performance
- too much = apathy, poor performance
The Managed Conflict View
Researchers started to focus more on managing the whole context in which conflicts occur, both before and after behavioral stage of conflict occurs
- manage conflict process
- select appropriate conflict management style
The Conflict Process Stages
Stages:
1. potential opposition or incompatibility
- communications, structure, personal variables
2. cognition and personalization
- perceived and felt conflicts
3. intentions
- such as conflict in handling intentions
4. behaviors
- overt conflicts
5. outcomes
- increase or decrease performance
Conflict management styles
- competing (assertive and uncooperative)
- avoiding (unassertive n uncooperative)
- collaboration (assertive cooperative)
- accommodating (unassertive and cooperative)
Problem solving
(conflict-resolution techniques)
identify and resolve the problem through open discussion
superordinate goals
(conflict-resolution techniques)
creating shared goals that cannot be attained w out cooperation of each conflicting parties
Expansion of resources
(conflict-resolution techniques)
conflict caused by scarcity of resources (money, bonus, promotions)
resolve by expaning resources to create win-win solution
avoidance
(conflict-resolution techniques)
withdraw from conflict
smoothing
(conflict-resolution techniques)
playing down differences while emphasizing common interest
compromise
(conflict-resolution techniques)
each party give up something
authoritative command
(conflict-resolution techniques)
management use formal authority to resolve conflicts and communicates its desires to party involved
altering human variable
(conflict-resolution techniques)
using behavioral change techniques such as human relation training to alter attitudes and behaviors that cause conflict
altering structural variable
(conflict-resolution techniques)
changing firm structure and interaction patterns of conflicting parties though job redesign, transfers, and creation of coordinating positions
communication
(conflict-stimulation techniques)
use ambiguous or threatening messages to increase conflict levels
bringing in outsiders
(conflict-stimulation techniques)
adding a person whose backgrounds, values, attitudes, or managerial styles differ from those in group
restructuring the organization
(conflict-stimulation techniques)
realigning work groups, altering rules and regulations, increasing interdeoendence, and making similar structural changes to disrupt status quo
appointing a devil’s advocate
(conflict-stimulation techniques)
designating a critic to purposely argue against the majority positions held by the group
negotiation
process where 2 or more parties exchange goods or services and attempt to agree upon the exchange rate
Distributive bargaining
parties compete for a fixed amount of resources where one side’s gain is the other side’s loss
Goal: get as much pie as possible
motivation: win - lose
focus: positions
interest: opposed
info sharing: low
relationship duration: short term
integrative bargaining
work together to find a win win solution
Goal: expand the pie so both parties are satisfied
motivation: win - win
focus: common interests
interest: congruent
info sharing: high
relationship duration: long term
BATNA (best alternative to negotiations agreement)
what each party would do if negotiations fail or reach an impasse
reservation price/resistance point
the most the party is willing to give or the least is willing to take
target point
what the party wants to achieve
first offers
anchoring bias
bargaining zone
range between one party’s minimum reservation point and the other max res point
5 step negotiation process
- preparation and planning
- definition of ground rules
- clarification and justification
- bargaining and problem solving
- closure and implementation
fixed pie myth
(negotiation pitfall)
pie can be expanded
escalating commitment
(negotiation pitfall)
taking a stand forces sticking to it
- self discipline is needed
overconfidence
(neigosciation pitfall)
always try to understand the merits of the other person position as well
too much telling and not enough active listening
(negotiation pitfall)
seek to understood, but also to understand
leadership
ability to influence a group to achieve a goal or vision
influence process
process to influence ppl to understand and agree what needs to be done and how to do it
leaders vs managers
leaders: challenge status quo, create visions, and inspire members
managers, formulate detailed plans, create structures, oversee day-to-day operations
Successful leader: traits
- assume personality play central roles
- focus on personal qualities and characteristics
- organize traits around Big 5 personality framework
- include great person theory and emotional intelligence
great person theory
leaders possess special traits that set them aside from others
- special traits give power and authority
successful leaders: behavioral / the ohio state studies
2 behaviors
1. initiating structure
2. consideration
1st behavior of successful leaders
initiating structure
- leader is likely to define and structure their roles and employees
2nd behavior of successful leaders
considerations
- extent where a person job relationship are characterized by mutual trust, respect, and regard for their feelings
University of Michigan study 2 behavioral dimension
- employee-oriented leaders
- production-oriented leader
employee-oriented leader
emphasize interpersonal relationship by taking personal interest in employees needs
production-oriented leader
emphasizes the technical or task aspects of the job, focus on achieving task
transactional leaders
leaders who guide or motivate employees to achieve goals by clarifying role and task
transformational leadership
inspire ppl to transcend their own self interests and leader is capable of having profound effects on followers
transactional leader characteristics
- contingent rewards
- management by exception (active)
- management by exception (passive)
- laissez- faire
contingent reward
exchange rewards for effort
management by exception (active)
watches and searches for deviations from rules and standards, take corrective actions
management by exception (passive)
intervenes only if standards are not met
laissez-faire
let thing take their own course, give up responsibilities, avoid decision making
transformational leader characteristics
- idealized influence
- inspirational motivation
- intellectual stimulation
- individualized considerations
idealized influence
provide vision and sense of mission and be admired by followers
- gain respect and trust
inspirational motivation
communicates high expectations and inspire others to work hard toward goals
intellectual stimulation
promote intelligence, rationality, and problem solving
individualized consideration
give personal attention, provide coaching and advising
- treat each follower as unique person
ethical leaders
foster moral when they try to change attitudes and behaviors of followers
unethical leaders
use charisma to enhance personal power over followers
authentic leaders
- know who they r
- know they believe in and value
- act on values and beliefs openly
- ppl have faith in them
servant leadership
prio followers needs first rather than leaders
trust
psychological state when you agree to make urself vulnerable to another
- lead to:
risk taking
info sharing
group effective
productivity
mentoring
intense developmental relationship where advice and counseling are provided
mentoring roles
- career support
- social support
- act as role models for mentees
fiedler model
(contingency theory 1)
effective performance depends on matching leader’s style w situation level of control
2 individuals leadership styles
- task oriented
- relationship oriented
measuring leadership styles
least preferred coworker (LPC) questionnaire
3 contingency dimensions
- leader-member relations
- task structure
- position power
situational leadership theory
(contingency theory 2)
focuses on the followers
Leadership style depends on followers’ readiness and willingness to complete a task.
Success comes from matching leadership style to followers’ readiness level.
situational leadership curve
- telling
- selling
- participating
- delegating
Telling (situational leadership curve)
more guiding and directing
- high task
- low relationship
- low readiness of followers (unable/unwilling/insecure)
Selling (situational leadership curve)
more explaining and persuading
- high task
- high relationship
- moderate readiness of followers
(unable but willing/confidence)
participating (situational leadership curve)
more encouraging of problem solving
- low task
- high relationship
- moderate readiness of followers
(able but unwilling/insecure)
delegating (situational leadership curve)
more observing and monitoring
- low task
- low relationship
- high readiness
(able, willing, and confident)
leader-member exchange (LMX) theory
argues that different abilities, contributions of followers, and time pressures cause leaders to have different relationships with different followers
in group = followers with high quality relationship w leaders
out group = followers w low quality relationship w leaders
recruitment method
include talent acquisition and strategic recruiting where recruitment aligns w long term goals
advantages of recruitment method
most effective recruiters—internal or external—are
- well informed
- efficient in
communicating with potential recruits
- treat recruits
with consideration and respect.
3 selection process
- initial selection
- rejected if don’t meet basic qualifications - substantive selection
- meet basic qualification but less qualified than others = rejected - contingent selection
- best qualified but fails contingent = rejected
3 useful method for substantive selection
- written tests
- performance simulation tests
- interviews
main types of training
- basic skills
- technical skills
- problem solving skills
- interpersonal skills
and
civility + ethics training
how to improve performance evaluations
- use multiple evaluators
- evaluate selectively
- train evaluators
- provide employees w due process
organizational culture (OC)
system of shared meaning held by members that distinguishes the organization from other organization
OC 3 levels of analysis
- observable culture
- behaviors, stories , symbols - shared values
- what is and is not important - common assumptions
- deeply held, taken for granted beliefs
6 characteristic of essence of OC
- adaptability
- detail orientation
- results/outcome orientation
- people/customer orientation
- collaboration/team orientation
- integrity
adaptability
willingness and ability to embrace change
detail orientation
emphasizes precision, analysis, n attention to detail
results/outcome orientation
prioritize achieving specific goals and measurable outcome
people/customer orientation
emphasizes commitment to needs and satisfaction of both employees and customers
- value empathy, respect, n service
collaboration/team orientation
emphasize important of working tgt
integrity
emphasize org commitment to honesty, ethical standards, n moral principles
institutionalization
(dysfunctional effects / culture liability)
is valued even when it is not functional
barriers to change
(dysfunctional effects / culture liability)
behaviors become self-evident and taken for granted
barriers to diversity
(dysfunctional effects / culture liability)
people attempt to fit in and reduce diversity
barriers to acquisitions and merger
(dysfunctional effects / culture liability)
case 6
toxicity and dysfunction
(dysfunctional effects / culture liability)
cultures based on negative values
functional effects of OC
- Boundary-defining role
- Conveys a sense of identity for members
- Facilitates the generation of commitment:
Motivation!!! - Enhances the stability of the social system
- Serves as a sense-making and control
mechanism - Guides and shapes attitudes and behavior of
employees
important factor for culture creation
founder = ultimate source
roles of founders:
1. founders hire employees
2. employees are indoctrinated and socialized into founders way of thinking
3. founders behavior = role model
socialization
process where new member get necessary attitudes, behaviors, knowledge, and skills
socialization process
- prearrival
- encounter
- metamorphosis
= productivity
commitment
turnover
(the outcome)
3 main tools to sustain org. culture
- employee selection
- socialization
- top management actions
employee selection
identify and hire ppl w knowledge and skills to successfully fit and perform
top management actions
has major impact on org cultures
1. leadership style
2. rewards
positive org culture
emphasize employee strengths, rewards more than punishes and individual vitality growth
stress
individual is confronted w opportunity, constraints, or demand related to what they desire
- both outcome is uncertain n important
challenge-related stress
may be positive / good stress
- where an opportunity that challenges you to grow
hindrance-related stress
- obstacle that prevent you from doing smth
potential source of stress
- environmental factors
- eco + political uncertainty
- tech change - organizational factors
- task, role, interpersonal demands - personal factors
- family or eco problems - individual differences
- experienced stress
- culture differences
consequences of stress
- physiological symptoms
- immediate effects
- illness
- health - psychological symptoms
- anxiety
- low emotional well being
- lower job sat - behavioral symptoms
- low performance
- higher absenteeism
- high turnover
managing stress
- better selection n placement
- goal setting
- redesigning jobs
- emplooyee involvement
- org communication
- employee sabbatical (paid leave)
- wellness programs
coping
cognitive + behavioral efforts to manage external/internal demands (stress)
behavioral coping
problem solving
1. problem focused
- working harder
- seeking assistance
- emotion focused
- engage in non work activities
- seek support
- vent
cognitive coping
managing thoughts and emotions
1. problem focus
- plan/organize
- focus on task
- 1 step at a time
- emotional focus
- self motivation
- escape/detachment
2 source of resistance to change
- individual sources
- habits
- security
- economic factors
- fear of unknown
- selective info processing - organizational sources
- structural inertia
- limited focus of change
- group inertia
- threats to expertise
- threats to established power relationship
habit
(individual source)
we rely on habits/programmed responses
- change messes up what we’re used to
security
(individual source)
change threatens feeling of safety
economic factors
(individual source)
change in job or work routine can make ppl scared since they fear they won’t be able to perform
fear of unknown
(individual source)
change = ambiguity n uncertainty
selective info processing
(individual source)
hear and focus on what they want and ignore what they do not
structural inertia
(og sources)
built-in mechanism to produce stability
- structural inertia counter acts as counterbalance to sustain stability when there is change
limited focus of change
(og sources)
org consist of multiple interdependent subsytem
- change one affects all
group inertia
(og sources)
- even if individuals want to change their behavior, group may act as constraints
threat to expertise
(og sources)
change org pattern threaten expertise of specialized groups
threat to established power relationship
(og sources)
redistribution of decision making authority threaten long established power relationship
4 main approach to manage org change
- lewin three step model
- kotter eight step plans
- action research
- organizational development
lewin 3 step model
- unfreezing (prepare for change)
- changing (implement change)
- refreezing (solidifying new change/ behavior
kotter 8 step
- create urgency (why change is needed)
- form powerful coalition (enough power to lead change)
- create vision for change
- communicate the vision
- empower action
- create quick wins
- build on the change
- make it stick
action research
change process based on systematic data and then selection of a change action based on data
5 steps
1. diagnosis
2. analysis
3. feedback
4. action
5. evaluation
2 benefit of action research
- problem focus
- reduction to resistance to change
organizational development
method that try to improve org effectiveness and employee well-being
- value human+org growth, collaborative and participative processes, and spirit of inquiry
charismatic leadership theory
followers attribute heroic or extraordinary leadership when they observe behaviors
Iceberg Model
level
1. shared behaviors and artifacts
2. unobservable and shared values
3. unobservable and shared assumptions
