MGMT Final Ch. 10

Question 1

Conflict

Answer 1

Exists whenever people are in disagreement and opposition
Ex. When someone does something that bothers you

Question 2

Sources of Conflict

Answer 2

Physiological conflict - Implicit expectations of each part
1 We fail to make explicit our own expectations and fail to inquire into the expectations of others.
2 We assume others have the same expectations that we hold.

Question 3

Functional Conflict (Conflict of Ideas)

Answer 3

Exists when disagreement and opposition support the achievement of organizational objectives.

Generally leads to changes that improve performance.

Question 4

Personal Conflicts

Answer 4

Tend to hurt relationships and decrease performance.

Question 5

Agreeable Personality Types

Answer 5

Willing to collaborate

Question 6

Narcissists

Answer 6

Likely to use force to get their way.

Question 7

Conflict Management- Avoiding

Answer 7

User attempts to passively ignore conflict rather than resolve it.

Question 8

Conflict Management- Accommodating

Answer 8

Attempts to resolve the conflict by passively giving in to the other party.

Question 9

Conflict Management- Compromising

Answer 9

Attempts to resolve conflict through assertive give-and-take concessions.

Question 10

Conflict Management- Competing

Answer 10

Attempts to resolve conflict by using aggressive behavior to get his or her own way.

Question 11

Conflict Management- Collaborating

Answer 11

Assertively attempts to resolve conflict by working together with the other party to find an acceptable solution.

Question 12

Collaborative conflict resolution

Answer 12

Confronts another to resolve conflict

Express without judging, assigning blame, threatening, telling, using inappropriate wording.

Question 13

Power- Legitimate

Answer 13

Based on user’s position power in the organization

Question 14

Power- Reward

Answer 14

Based on the user’s ability to influence others by providing something or value to them. Positive reinforcement.

Question 15

Power-Coercive

Answer 15

Involves threats and or punishment to influence compliance. (often resist coercion and being influenced)
Connection: Based on users relationship with influential people (right connection can give you power or perception of it)

Question 16

Power- Expert

Answer 16

Based on users skill and knowledge

Question 17

Power- Information

Answer 17

Based on others NEED for data

Question 18

Power- Referent

Answer 18

Based on the user’s personal source of power relationships with others. Ex. When you have little or no position you request someone do something not order.

Question 19

How to increase power

Answer 19

Coercive Power - need to have a management job with formal authority

Connection - network with people who have power and use political behavior.

Reward/Legitimate- can give praise

Referent power - develop interpersonal skills and make efforts to gain others confidence and trust

Expert power - participate in training and educational programs, keep up with latest tech and be first to volunteer to learn something new.

Question 20

Ethical Power

Answer 20

Use ethically, do not force others to do something bad for you

Question 21

Three important questions to ask yourself while using power (and making decisions, in general)

Answer 21

Does the behavior produce good outcomes for people both inside and outside the organization?
Does the behavior respect the rights of all the parties?
Does the behavior treat all parties equitably and fairly?

Question 22

Stress

Answer 22

The body’s reaction to environmental demands.

Question 23

Is stress always bad?

Answer 23

Eustress (functional): helps improve performance

Question 24

Dysfunctional Stress

Answer 24

No or low stress take easy, waste time, performance lowered.

Can cause burnout

Question 25

Stressors (cause of stress)

Answer 25

Personality type, organizational culture, organizational change, management behavior, type of work interpersonal relations, procrastination and perfectionism, time pressure, smartphones.

Question 26

Individual approaches to stress management

Answer 26

Time Management, Relaxation, Sleep, Nutrition, Exercise, Positive Thinking, Support Network-ask for help, Cut back on smartphone hacking.

Question 27

What can managers do to help manage stress?

Answer 27

Encourage breaks, flexibility, clear communication, socialize with your team, ask for help