Test 3 ch 14-18 Flashcards
Functional conflict
Conflict that supports the goals of the group and improves performance
Interactionist view of conflict
Conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectively
Dysfunctional conflict
Conflict that hinders group performance
Task conflict
Conflict over content and goals of the work
Relationship conflict
Conflict based on interpersonal relationships
Process conflict
Conflict over how work gets done
Conflict process
- Potential opposition or incompatibility 2. Cognition and personalization 3. Intentions 4. Behavior 5. Outcome
Perceived conflict
Awareness by 1+ parties of the existence of conditions that create opportunities for conflict to arise
Felt conflict
Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility
Intentions
Decisions to act in a certain way
Competing
A desire to satisfy ones interests, regardless of the impact on the other party to the conflict
Collaborating
A situation in which the parties to a conflict each desire to satisfy fully the concerns if all parties
Avoiding
The desire to withdraw from or suppress a conflict
Accommodating
Willingness of a party in a conflict to place the opponents interests above their own
Compromising
Each party in a conflict gives up something
Conflict mgmt
The use of resolution and stimulation techniques to achieve the desired level of conflict
Distributive bargaining
Negotiation that seeks to divide up a fixed amount of resources; a win lose situation
Fixed pie
Belief that there is only a set amount of goods or services to be divvied up between the parties
Integrative bargaining
Negotiation that seeks one or more settlements that can create a win win solution
BATNA
Best Alternative To a Negotiated Agreement; the least the individual will accept
Mediator
Neutral 3rd party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives
Arbitrator
3rd party to a negotiation who has authority to dictate an agreement
Conciliator
A trusted third party who provides an informal communication link between the negotiator and opponent
Organizational structure
The way in which job tasks are formally divided, grouped and coordinated
Work specialization
Degree to which tasks in an org are subdivided into separate jobs
Departmentalization
Basis by which jobs in an org are grouped together
Chain of command
Unbroken line of authority that extends from the top of the org to the lowest echelon and clarifies who reports to whom
Unity of command
Idea that a subordinate should have only one superior to whom he or she is directly responsible
Span of control
A number of subordinates a mgr can efficiently direct
Centralization
Degree to which decision making is concentrated at a single point in an org. Centralized= top mgrs
Formalization
Degree to which jobs within an org are standardized. Highly form= incumbent has a minimal amount of discretion over what to do and how to do it.
Simple structure
An org structure characterized by a low degree of departmentalization, wide spans of control, authority centralized in a single person, and little formalization
Bureaucracy
Org structure with highly routine operating tasks achieved through specialization , very formalized rules, tasks are grouped into functional dpts, centralized authority
Matrix structure
An org structure that creates dual lines of authority and combines functional and product departmentalization
Found in ad agencies, aerospace, research labs, construction, hospitals, government agencies, universities.
Virtual org
A small, core org that outsources major business functions
