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people management and organization > Week 9 - Chapter 13 > Flashcards

Week 9 - Chapter 13 Flashcards

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1
Q

What is conflict

A

Interpersonal conflict is a process
that occurs when one person, group,
or organizational subunit frustrates
the goal attainment of another.

Conflict often involves antagonistic
attitudes and behaviours.

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2
Q

Types of Conflict

A

Relationship conflict
Task Conflict
Process Conflict

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3
Q

Relationship conflict

A 
• Concerns interpersonal
tensions among
individuals that have to
do with their relationship.
• Eg. Personality clashes
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4
Q

Task Conflict

A 
• Concerns disagreements
about the nature of work
to be done.
• Eg. Differences of opinion
about goals or technical
matters
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5
Q

Process Conflict

A 
• Involves disagreements
about how work should
be organized and
accomplished.
• Eg. Disagreements about
responsibility, authority,
resource allocation
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6
Q

Causes of Organizational Conflict

A

Group Identification
and Intergroup Bias

Interdependence

Ambiguity

Differences in Power,
Status, and Culture

Scarce resources

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7
Q

Group Identification

and Intergroup Bias

A

People develop a more positive view of their own “in-group.”
Self-esteem is a critical factor.

Ex. Bias towards a tutorial

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8
Q

Interdependence

A

When individuals or subunits are mutually dependent on each
other to accomplish their own goals.
It necessitates interaction and implies that each party has some
power over the other.
Interdependence does not always lead to conflict.

Ex. You are on a team that needs to work together to accomplish a task

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9
Q

Ambiguity

A

Ambiguous goals, jurisdictions, or performance

criteria can lead to conflict.

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10
Q

Differences in Power,

Status, and Culture

A

Power: If dependence is not mutual, but one way.
Status: Status differences provide little impetus for conflict when people of
lower status are dependent on those of higher status.
Culture: When two or more very different cultures develop in an
organization, the clash in beliefs and values can result in overt conflict.

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11
Q

Scarce resources

A

Conflict often surfaces in the process of power jockeying.

Limited budget money, secretarial support, or lab space can contribute to conflict.

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12
Q

Consequences of Conflict in Teams

A

Detrimental to member satisfaction
and team performance.

Such conflict prevents the development
of cohesiveness.

Occasionally, some degree of task
conflict might be beneficial for team
performance.

Not all conflict is detrimental.

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13
Q

Modes of Managing Conflict

A 
Approaches to managing
conflict are a function of:
•Assertive you are to satisfy your own
or your group s concerns, and
• Cooperative: yo u are in trying to
satisfy other party or group.

Thomas
Kilmann Conflict
Mode Instrument TKI

Assertiveness (y axis)
Cooperative (x axis)

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14
Q

Avoiding

A

Bottom left of TKI

Characterized by low assertiveness of one s own interests and low
cooperation with the other party.

Short term stress reduction but it does not really change the
situation.

It might be a sensible response when:

  • The issue is trivial.
  • Information is lacking.
  • People need to cool down.
  • The opponent is very powerful and hostile.
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15
Q

Accomodating

A

Bottom Right of TKI

A CM style in which one cooperates with the other party, while
not asserting one s own interests.

It can be an effective strategy when:

  • You are wrong.
  • The issue is more important to the other party.
  • You want to build good will.
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16
Q

Competing

A

Top Left of TKI

A CM style that maximizes assertiveness and minimizes
cooperation.

It can be effective when:

  • You have a lot of power.
  • You are sure of your facts.
  • The situation is truly win lose.
  • You will not have to interact with the other party in the future.
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17
Q

Compromise

A

Centre of TKI

A CM style that combines intermediate levels of assertiveness and cooperation.

It does not result in the most creative response to
conflict.

It is not useful for resolving conflicts that stem from
power asymmetry.

It is a sensible reaction to conflict stemming from
scarce resources and it is a good fall back position if
other strategies fail.

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18
Q

Collaborating

A

Top-right of TKI

A CM style that maximizes both assertiveness
and cooperation.

It is an attempt to secure an integrative
agreement that fully satisfies the interests of both
parties (a win win resolution).

It works best when the conflict is not intense and
when each party has information that is useful to
the other.

Although it takes time and practice to develop, it
frequently enhances productivity and achievement.

19
Q

Why Third Party Intervention?

A

Emotions overwhelm negotiations

Poor communication

Mistrust/negative perceptions

Unable to implement actions that defuse conflict

20
Q

Types of third party intervention strategies

A

Mediation/Mediator
(Low level of control of the outcome)

Arbitration/Adjudication
(High level control of outcome)

Both have high level control over the process

21
Q

Why 3rd Party Mediation Can Help

A 
Provide a controlled setting
for parties to vent emotions
and be heard
• Perceive outcome as fair even
if it is not what they wanted
because people have control
over the process

Control procedure of
negotiation so parties can
describe dispute in own terms

Involve the parties in
searching for acceptable
settlements

Motivate parties to resolve
dispute (rather than
walking away)

Facilitate information
sharing

Parties are more likely to
commit to the decision

22
Q

Is conflict bad?

A

Conflict can be functional when it promotes change.

conflict->change->adaptation->survival

23
Q

How does conflict promote change?

A

How does conflict promote change?

  • Consideration of new ideas.
  • Each party monitors the other s performance more carefully.
  • Signals that a redistribution of power is necessary.

There are times when managers might use a strategy of conflict stimulation
to cause change.

24
Q

Sources of Stress

A

Eg

. social pressure, interview , public speaking,

25
Q

Stress

A 
The
unconscious
preparation to
fight or flee
that a person
experiences
when faced
with any
demand.
26
Q

Stressor

A 
The person or
event that
triggers the
stress
response.

ex. JRE420

27
Q

Distress

A 
The adverse
psychological,
physical,
behavioural ,
and
organizational
consequences
that may arise
as a result of
stressful
events.

ex. sweat, nail biting, fear, nervousness/anxiety

28
Q

Stress Reactions

A 
Stress reactions are the consequences of stress:
Physiological
Emotional
Behavioural
Psychological

Some of these reactions are passive responses over which the
individual has little direct control (e.g., elevated blood pressure).

29
Q

Three parts to stress

A

Stress:
• preparation for action

Motivation:
• the thing that moves you to action

Effort-reward imbalance model
• When high effort leads to low rewards, strain follows

30
Q

Personality and Stress

A

Personality can affect both the extent to which potential stressors
are perceived as stressful and the types of stress reactions that
occur.

31
Q

Three key personality traits

A

Locus of Control

Type A behaviour pattern

Negative affectivity

32
Q

Locus of Control

A

Concerns people’s
beliefs about the
factors that control
their behaviour

33
Q

Type A
behaviour
pattern

A 
•Personality: includes
aggressiveness,
ambitiousness,
competitiveness,
hostility, impatience,
and a sense of
urgency.
34
Q

Negative affectivity

A 
•Perceive stressors,
Hypersensitive;
gravitate to stressful
jobs; provoke stress
through their
negativity.

•Use passive, indirect
coping styles that
avoid the real sources
of stress

35
Q

Executive and

managerial stressors

A

Role overload

Heavy responsibility

36
Q

Operative-level

stressors

A

Poor physical working conditions

Poor job design

37
Q

Boundary role stressors

A

straddle the imaginary boundary
between the organization and its
environment are especially likely
to experience stress.

38
Q

What can an organization do to help with stress?

A

Reduce physical demands

Reduce task demands

Give greater worker control

Job employee match in hiring & training

Clear communication of expectations
Fair treatment

Socio-emotional support

Instrumental support

Value work-life balance

Healthy change process

Help interpret events as opportunities

Recognize and deal with stress symptoms

39
Q

What can an organization do to help with stress?(cont)

A

Positive thinking

Self talk

Time management

Leisure time activities

Physical exercise

Relaxation training

Eating differently (actual food)

Opening up

Professional help

40
Q

Job demands and resources model saws that the environment can be described in terms of …

A

…demands and resources

41
Q

Job Demands

A 
Physical, psychological, social, or
organizational features of a job that
require sustained physical or
psychological effort that in turn can
result in physiological or
psychological costs.

Common demands include:

  • Work overload
  • Time pressure
  • Role ambiguity
  • Role conflict
42
Q

Job Resources

A 
Features of a job that are functional
in that they help achieve work goals,
reduce job demands, and stimulate
personal growth, learning, and
development.

Job resources can come from:
- The organization (e.g., pay)
- Interpersonal and social relations (e.g.,
supervisor support)
- Organization of work (e.g., role clarity)
- The task itself (e.g., performance feedback)

43
Q

Job Demands -Resource Model

A

High job resources foster work engagement,

High job demands exhaust employees physically and mentally and lead to
burnout.

Research has found that job demands are related to burnout, disengagement,
and health problems.

Job resources lead to work engagement, OCB, and organizational commitment,
and they buffer the negative impact of job demands on well-being.

44
Q

Burnout

A

Burnout is a syndrome made up of emotional
exhaustion, cynicism, and low self efficacy.

Burnout was originally studied among those
working in some capacity with people.

It has now been established that burnout can
occur even among non boundary spanners

people management and organization (11 decks)

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