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Lecture 7

MHR 741 Lecture 7: CHAPTER 7

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Human Resources
MHR 741
Genevieve Farrell

CHAPTER 7 Types of Conflict (Sources): - Personal differences o Perceptions and expectations o Bring different backgrounds to their roles in organizations o Their values and needs have been shaped by different socialization processes ▪ Depending on their cultural and family traditions, level of education etc. - Informational differences o Misinformation and misrepresentations o An important message may not be received, a boss’s instructions may be misinterpreted, or decision makers may arrive at different conclusions because they use different databases - Incompatible roles o Goals and responsibilities o Conflicts may overlap with those arising from personal differences or information deficiencies o The personal differences members bring to an organization generally remain dominant until they are triggered by an organizational catalyst, such as interdependent task responsibilities o Their operating from different bases of information ▪ They communicate with different sets of people and are tied into different reporting systems and receive instructions from their different bosses - Environmental stress o Resource scarcity and uncertainty o Conflicts stemming from personal different and role incompatibility are greatly exacerbated by a stressful environment Conflict focused: People focused: - “In your face” kind of confrontations in which the affect level is high and the intense emotional heat is unlikely fueled by moral indignation - Accusations of harm, demands for justice and feelings of resentment are the common markers of personal disputes - Can be extremely difficult to resolve Issue focused: - Rational negotiations, which can be thought of as “an interpersonal decision- making process” by which two or more people agree how to allocate scarce resources - Task oriented Selecting the Appropriate Conflict Management Approach: Forcing response: (assertive, uncooperative) is an attempt to satisfy one’s needs at the expense of the needs of the other individual - This can be done by using formal authority, physical threats, and manipulation ploys or ignoring the claims of the other party o “I’m the boss, so we’ll do it my way” - “Low cooperation, high assertiveness - Breeds hostility and resentment - You feel vindicated but the other party feels defeated Accommodating approach: (cooperative, unassertive) satisfies the other parties concerns while neglecting one’s own - High cooperativeness, low assertiveness - This may result in other’s taking advantage of you, which lowers your self- esteem as you observe yourself being used by others to accomplish their objectives while you fail to make any progress toward your own Avoiding response: (uncooperative, unassertive) neglects the interests of both parties by sidestepping the conflict or postponing a solution, taking no action or staying out of conflict - Low cooperation, low assertiveness - Problems don’t get resolved or may get worse, causes considerable frustration Compromising: an intermediate between assertiveness and cooperativeness - An attempt to obtain partial satisfaction for both parties, in the sense that both receive the proverbial (half-loaf) - Both parties make sacrifices to obtain a common gain - It is a give-and-take approach involving moderate concern for both self a
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