Textbook notes-Chapter 13-Conflict and Stress

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University of Toronto Scarborough
Management (MGH)
Andrew Davidson

1 CHAPTER 13 CONFLICT AND STRESS WHAT IS CONFLICT impersonal conflict: the process that occurs when one person group, or organization subunt frustrates the goal attainment of another - conflict often involves antagonistic attitudes and behaviours such as name calling, sabotage, and physical aggression CAUSES OF ORGANIZATIONAL CONFLICT 1) group identification and intergroup bias - even without interaction, ppl have a tendency to develop a more positive view of their own in group and less positive view of the out group of which they are not a member - intergroup bias occur cuz of self esteem - identifying with the success of ones own group and disassociating oneself from out-group failures boosts self esteem and provides comforting feelings of social solidarity - attributing positive behaviour to your own work group shuld contribute to your self esteem - groups or classes ppl might identify: personal characteristics, job function, job level - diff bw groups might be accentuated by real diff in power, opportunity, clients serviced ect 2) interdependence - when individuals or subunits are mutually dependent on each other to accomplish their own goals, the potential for conflict exist - interdependence can set the stage for conflict for 2 reasons 1) necessitates interaction bwthe parties so that they can coordinate their interests - conflicts will not develop if the parties can go it alone 2) interdependence implies that each party has some power and create antagonism 3) difference in power, status, and culture i) power - when dependence is not mutual byt one way, conflict increases ii) status - diff provides lil push for conflict when ppl of lower status are dependence on those higher status - but sometimes ppl with lower status find themselves giving orders to higher status ppl ex. restaurant iii) culture - when 2 or more very diff cultures develop in an organization, the clash in beliefs and values can result in overt conflict 4) ambiguity [uncertainty] -ambiguous goals, jurisdictions, or performance criteria can lead to conflict - under such ambiguity, the formal and informal rules that govern interaction break down - its hard to assign praise and blame for good and bad outcomes when its hard to see who was responsible for who www.notesolution.com
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