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CHP. 13 CONFLICT & STRESS P.455-472

15 Pages
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Department
Management (MGH)
Course Code
MGHB02H3
Professor
Julie Mc Carthy

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MGTB29 CHP. 13 CONFLICT & STRESS P.455-472
What is Conflict?
Interpersonal Conflict: process that occurs when one person, group, or organizational
subunit frustrates goal attainment of another
- antagonistic attitudes and behaviours
Attitudes
Causes of Organizational Conflict p.445-447
Group Identification and Intergroup Bias
- ppl have tendency to develop more positive view of own in-group
- less positive view of out-group which not member
- intergroup bias occurs b/c self-esteem
- identification with success of own group and disassociate failures of out-group boost self-
esteem and comfort feelings of social solidarity
- groups or classes ppl identify by personal characteristics, job function, job level
- differences b/w groups accentuated by real differences in power, clients served,
opportunity etc.
- organizations pay attention to managing b/w teams
Interdependence


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- when mutually dependent on each other to accomplish own goals, potential conflict exists
- sets conflict for 2 reasons:
1.Necessitates interaction b/w parties to coordinate interests
2.Each party has some power over the other
- provides good basis for collaboration through mutual assistance
Differences in Power, Status, and Culture
Power
Dependence not mutual but one way increases conflict potential
Hostility and antagonism symptoms of conflict
Status
Little impetus for conflict when lower status depends on higher status
Organization way of work, most socialized to expect it
Design of work may have lower status giving orders to higher status
Higher might resent reversal of usual lines of influence
Culture
Clash in beliefs and values result in overt conflict
Ambiguity
- formal and informal rules governing interaction break down
- hard to assign praise or blame when hard to see who responsible for what
- performance criteria conflict b/w managers and employees
- open-ended assignment susceptible to variety of interpretations
Scarce Resources
- process of power jockeying
- limited budget, secretarial support, lab space etc.
- turns latent or disguised conflict into overt conflict
Types of Conflict p.447-448
Relationship conflict: interpersonal tensions among individuals that have to do with
their relationships, not the task at hand; personality clashes etc.
www.notesolution.com
Task conflict: disagreements about nature of work to be done; opinion about goals or
technical matters etc.
Process conflict: disagreements about how work should be organized and accomplished;
responsibility, authority, resource allocation, who should do what etc.
- detrimental to member satisfaction and team performance, cohesiveness
- task conflict benefit team performance when task nonroutine requiring variety of
perspectives and does not degenerate into relationship conflict
Conflict Dynamics
Events transpire:
Winning the conflict more important than developing good solution
Parties conceal info or pass distorted info
Each side more cohesive, deviants who speak conciliation punished and conformity
expected
Contact with opposite party discouraged except in formal, restricted conditions
Opposite negatively stereotyped, own position is boosted
More aggressive ppl skilling at engaging in conflict become leaders
- conflict process itself becomes additional problem
Modes of Managing Conflict p.448-450
- five styles of dealing with conflict
Avoiding
Avoiding: conflict management style characterized by low assertiveness of ones own
interests and low cooperation with other party
- short-term stress reduction
- sensible response if issue is trivial, info is lacking, ppl need to cool down, or opponent is
powerful
Accommodating
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Description
MGTB29 C HP . 13 C ONFLICT & S TRESS P .455-472 What is Conflict? Interpersonal Conflict: process that occurs when one person, group, or organizational subunit frustrates goal attainment of another - antagonistic attitudes and behaviours Attitudes Causes of Organizational Conflict p.445-447 Group Identification and Intergroup Bias - ppl have tendency to develop more positive view of own in-group - less positive view of out-group which not member - intergroup bias occurs bc self-esteem - identification with success of own group and disassociate failures of out-group boost self- esteem and comfort feelings of social solidarity - groups or classes ppl identify by personal characteristics, job function, job level - differences bw groups accentuated by real differences in power, clients served, opportunity etc. - organizations pay attention to managing bw teams Interdependence www.notesolution.com- when mutually dependent on each other to accomplish own goals, potential conflict exists - sets conflict for 2 reasons: 1. Necessitates interaction bw parties to coordinate interests 2. Each party has some power over the other - provides good basis for collaboration through mutual assistance Differences in Power, Status, and Culture Power Dependence not mutual but one way increases conflict potential Hostility and antagonism symptoms of conflict Status Little impetus for conflict when lower status depends on higher status Organization way of work, most socialized to expect it Design of work may have lower status giving orders to higher status Higher might resent reversal of usual lines of influence Culture Clash in beliefs and values result in overt conflict Ambiguity - formal and informal rules governing interaction break down - hard to assign praise or blame when hard to see who responsible for what - performance criteria conflict bw managers and employees - open-ended assignment susceptible to variety of interpretations Scarce Resources - process of power jockeying - limited budget, secretarial support, lab space etc. - turns latent or disguised conflict into overt conflict Types of Conflict p.447-448 Relationship conflict: interpersonal tensions among individuals that have to do with their relationships, not the task at hand; personality clashes etc. www.notesolution.com
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