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CHP. 13 CONFLICT & STRESS P.455-472


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

Page:
of 15
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
β€’Attitudes
Causes of Organizational Conflict p.445-447
Group Identification and Intergroup Bias
- ppl have tendency to develop more positive view of own β€œin-group”
- less positive view of β€œout-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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ξ€™ξ€‚ξ€…ξ€‚ξ€ξ€‡ξ€œξ€ξ€ξ€‚ξ€‘ξ€„ξ€”ξ€†ξ€…ξ€‚ξ€ξ€Šξ€”ξ€‚ξ€‰ξ€‚ξ€‡ξ€”ξ€–ξ€œξ€‚ξ€Šξ€ξ€‡ξ€›ξ€ξ€‡ξ€œξ€œξ€‡ξ€Šξ€†ξ€”ξ€‚ξ€Š
www.notesolution.com
- 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
β€’Dependence not mutual but one way increases conflict potential
β€’Hostility and antagonism symptoms of conflict
Status
β€’Little impetus for conflict when lower status depends on higher status
β€’Organization way of work, most socialized to expect it
β€’Design of work may have lower status giving orders to higher status
β€’Higher might resent reversal of usual lines of influence
Culture
β€’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:
β€’Winning the conflict more important than developing good solution
β€’Parties conceal info or pass distorted info
β€’Each side more cohesive, deviants who speak conciliation punished and conformity
expected
β€’Contact with opposite party discouraged except in formal, restricted conditions
β€’Opposite negatively stereotyped, own position is boosted
β€’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 one’s 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
www.notesolution.com