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Week 9 Notes

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COMM 151
Christopher Miners

Week 9 Notes Chapter 13– Interpersonal Conflict  Interpersonal Conflict: when one person frustrates the goal attainment of another Causes of Organizational Conflict  People have tendency to form intergroup bias  Identifying with a group promotes self-esteem  Groups form based on personal characteristics, job function, or job level  People identifying with one group leery of other groups, so relationship between groups must be managed  Interdependence has potential to spark conflict  Conflict erupts when some differences are present: o Power: when A depended on B, but B not dependent on A, and A has nothing with which to bargain o Status: lower status (waitress) giving orders to higher status (chef) o Culture: clash in beliefs and values  Ambiguity leads to conflict, hard to discern who’s to blame for what and people may be jedged unfairly  When resources become scarce, hostility is magnified Types of Conflict  Relationship Conflict: interpersonal tensions among individuals that have to do with their personal relationships, not the task at hand  Task Conflict: disagreement about nature of work  Process Conflict: disagreements on how work should be organized Conflict Dynamics  Winning the conflict becomes more important than actual task at hand  Parties conceal information from one another  Individuals who speak to the other side are punished, communicating subject to required formalized nature only  Opposite party negatively stereotyped, own side positively boosted  More aggressive people skilled at conflict emerge as leaders Modes of Managing Conflict  Avoiding: low assertiveness of one’s own interest, low cooperation with other party, “head in the sand”  Accommodation: cooperating with other party while not asserting ones own interests o Sign of weakness -> bad for future interactions o Effective at building goodwill  Competing: maximizes assertiveness, minimizes cooperation o Holds promise when you hold the power or a significant advantage and will not have to interact with other party in the future  Collaborating: maximized both assertiveness and cooperation o Works best with non-intense conflicts where sides have great potential to help each other out (relationship between firm and its supplier) Managing Conflict with Negotiations  Negotiation: decision-making process among interdependent parties who do not share identical preferences  Distributive Negotiation: win-lose negociaton where a fixed amount of assets divided between parties  Integrative Negotiation: win-win situation where mutual problem solving enlarges assets divided between parties  Distributive negotiation
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