Textbook Notes (363,693)
Canada (158,533)
MHR 405 (330)
Louis Pike (74)
Chapter 11

Chapter 11

18 Pages
Unlock Document

Human Resources
MHR 405
Louis Pike

Chapter 11: Conflict Management Alternative Dispute Resolution Helps the RCMP Address Internal Conflicts* (p313) Royal Canadian Mounted Police (RCMP) was one of the first org in North America to adopt alternative dispute resolution (ADR) and to see the link between their approaches to conflict management, cultural transformation and service delivery. ADR system improve morale and relationships also saves significant dollar savings RCMP has a permanent Office of the ADR Advisor. Guide Lets talk ADR is defined as the informal methods used to resolve disputes, such as simple negotiations and mediation Objective offer a fair, friendly, flexible and fast way for people to jointly work out a resolution to a dispute that leaves everyone happier with the outcome. ADR system tries to resolve conflicts at lowest possible level, create incentives to communicate, and include an explicit right for either party to withdraw The Nature of Conflict in Org (p314) Conflict: the perception, in an interdependent relationship, of incompatible wishes, goals, attitudes, emotions or behaviours. o Contemporary definitions of conflict assume its associated with emotions (many are uncomfortable with) o Western conflict at work are often viewed negative than positive Interpersonal Conflict: dynamic process that occurs between two interdependent parties as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals. Conflict and Emotion Behavioural component of emotion: includes the verbal/nonverbal messages we express when we communicate. o Nonverbal facial expressions, voice, gestures o Often a mismatch between verbal and nonverbal messages Incongruence (chpt6) can be a conflict trigger. Physiological component of emotion: bodily experience of emotion; the way emotion makes us feel thus what makes emotional experience so compelling. Cognitive component of emotion: involves the way we experience an emotion, which depends, in part, upon the way our mind appraises or interprets it. o E.g. same joke upset him while makes her laugh. www.notesolution.com 3 Interpersonal Conflicts: Task, Relationship, and Process Conflict Relationship (affective) conflict: interpersonal incompatibilities that typically include feelings of anger, tension and friction Task (cognitive) conflict: differences in viewpoints/opinions that pertain to group task o Disagreements about content of decision, task conflict is evident. o People behave differently when involved in task and relationship conflicts o Value conflicts are those that arise out of opposing principles/ideals involved in carrying out a task Process conflict: controversy about aspects of how task accomplishment will proceed o High performing teams had low but increasing levels of process conflict. Low levels of relationship conflict that slightly rose as their deadlines got closer Moderate levels of task conflict at midpoint of group interaction. According to Tjosvold, we need to integrate our reason/emotion as well as task and relationship issues in order to effectively deal with important interpersonal conflicts effectively. Organizational Manifestations of Conflict (p316) Different forms of manifested conflict interorganizational, intergroup, intragroup, interpersonal conflict. o Interorganizational conflict: conflict that occurs between two or more org. Cause competition, corporate takeovers, mergers and acquisitions, new org arrangements o Intergroup conflict: conflict between groups or departments Becomes more and more prevalent in turf wars between managers Decreases communication with other group Lead to win-lose outcomes and negative consequences (like territoriality, aggression, prejudice) But can lead to functional outcomes such as re-evaluation and introspection within teach group o Intragroup (team) conflict: occurs within single group/team Occurs in storming stages. o Interpersonal conflict: occurs between two or more people: is a dynamic process involving interdependent parties as they experience negative emotional reactions to perceived disagreements and interference with the attainment of their goals Is Org Conflict Healthy or Unhealthy? (p317) www.notesolution.com Early approaches assume conflict was detrimental to org performance and should be eliminated Later viewpoints; too little conflict lowers performance because it leads to complacency while too much conflict lowers performance because stimulation levels are too high and energy is diverted away from task *Exhibit 11.1 The Curvilinear Relationship between Task conflict and Performance Another approach to determining if conflict is healthy/unhealthy is to observe if consequences are + (functional) or (dysfunctional) o Functional conflict: productive force, and one that can stimulate members of the org to increase their knowledge and skills, as well as their contributions to org innovation and productivity Individuals develop better awareness of themselves/others Conflict can improve working relationships When two parties work through their disagreements (accomplishment together) By releasing tension, morale is improved. William Wrigley Jr. when 2 people in biz always agree, one of them is unnecessary. *Exhibit 11.2 Consequences of Conflict Positive Consequences (functional) Negative consequences (dysfunctional) Leads to new ideas Diverts energy from work Stimulates creativity Threatens psychological well-being Motivates change Wastes resources Promotes org vitality Creates a negative climate Helps individuals and groups establish Breaks down group cohesion identities Serves as safety valve to indicate problems Can increase hostility and aggression www.notesolution.com o Dysfunctional conflict: unhealthy, destructive disagreement between two or more people. Takes away focus away from work to be done, the conflict itself, and parties involved. Excessive conflict drains energy Disagreements that involve anger and resentment at specific people than ideas are dysfunctional Those involved in dysfunctional conflict rely on threats, deception and verbal abuse to communicate Bullying: repeated non-physical, health impairing psychological mistreatment that falls outside discriminatory harassment. Costs UK $80 million lost workdays Sources of Conflict in Org (p319) 2 broad categories of sources o Structural sources: those that stem from aspects of org in which conflict is occurring (interdependence between jobs, goal differences, degree of resources being shared/scarce) o Personal sources: arise from different individuals, such as their differing personalities, perceptions, values, and conflict-handling behaviours. o *Exhibit 11.3 Structural and Personal Sources of Conflict Structural sources Specialization and goal diff Interdependence or common resource Status and power diff Jurisdictional ambiguities Personal Sources Situations Where Appropriate Situations where Personality difference inappropriate Perception, values, ethics Ineffective communication Cultural Differences Structural Sources of Conflict (related to org structure) Specialization and Goal differences www.notesolution.com
More Less

Related notes for MHR 405

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.