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Chapter 13

Chapter 13

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Human Resources
MHR 405
Frank Miller

Chapter 11: Conflict Management THE NATURE OF CONFLICT IN ORGANIZATIONS 1. Conflict: the perception in an interdependent relationship, of incompatible wishes, goals, attitudes, emotions, or behaviours 2. to be in conflict = emotionally activated 3. Interpersonal conflict: dynamic process that occurs bw two interdependent parties as they experience negative emotional rea ctions to perceived disagreements and interference with the attainment of their goals CONFLICT AND EMOTION 4. Behavioural component of emotion: the verbal & nonverbal messages we express when we communicate 5. Most emotional expression occurs nonverbally (facial expressions, voice, gestures, often a mismatch bw our verbal and nonverbal msgs (incongruence) can be a conflict trigger 6. Physiological component of emotion: the bodily experience of emotion- the way emotion makes us feel and thus what makes emotional experience so compelling 7. Cognitive component of emotion: the way our mind appraises or interprets emotion, the way we experience an emotion. The way ones mind interprets a situation is key to understanding organizational conflict TASK, RELATIONSHIP, AND PROCESS CONFLICT (3 interposal conflict categories) 8. Relationship (affective) conflict: interpersonal incompatibilities, typically including feelings of tension and friction (anger) 9. Task (cognitive) conflict: differences in viewpoints and opinions pertaining to group task (different ideas, content of decisions) o People behave different when in task and relationship conflicts o Values conflicts are those that arise out of opposing principles or ideals involved in carrying out a task, and often need the help of a mediator or facilitator to get resolved 10. Process conflict: controversy about aspects of how task accomplishment will proceed o Shared value systems, high levels of trust, and open discussions produced the ideal conflict pattern 11. Task conflict is NOT always more constructive than relationship conflict!!!! 12. Need to integrate reason and emotion, as well as task and relationship issues in order to effectively deal with important interpersonal conflicts effectively ORGANIZATIONAL MANIFESTATIONS OF CONFLICT 13. Forms of conflict bw individuals, teams, organizations: interorganizational, intergroup, intragroup, interpersonal conflict 14. Interorganizational conflict: occurs bw 2 or more organizations. Competition, corporate takeovers, mergers and acquisitions, and new organizational arrangements, like strategic alliances often heighten IO conflict [napster vs. record companies] 15. Intergroup conflict: between groups, departments. Prevalent...manifested in frequent turf wars between managers. Us against them mentalitydecreases communication o Conflicts can lead to win-lose outcomes and negative consequences, like territoriality, aggression, prejudice toward the other group o Intergroup conflict can lead to functional outcomes such as reevaluation and introspection wI each group 16. Intragroup (team) conflict: occurs within a single group or team, team conflict occurs in the storming stage of a teams development. IS ORGANIZATIONAL CONFLICT HEALTHY OR UNHEALTHY? 17. Early approaches assumed conflict is detrimental to organizational performance, and should be eliminated o Later viewpoints = task conflict had a curvilinear relationship to organizational performance = too little conflict lowers performance
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