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MHR 405 (330)
Chapter 11

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Human Resources
MHR 405
Frank Miller

Chapter 11: Conflict Management Conflict – The perception in an interdependent relationship, of in compatible wishes, goals, attitudes, emotions, or behaviours Types of Emotions: Behavioural component of emotion – The verbal and non-verbal messages we express when we communicate Physiological Component of emotion - The bodily experience of emotion Cognitive component of emotion – The way our mind appraises or interprets emotion Types of Conflict: Relationship (affective) conflict – Interpersonal incompatibilities typically including feelings of tension and friction Task (Cognitive) conflict – Differences in viewpoints and opinions pertaining to group task Process Conflict – Controversies about aspects of how task accomplishments will process Forms of Conflict  Interorganizational – Conflict that occurs between 2 or more organizations Example: Napster vs. Music  Intergroup – Conflict that occurs between different groups or teams within an organization Example: Accounting Vs. Marketing  Intragroup – Conflict that occurs within a single group or team  Interpersonal conflict – Conflict that occurs between two or more individuals Sources of Conflict  Structural o Specialization and goal differences – Sales people Vs. Engineers o Interdependence or common resources – Relying on another to help perform next step o Status and power difference – Resentment by employees of upper level o Jurisdictional Ambiguity – The presence of unclear lines of responsibility within an organization. Example: Blame game  Personal o Personality Difference – Personalities at workplace like Bullying o Perceptions, values, and ethics – Differences in perception like bosses and employees would perceive organizational change differently Page 1 of 4 o Ineffective communication – mixed messages or misunderstood o Cultural Differences – Lack of understanding of a culture like Indians think its disrespectful to challenge professor Functional Conflict- A healthy, constructive disagreement between two or more people. Functional conflict can produce new ideas, learning, and growth among individuals Dysfunctional Conflict – As unhealthy, destructive disagreement between two or more people, its danger is that it takes the focus away from the work to be done and places the focus on the conflict itself and the parties involved Managing Conflict: Conflict Management Strategy – Any action taken by a disputant or a third party to try to manage or resolve a conflict  Creating conflict positive organization; 4 Interrelated steps involved in creating a conflict positive organization o Value diversity and cohort differences – Open and honest confrontations bring out differences, that are essential for positive conflict o Seek mutual benefits and unite behind cooperative goals – They learn how they depend on each other through conflict; important is that they are moving toward same objectives; Joint rewards should be given to whole team for cooperative behaviour o Empower employees to feel confident and skilful – People should be made to feel that they control their conflict o Take stock to reward success and learn from mistakes – Encourages to appreciate one another’s strength and weakness; Celebrate their conflict management success and make plans on how they can improve in the future  Conflict resolution roles in an organization’s structure - Build conflict management roles into structure of organization; Roles such as integrator, which are filled by those who act as liaison between groups with very different interests; Using cross functional team is another way of designing organizational structure to manage conflict; before conflict cause things were in ordered and delay would mean conflict; now they working together and its improves coordination and delays  Rotating employees through different jobs or department – To minimize the likelihood of conflict between people in diverse roles; helps give insight into other functions; thereby improving communication and understanding; minimizes sources of dysfunctional conflict based upon diverse skills, abilities and specialization 5 Conflict Management Styles  Avoiding – Style of conflict management that is deliberate decision to take no action on a conflict or to stay out of a conflict situation. It indicates low concern for self and low concern for
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