Textbook Notes (381,163)
CA (168,381)
Ryerson (11,724)
MHR (844)
MHR 405 (330)
Chapter 13

Chapter 13

5 Pages
93 Views

Department
Human Resources
Course Code
MHR 405
Professor
Frank Miller

This preview shows pages 1-2. Sign up to view the full 5 pages of the document.
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 b/w two interdependent parties as they experience negative
emotional reactions 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 b/w 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 one's 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)
oPeople behave different when in task and relationship conflicts
oValues 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
oShared 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 b/w individuals, teams, organizations: interorganizational, intergroup, intragroup, interpersonal
conflict
14.Interorganizational conflict: occurs b/w 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 mentality"…decreases communication
oConflicts can lead to win-lose outcomes and negative consequences, like territoriality, aggression, prejudice toward
the other group
oIntergroup conflict can lead to functional outcomes such as reevaluation and introspection w/I each group
16.Intragroup (team) conflict: occurs within a single group or team, team conflict occurs in the storming stage of a
team's development.
IS ORGANIZATIONAL CONFLICT HEALTHY OR UNHEALTHY?
17.Early approaches assumed conflict is detrimental to organizational performance, and should be eliminated
oLater viewpoints = task conflict had a curvilinear relationship to organizational performance =
"too little conflict lowers performance" <-- leads to complacency
"too much conflict lowers performance" <-- stimulation levels are too high and energy is diverted
away from the task at hand
DEBATE …. WHETHER CONFLICT IS MORE FUNCTIONAL/ DYSFUNCTIONAL
Tjosvold says conflict positive organization, De Dreu says support for the conclusion that
workplace conflict may be beneficial is weak
www.notesolution.com
Chapter 11: Conflict Management
18.Functional conflict: conflict that is a productive force, one that can stimulate members of the
organization to increase their knowledge and skills, as well as their contributions to organizational innovation and
productivity
oDevelop better awareness of themselves and others
oImprove working relationships --> morale is improved (when two business people agree, one is
unnecessary) (pg. 318)
19.Interpersonal conflict = signal something needs attention (early-warning sign) --> encourage creativity==>
increased productivity and organizational effectiveness
20.Get rid of groupthink, when have devil's advocate
21.Dysfunctional conflict: unhealthy, destructive disagreement between 2 or more people. Takes focus
away from the work to be done and places the focus on the conflict itself and the parties involved.
oOften rely on threats, deception, verbal abuse
oBullying: repeated, non-physical, health-impairing psychological mistreatment falls outside of
discriminatory harassment
CONSEQUENCES OF CONFLICT:
Positive (Functional): leads to new ideas, stimulates creativity, motivates change, promotes organizational vitality,
helps individuals/groups establish identities, serves as safety valve to indicate problems
Negative (Dysfunctional): diverts energy from work, threatens psychological well-being, wastes resources, creates
negative climate, breaks down group cohesion, increases hostility and aggression
SOURCES OF CONFLICT IN ORGANIZATIONS:
22.Organizations are hierarchical, and differences in specialization, status, and power lead inevitably to
conflict
23.Structural sources of conflict, personal sources (319)
Structural sources of conflict: related to organization's structure include specialization, interdependence, common
resources, goal differences, authority relationships, status and power differences, and jurisdictional ambiguities
24.Specialization and Goal Differences: when jobs are specialized, employees become experts at certain
tasks and often have different goals. Class conflict of specialization may occur between salespeople, engineers.
25.Interdependence of common (shared) resources: means that groups/individuals have to depend on
one another to accomplish goals. When there is a problem, easy to blame other party.
26.Status and Power Differences: organizations are hierarchical and have status/power differences
between management & nonmanagement workers. Individuals higher in the hierarchy tend to have greater decision-
making responsibility--> may result in resentment and conflict if lower-level employees feel they have no voice.
27.Jurisdictional and Role Ambiguity:
oJurisdictional ambiguity: presence of unclear lines of reasonability within an organization
oRole ambiguity: when individual lacks adequate information both about what his/her tasks are as well as
how to accomplish them
No definite source of responsibility for a problem, workers tend to pass the buck, avoid dealing w/
problem
Conflicts emerge over responsibility for the problem
Personal Sources of Conflict: arise from individual differences including skills and abilities, personalities,
perceptions, values and ethics, emotions, communication barriers, and cultural differences
28.Personality Differences: one personality trait that many people find difficult to deal w/ is abrasiveness or
bullying
29.Perception, values, ethics and emotions: conflicts about values or ethics do arise, heated
disagreement is common. When people have strong negative feelings about each other, conflict potential is high
30.Ineffective Communication: misunderstanding + conflict can arise due to an unwillingness to share info,
degree to which people feel safe in expressing viewpoints, tendency of groups to focus on common knowledge
www.notesolution.com

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.

Leah — University of Toronto

OneClass has been such a huge help in my studies at UofT especially since I am a transfer student. OneClass is the study buddy I never had before and definitely gives me the extra push to get from a B to an A!

Leah — University of Toronto
Saarim — University of Michigan

Balancing social life With academics can be difficult, that is why I'm so glad that OneClass is out there where I can find the top notes for all of my classes. Now I can be the all-star student I want to be.

Saarim — University of Michigan
Jenna — University of Wisconsin

As a college student living on a college budget, I love how easy it is to earn gift cards just by submitting my notes.

Jenna — University of Wisconsin
Anne — University of California

OneClass has allowed me to catch up with my most difficult course! #lifesaver

Anne — University of California
Description
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
More Less
Unlock Document


Only pages 1-2 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

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


OR

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.


Submit