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Chapter 11

Chapter 11

8 Pages
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Department
Human Resources
Course Code
MHR 405
Professor
Louis Pike

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Chapter 11 – Conflict management
The nature of conflict in organizations
Conflict is the perception in an interdependent relationship, of mismatched wishes, goals,
attitudes, emotions or behaviours
Conflict and emotion
Behavioural component of emotion includes the verbal and nonverbal messages we
express when we communicate
Most emotional expressions occurs nonverbally through facial expressions, voice and
gestures
Psychological component of emotion is the bodily experience of emotion
Cognitive component of emotion involves the way our mind experience an emotion
oFor example, the same joke might upset me while it makes you laugh
Task, relationship, and process conflict
Traditional definitions of conflict have identified 2 different types of conflict
oRelationship (affective) conflict is the interpersonal incompatibilities and
typically includes feelings of tension, anger and friction
oTask (cognitive) conflict is the differences in viewpoints and opinions pertaining
to group task
Task conflict is evident when there are disagreements over different ideas,
differences of opinions and differences about the content of decisions
oRelationship conflicts tend to stop group functioning, task conflict promote group
functioning
oA 3rd type of conflict is process conflict
oProcess conflict is the disagreements about aspects of how task accomplishment
will proceed
Forms of conflict
Conflict is visible in many different forms and they are
www.notesolution.com
oInterorganizational conflict
Conflict that occurs between 2 or more organizations
Competition, corporate takeovers and new organizational arrangements
often increases this conflict
Conflicts between Napster and several record companies is an example
oIntergroup conflict
Conflict that occurs between different groups or teams within an
organization
Groups in conflict tend to develop an “us against them mentality whereby
each sees the other team as the enemy and becomes more hostile and
decreases its communication with the other group
These conflicts can lead to win-lose results and negative consequences like
territoriality, aggression and unfairness toward the other group can result
However, intergroup conflict can lead to functional outcomes such as
reevaluation and introspection within each group
oIntragroup (team) conflict
Conflicts that occurs within a single group or team
oInterpersonal conflict
Conflict between 2 or more people
Sources of conflict in organizations
There are many sources of conflict, but we classify them into 2 broad categories
oStructural source which comes from aspects of the organization in which the
conflict is occurring, such as interdependence between jobs, goal differences, and
the degree to which resources are shared and/or scarce
oPersonal source comes from differences between individuals such as their
differing personalities, perceptions, values and conflict-handling behaviours
Structural sources of conflict
www.notesolution.com
The causes of conflict related to the organizations structure are
oSpecialization and goal differences
When jobs are highly specialized, employees become experts at certain
tasks and often have different goals
Classic conflict of specialization may occur between salespeople and
engineers
Engineers are specialized in product design whereas salespeople are
marketing experts and liaisons with customers
oInterdependence or common resources
Work that is interdependent requires groups or individuals to depend on
one another to accomplish goals
Depending on other people to get work done is fine when the process
works smoothly
When there is a problem, it becomes very easy to blame the other party
and conflict rises
oStatus and power differences
Most organizations are hierarchical and have status and power differences
between management and nonmanagement workers
Managers may enjoy privileges such as flexible schedules, personal
telephone calls at work, etc. that are not available to nonmanagement
employees
This causes lower level employees to feel angry cause of the differences
oJurisdictional ambiguity
It is the presence of unclear lines of responsibility within an organizations
When there is no definite source of responsibility for a problem, workers
tend to “pass the buck”, or avoid dealing with the problem
Personal sources of conflict
The causes of conflict that come from individual differences are
www.notesolution.com

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Description
Chapter 11 Conflict management The nature of conflict in organizations Conflict is the perception in an interdependent relationship, of mismatched wishes, goals, attitudes, emotions or behaviours Conflict and emotion Behavioural component of emotion includes the verbal and nonverbal messages we express when we communicate Most emotional expressions occurs nonverbally through facial expressions, voice and gestures Psychological component of emotion is the bodily experience of emotion Cognitive component of emotion involves the way our mind experience an emotion o For example, the same joke might upset me while it makes you laugh Task, relationship, and process conflict Traditional definitions of conflict have identified 2 different types of conflict o Relationship (affective) conflict is the interpersonal incompatibilities and typically includes feelings of tension, anger and friction o Task (cognitive) conflict is the differences in viewpoints and opinions pertaining to group task Task conflict is evident when there are disagreements over different ideas, differences of opinions and differences about the content of decisions o Relationship conflicts tend to stop group functioning, task conflict promote group functioning rd o A 3 type of conflict is process conflict o Process conflict is the disagreements about aspects of how task accomplishment will proceed Forms of conflict Conflict is visible in many different forms and they are www.notesolution.com
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