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Chapter 9

BUS 272 Chapter Notes - Chapter 9: Culture Of Asia, Problem Solving, Small Power

Business Administration
Course Code
BUS 272
Lieketen Brummelhuis

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Bus 272 Chapter 9
Conflict only exist when it is perceived by the parties in it if no one is aware
of conflict then it generally doesnt exist. Conflict also involved opposition or
incompatibility and interaction between the parties
Conflict a process that begins when one party perceives that another party
has negatively affected or is about to affect something that the first party
cares about.
Conflict is based on perceptions
** conflict has both positive and negative effects **
Dysfunctional conflict that hinders the groups performance (general view
before 1970) ex: relationship conflict (affective)
Undermined relations, wasted human energy, more job dissatisfaction,
more turnover, more stress and less productivity and less information
Functional supports the goals of the group and improves its performance
(1970-1990s view) ex: constructive conflict (cognitive)
Energizes debate, re-examines assumptions, can lead to creativity and
can increase team cohesion
Task Conflict conflict over content and goals of the work Moderate levels
of TC are optimal
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Among Top Management
was positively associated with their performance
Among Lower Hierarchical
was negatively associated with their performance
Task conflict very LOW
Then people are not really engaged or addressing the
important issues
Task Conflict too HIGH
Infighting will quickly degenerate into
personality/relationship conflict
Relationship Conflict focuses on interpersonal relationship. This type of
conflict is the most DYSFUNCTIONAL.
If task conflict and relationship conflict are happening at the same time
then task conflict will most likely be negative
Personality of members matters if all individuals are high on openness
and emotional stability then they are better able to handle conflict.
Reasons: misunderstanding (based one gender, age, race culture) value
Process Conflict conflict over how work gets done. Revolves around
delegation and roles.
Conflict over delegation is often related to shirking and conflict over
roles can leave some members feeling marginalized. Process conflict
often becomes personalized and develops into relationship conflict
To understand conflict we need to consider its locus where the conflict
Dyadic conflict is conflict between two people
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Intragroup Conflict occurs within a group or team
For this kind of conflict its important that teams have a supportive climate
where mistakes are not penalized and everyone has each others back
Intergroup Conflict between groups of teams
Being at the core of the work group doesnt make you the best person
to manage conflicts with other groups
Intense intergroup conflict can be stressful to memebers and might affect the
way they interact high level of conflict between teams causes individuals to
focus on complying with norms within their teams.
These conditions are necessary if conflict is to surface:
1. Communication
2. Structure and
3. Personal Variables
Communication can be a source of conflict through:
sematic difficulties, misunderstandings and noise in the
communication channels
Not listening to one another.
Too little or too much commincation can results in conflict
Conflict can be structural in nature which is when they are the consequences
of the requirements of the job more than consequences of personality
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