Textbook Notes (369,198)
Canada (162,457)
Commerce (379)
COMM 292 (97)
Chapter 9

COMM 292: Chapter 9

3 Pages

Course Code
COMM 292
Angela Kelleher

This preview shows page 1. Sign up to view the full 3 pages of the document.
COMM 292: Organizational Behaviour Chapter 9 Conflict Demand  A process that begins when one part perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about o From incompatible goals, differences over interpretations, disagreements, etc. Functional vs. Dysfunctional Conflict:  Functional conflict: conflict that supports the goals of the group and improves its performance  Dysfunctional conflict: conflict that hinders group performance  Cognitive conflict: conflict that is task-oriented and related to differences in perspectives and judgments  Affective conflict: conflict that is emotional and aimed at a person rather than an issue Sources of Conflict:  There are a number of conditions that can give rise to conflict o They don't have to be directly related to conflict Communication:  Conflict through semantic difficulties, misunderstandings, and noise in communication channels  Conflict increases with either too much or too little communication Structure:  Conflict related to the requirements of the job or the workplace more than personality  Size, specialization, and composition of the group act as forces to stimulate conflict  The greater the ambiguity in precisely defining where responsibility for actions lies, the greater the potential for conflict to emerge  Reward systems create conflict when one member's gain is at another's expense  Leadership style can create conflict if managers tightly control and oversee the work of employees, allowing employees little discretion in how they carry out tasks  The diversity of goals among groups is a major source of conflict  If one group is dependent on another, or if interdependence allows one group to gain at another's expense, opposing forces are stimulated Personal Variables:  There may be personal variables that you are not in agreement with that creates conflict o Includes the individual value system, and personality characteristics Conflict Resolution Conflict Management Strategies:  Forcing: imposing one's will on the other party  Problem solving: trying to reach an agreement that satisfies both one's own and the other party's aspirations as much as possible COMM 292: Organizational Behaviour  Avoiding: ignoring or minimizing the importance of the issues creating the conflict  Yielding: accepting and incorporating the will of the other party  Compromising: balancing concern for oneself with concern for the other part in order to reach a solution What Can Individuals Do to Manage Conflict:  Problem solving: request face-to-face meeting to identify the problem and resolve it  Developing overarching goals: creating a shared goal that requires both parties to work together  Smoothing: play down differences while emphasizing common interest with the other party  Compromising: agreeing with the other part that each will give up something  Avoidance: withdrawing from or suppressing the conflict Resolving Personality Conflicts:  A variety of factors lead to personality conflicts o Misunderstanding based on age, race, or cultural di
More Less
Unlock Document

Only page 1 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


Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


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.