Textbook Notes (368,107)
Canada (161,650)
MGHB02H3 (269)
Chapter 13

Chapter 13 Notes

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Management (MGH)
Julie Mc Carthy

Chapter 13 Conflict and Stress Notes What is Conflict? N interpersonal conflict process that occurs when person, group, or organizational subunit frustrates goal attainment of another N in its classic form, conflict often involves antagonistic attitudes and behaviours N as for attitudes, the conflicting parties might develop a dislike for each another, see each other as unreasonable, or develop negative stereotypes of their opposites (so group 1 might develop a stereotype for group 2) N antagonistic behaviour might include name calling, sabotage, or even physical aggression Causes of Organizational Conflict N it is possible to isolate a number of factors that contribute to organizational conflict: group identification and intergroup bias; interdependence; differences in power, status, and culture; ambiguity; and scarce resources Types of Conflict N relationship conflict interpersonal tensions among individuals that have to do with their relationship per se, not task at hand N task conflict disagreements about the nature of the work to be done N process conflict disagreements about how work should be organized and accomplished N with work groups and teams, these three conflicts tend to be detrimental to member satisfaction and team performance N occasionally, some degree of task conflict might actually be beneficial for team performance, especially when the task is non- routine and requires a variety of perspectives to be considered and when it does not degenerate into relationship conflict Conflict Dynamics N a number of events occur when one or more of the causes of conflict take effect N specifically, when conflict begins, the following events are usually seen to transpire: o Winning the conflict becomes more important than developing a good solution to the problem at hand. o The parties begin to conceal information from each other or to pass on distorted information. o Each side becomes more cohesive. Deviants who speak of conciliation are punished, and strict conformity is expected. o Contact with the opposite party is discouraged except under formalized, restricted conditions. o While the opposite party is negatively stereotyped, the image of ones own position is boosted. o On each side, more aggressive people who are skilled at engaging in conflict may emerge as leaders. Modes of Managing Conflict N avoiding a conflict management style characterized by low assertiveness of ones own interest and low cooperation with the other party; can provide some short-term stress reduction, but does not change the situation N accommodating conflict management style in which one cooperates with other party while not asserting ones own interests N competing a conflict management style that maximizes assertiveness and
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