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MGHB02H3 (269)
Chapter 13

Chapter 13 Notes

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Department
Management (MGH)
Course
MGHB02H3
Professor
Julie Mc Carthy
Semester
Fall

Description
Chapter 13 Conflict and Stress Notes What is Conflict? interpersonal conflict process that occurs when person, group, or organizational subunit frustrates goal attainment of another in its classic form, conflict often involves antagonistic attitudes and behaviours 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) antagonistic behaviour might include name calling, sabotage, or even physical aggression Causes of Organizational Conflict 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 relationship conflict interpersonal tensions among individuals that have to do with their relationship per se, not task at hand task conflict disagreements about the nature of the work to be done process conflict disagreements about how work should be organized and accomplished with work groups and teams, these three conflicts tend to be detrimental to member satisfaction and team performance 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 a number of events occur when one or more of the causes of conflict take effect 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
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