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MGHB02H3 (269)
Chapter 13

chapter 13 summary

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

Description
Page 1 of 9 Questions and Exercises prepared by Alan Saks. I. What Is Conflict? Interpersonal conflict is a process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another. In its classic form, conflict often involves antagonistic attitudes and behaviours such as name calling, sabotage, or even physical aggression. II. Causes of Organizational Conflict It is possible to isolate a number of factors that contribute to organizational conflict. A. Group Identification and Intergroup Bias This is the tendency of people to develop a more positive view of their own in-group and a less positive view of out-groups of which they are not a member. This tendency appears to develop even when group membership is essentially arbitrary. The best prognosis is that people who identify with some groups will tend to be leery of out-group members. B. Interdependence When individuals or subunits are mutually dependent on each other to accomplish their own goals, the potential for conflict exists. The potential for the abuse of power in such relationships and the on-going need for coordination are both potential problem areas. C. Differences in Power, Status, and Culture Conflict can erupt when parties differ significantly in power, status, or culture. Power. If dependence is not mutual, but one-way, an imbalance in power can arise and the potential for conflict increases. Status. Status differences have the greatest potential for conflict when a reversal of expected roles occurs; that is, when a high status person like an executive, finds themselves being educated on computer usage by their administrative assistant. Some executives are defensive about this reversal of roles. Culture. When two or more very different cultures develop in an organization, the clash in beliefs and values can result in overt conflict. D. Ambiguity Ambiguous goals, jurisdictions, or performance criteria can lead to conflict. Under such ambiguity, the formal and informal roles that govern interaction break down and it may be difficult to determine responsibility. Ambiguous performance criteria are a frequent cause of conflict between managers and employees. E. Scarce Resources www.notesolution.com
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