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MGHB02H3 (268)
Chapter 13

Chapter 13 - Conflict and Stress

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University of Toronto Scarborough
Management (MGH)
Joanna Heathcote

Chapter 13Conflict and Stress What is ConflictInterpersonal conflictthe process that occurs when one person group or organizational subunit frustrates the goal attainment of anotherConflict involves antagonistic attitudes and behavioursConflicting parties might develop a dislike for each other and see each other as unreasonable and develop negative stereotypes of their opposites Causes of Organizational ConflictGroup Identification and Intergroup BiasPeople have a tendency to develop a more positive view of their own ingroup and a less positive view of the outgroup of which they are not a memberIntergroup bias occur bc selfesteem is probably a critical factorIdentifying with the successes of ones own group and disassociating oneself from outgroup failure boosts selfesteem and provides comforting feelings of social solidarityInterdependence When individuals or subunits are mutually dependent on each other to accomplish their own goals the potential for conflict existsIt necessitates interaction between the parties so that they can coordinate their interestsInterdependence implies that each party has some power over the other it is easy for one side or the other to abuse its power and create antagonismDifferences in Power Status and CulturePowerif dependence is not mutual the potential for conflict increasesStatusstatus differences provide little impetus for conflict when people of lower status are dependent on those of higher statusCultureclash in beliefs and values can result in overt conflictAmbiguity Ambiguous goals jurisdiction or performance criteria can lead to conflict under such ambiguity the formal and informal rules that govern interaction break downAmbiguous perf Criteria are a frequent cause of conflict between managers and employeesScarce ResourcesDifferences in power are magnified when resources become scarceTypes of ConflictRelationship conflictinterpersonal tensions among individuals that have to do with their relationship per se not the task at hand personality clashesTask conflictdisagreements about the nature of the work to be done differences of opinions about goals or technical matters Process conflictdisagreements about how work should be organized and accomplished disagreements about responsibility authority resource allocation and who should do whatIn the context of work groups and teams task relationship and process conflict tend to be detrimental to member satisfaction and team performance prevents cohesiveness Some degree of task conflict might be beneficial for team perf Especially when the task is no routine and requires a variety of perspectives to be considered and when it does not degenerate into relationship conflictConflict DynamicsWhen conflict begins we often see the following events transpire1
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