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Chapter 13

Chapter 13 _ Conflict and Stress.pdf

7 Pages

Management (MGH)
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All Prof.

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Chapter 13Conflict and StressWhat is ConflictInterpersonal Conflict The process that occurs when one person group or organizational subunit frustrates the goal attainment of another Causes of Organizational Conflict Group Identification and Intergroup BiasPeople develop a more positive view of their own ingroup and a less positive view of the outgroupIntergroup biasselfesteem is a critical factor for its occurrenceattributing positive behaviour to your own work group boosts selfesteemGroupsclasses people identify withgroups based on 1 personal characteristics 2 job function or 3 job levelDifferences in groups might be accentuated by real differences in power opportunity clients serviced etcInterdependencePotential for conflicts exist when individualssubunits are mutually dependent on each otherSets stage for conflict because 1 it necessitates interaction between the parties so they can coordinate their interests and 2 each party has some power over the otherDifferences in Power Status and CulturePower Independence is not reciprocated one party has power over the other Dependence is not mutual it is onewayincreases potential for conflictStatus Socialized to expect those of lower status to be dependent on those of higher status Sometimes reversal of roles occurseg a waitress giving orders to a chefCulture Clash between cultures in an organization can result in conflictAmbiguityAmbiguous goals jurisdictions or performance criteria can lead to conflict Under such ambiguity the formal and informal rules that govern interaction break downIt might be difficult to accurately assign praiseblame when it is hard to see who was responsible for what Scarce ResourcesScarcity is a way of turning latent or disguised conflict into overt conflictTypes of ConflictRelationship Conflict Interpersonal tensions among individuals that have to do with their relationship per se not the task at hand Eg Personality clashes Task Conflict Disagreements about the nature of the work to be done Eg Differences in opinion about goals or technical mattersProcess Conflict Disagreements about how work should be organized and accomplished Eg Disagreements about responsibility authority resource allocation and who should do what The above conflicts are detrimental to member satisfaction and team performance These types of conflicts prevent the development of cohesiveness
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