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RSM260H1 (43)
Chapter 7

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Department
Rotman Commerce
Course
RSM260H1
Professor
Christianson
Semester
Winter

Description
CHAPTER 13: CONFLICT AND STRESS 1. Define interpersonal conflict and review its causes in organizations Interpersonal conflict: process that occurs when one person, group frustrates the goal attainment of another CAUSES OF CONFLICT: Group identification and intergroup bias  people have tendency to develop positive views of their own group and less of the “out group”  self-esteem causes intergroup basassociating self with success and excluding from failure Interdependence  individuals are mutually dependent on each other to accomplish their own goalspotential for conflict  Often provides a good basis for collaboration thru mutual assistance Difference in Power, Status, and Culture  If dependence is not mutual, potential for conflict increases  Status differences produce little impetus for conflict when people of lower status are dependent of higher  Sometimes lower status gives order to higerresent this reversal of roles  Clash in beliefs and values can result in conflicts Ambiguity  ambiguous goals, jurisdictions, or performance criteria can lead to conflict  difficult to accurately assign praise for good outcomes or blame for bad outcomes  frequent cause of conflict between managers and employees Scarce Resources Differences in power are magnified when resources become scarce 2. Explain the types of conflict and the process by which conflict occurs TYPES OF CONFLICTS: Relationship conflict: interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand  personality clashes Task conflict: disagreements about the nature of the work to be done Process conflict: disagreements about how work should be organized and accomplished PROCESS OF CONFLICTS:  “winning” the conflict becomes more important than developing a good solution to the problem  Parties begin to conceal info from each other or pass distorted info  Each side becomes more cohesive  strict conformity is expected  Opposite party is negatively stereotyped, while one’s own position is boosted  More aggressive people who are skilled at engaging in conflict may emerge as leaders 3. Discuss the various modes of managing conflict Avoiding: low assertiveness of one’s own interests and low cooperation with the other party Accommodating: cooperate with the other party, while not asserting own interest Competing: maximize assertiveness for own position and minimize cooperative responses Compromise: combines intermediate levels of assertiveness and cooperation Collaborating: maximizes both assertiveness and cooperation4. Review a range of negotiation techniques Negotiation: decision making process among interdependent parties who do not share identical preferences Distributive negotiation: win-lose negotiation in which a fixed amount of assets is divided between parties Integrative negotiation: win-win negotiation that assumes that mutual problem solving can enlarge the assets to be divided between parties NEGOTIATION TACTICS: Copious information exchange: Give away some noncritical info to the other party to get the ball rolling Framing difference as opportunities:
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