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Western University
Management and Organizational Studies
Management and Organizational Studies 2181A/B
Victoria Digby

Chapter ThirteenConflict and StressWhat is ConflictInterpersonal conflict is the process that occurs when one person group or organizational subunit frustrates the goal attainment of anotherConflict often involves antagonistic attitudes and behaviours Causes of Organizational Conflict1 Group ID and Intergroup Bias People develop a more positive view of their own ingroup and a less positive view of the outgroup2 InterdependenceWhen individuals or subunits are mutually dependent on each other to accomplish their own goals the potential for conflict existsWhybw the parties so they can coordinate their interestsIt necessitates interactionthis could result in conflictEach party has some power over the othereasy for one side to abuse its power and create antagonism3 Differences in Power Status and Culture Powerif dependence is not mutual but oneway the potential for conflict increasesStatusif employees of lower status are giving orders to higher status people conflict will likely occur Culture when two or more very different cultures develop in an organization the clash in beliefs and values can result in overt conflict4 Ambiguity Formal and informal rules that govern interaction break down Difficult to assign praise for good outcomes or blame for bad outcomes Ambiguous performance criteriacause of conflict bw managers and employees 5 Scarce Resources Can turn latent or disguised conflict into overt conflict Types of Conflict Relationship conflict interpersonal tensions among individuals that have to do with their relationship per se not the task at hand eg personality clashesTask conflict disagreements about the nature of the work to be done eg different opinions about goals or technical matters Process conflict disagreements about how work should be organized and accomplished eg responsibility authority resource allocation who should do what Modes of Managing ConflictAvoiding Low assertiveness of ones own interests and low cooperation with the other partyHiding your head in the sandusually not very effectiveAccommodatingOne cooperates with the other party while not asserting ones own interests Effective when you are wrong the issue is more important to the other party or you want to build good will
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