Management Final CH 13

Causes of Conflict Between and Organization and its Environment

1. Conflict with consumer group 2. Conflicts between government agencies and manufacturers or suppliers 3. Conflict between managers and workers 4. Interorganizational conflict- between two organizations.

Role Development

1. Expected Role: What other members expect one to do 2. Sent Role: Messages used by other members to communicate the expected role. 3. Perceived Role: What one perceives of the sent role. 4. Enacted Role: What the individual actually does in the role.

Stages of Group and Team Development

1. Forming: members get acquainted and test interpersonal behaviors. 2. Storming: Members develop group structure and patterns of action. 3. Norming: Members share acceptance of roles and a sense of unity. 4. Performing: Members enact roles and direct efforts toward attainment of performance.

Types of Groups and Teams

1. Functional Group 2. Informal/Interest Group 3.Task Group

Factors that Reduce Cohesiveness

1. Group size 2. Disagreement on goals 3. Intragroup competition 4. Domination 5. Unpleasant experiences.

Causes of Intergroup Conflict

1. Increased Interdependence 2. Incompatible Goals 3. Competition for Scarce Resources

Approaches to Negotiation

1. Individual Differences: Demographics, personality traits -negated by situational factors 2. Situational Characteristics: Context, type of communication, potential outcomes, relative power of parties, time frame, number of people in each party, presence of other parties -many factors beyond negotiator's control 3. Game Theory: Behavioral economists use math models to predict negotiation outcomes, every outcome is analyzed with probabilities and numerical outcomes reflecting preferences for each outcome. -tedious, assumes negotiators are rational 4. Cognitive Approach: Recognizes that negotiators depart from perfect rationality in negotiations and try to predict how and when they will do so. -includes escalation of commitment to previous course of action, overreliance on readily available info, assuming there will be fixed-sum outcomes, and anchoring negotiation in irrelevant info.

Factors that Increase Cohesiveness

1. Intergroup competition 2. Personal attraction 3. Favorable evaluation 4. Agreement on goals 5. Interaction

Why do people join groups and teams?

1. Interpersonal Attraction: People are attracted to each other through similar attitudes, personalities, and life experiences. 2. Group Activities: Activities of a group appeal to people. 3. Group Goals: People join a group to subscribe to its goal. 4. Need Satisfaction: Satisfies affiliation need. 5. Instrumental Benefits: Membership provides other benefits like help with getting a job.

Relationships Between Performance Norms and Cohesiveness

1. Low Cohesiveness + High Performance Norms= Moderate Performance 2. Low Cohesiveness + Low Performance Norms= Low Performance 3. High Cohesiveness + High Performance Norms= High Performance 4. High Cohesiveness + Low Performance Norms= Lowest Performance

Causes of Interpersonal Conflict

1. Personality Clash 2. Differing Beliefs or Perceptions of the Company

Types of Teams

1. Problem-Solving 2. Management 3. Work 4. Virtual 5. Quality

Characteristics of Groups and Teams

1. Roles 2. Norms 3. Cohesiveness

Methods for Managing Conflict

1. Stimulate Conflict: increase competition, hire outsiders, change procedures 2. Control Conflict: Expand resource base, enhance coordination of interdependence, set superordinate goals, match employee work habits and personalities 3. Resolve and Eliminate Conflict: Avoid conflict, convince conflicting parties to compromise, bring conflicting parties together to confront conflict

Conflict

A disagreement among two or more people, groups, or organizations.

Team

A form of task group of workers that function as a unit with little or no supervision and carry out work-related tasks.

Role

A part played by an individual to help a group reach its goal.

Functional Group

A permanent group created by the organization to accomplish a number of goals without a specified time horizon.

Informal Leader

A person engaged in leadership activities but not formally recognized.

Role Structure

A set of defined roles and interrelationships among roles that members define and accept.

Formal Leader

Appointed by the organization or elected by the group.

Role Ambiguity

Arises when sent role is unclear.

Interpersonal Problem Solving

Bringing parties together to confront the conflict.

Virtual Teams

Comprised of people from remote worksites who work together online.

Informal/Interest Group

Created by its own members for a purpose that may or may not be relevant to the organization and does not have a specified time horizon.

Task Group

Created by the organization to accomplish a narrow range of purposes within a specified or implied time horizon.

Norm Conformity

Determined by group factors, initial stimulus, individual traits and situational factors.

Smoothing

Minimizing conflict and telling people things will "get better".

Socialization

Norm conformity that occurs as someone transitions from outsider to insider.

Norm Variation

Norms can vary between group members.

Role Conflict

Occurs when messages and cues of the sent role are contradictory. -interrole conflict: conflict between roles -intrarole conflict: conflicting demands of different sources in the same role -intrasender conflict: single source sends clear but contradictory messages -person-role conflict: a discrepancy between role demands and personal values

Norm Generalization

One group's norms can not be generalized to another.

How do teams benefit organizations?

Organizations can capitalize on knowledge, reduce bureaucracy, and increase flexibility and responsiveness.

Role Overload

Role expectations exceed one's capabilities.

Norm

Standards of behavior the group accepts and expects from members.

Compromise

Striking a middle-range position between two extremes.

How do teams benefit workers?

Teams allow employees to have more responsibility, authority, and decision-making freedom.

Cohesiveness

The extent to which members are loyal and committed to the group, closely identify and want to remain with the group.

Negotiation

Two or more people reach an agreement on an issue even though they have different preferences regarding the issue.

Group

Two or more people who interact regularly to accomplish a common goal.

Alternative Dispute Resolution

Using a team of employees to arbitrate conflict.