Organizational Behavior Ch14

Arbitrator

Who has the authority to dictate an agreement

Intergroup Conflict

conflict between groups or teams

Dyadic Conflict

conflict between two people

Dysfunctional Conflict

conflict that hinders the group performance

Functional Conflict

conflict that supports the goals of the group and improves its performance.

Task Conflict

is more likely negative if it occurs with relationship conflict

Conflict Management

is the resolution and stimulation techniques to achieve the desired level of conflict

Intragroup Conflict

occurs within a group or team

Relationship Conflict

refers to conflict based on interpersonal relationships

Task Conflict

refers to conflict over content and goals of the work

Process Conflict

refers to conflict over how work gets done

Roles

some group members feel marginalized

Fixed Pie

the belief that there is only a set amount of goods or services to be divided between or among the parties. A win-lose situation

Stage 3: Intentions

the decision to act in a given way It is a distinct stage because we need to infer other's intention so we can respond to his or her behavior

Intragroup Conflict

Nearly all the literature on research on task, relationship, and process conflict. For task conflict: group performance is higher if members are high on the need for achievement

Relationship Conflict

Always dysfunctional Friction and interpersonal hostilities inherent in this conflict increase personality clashes and decrease mutual understanding

Reputation

Being trustworthy matters Open doors of many forms of integrative negotiation strategies Building trust depends on behaving in an honest way across repeated interactions

BATNA

Best Alternative To a Negotiated Agreement

Compromising (Type of Intention)

Both parties are willing to give up something to resolve the conflict. No winner, no loser

Collaborating (Type of Intention)

Both parties desire to fully satisfies the concerns they have. Clarifying differences rather than by accommodating various points of view

constructive

Conflict is ________________ when it... improves the quality of decisions stimulates creativity and innovation encourages interest and curiosity provides the medium through which problems can be aired and tensions released fosters an environment of self-evaluation and change.

destructive

Conflict is ___________________ when it... raises discontent reduces group effectiveness threatens the group's survival

Superordinate goals

Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.

Appointing a devil's advocate

Designating a critic to purposely argue against the majority positions held by the group

Stage 2: Cognition and Personalization

Employees perceive and feel that antecedent conditions exist

Expansion of resources

Expanding the supply of a scarce resource (for example, money, promotion, opportunities, office space).

Personal Variable

High in disagreeableness, neuroticism, or self-monitoring are positively related

openness

In cross-cultural negotiations, it is especially important that the negotiators be high in ____________________

Authoritative command

Letting management use its formal authority to resolve the conflict and then communicating its desires to the parties involved

Problem Solving

Meeting face to face for the purpose of identifying the problem and resolving it through open discussion

Dyadic Conflict

Member X and Y do not go along for any reasons Interpersonally Personality Values

cooperatively, competitively

Men negotiate more often than women do. Women negotiate _______________, while men do __________________

Behavior

_____________ includes statements, actions, and reactions made by the conflicting parties

Behavior

______________ does not always reflect a person's intention accurately

Collectivist

__________________ cultures see people as deeply embedded in social situations. They will avoid direct expression of conflicts, preferring indirect methods for resolving differences of opinion

Agreeable

___________________ individuals are cooperative, complaint, kind, and conflict averse

Negotiation

a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them

Delegation

around the perception that some employees are avoiding their assigned duties

Stages of the Negotiation Process:

Preparing and Planning Defining the Ground Rules Clarification and Justification Bargaining and Problem Solving Closure and Implementation

Restructuring the organization

Realigning work groups, altering rules and regulations, increasing interdependence, and making similar structural changes to disrupt the status quo.

Competing (Type of Intention)

Satisfying one's interests regardless of the impact on the other party

Integrative Bargaining

Seeks one or more settlements that can create a win-win solution. Preferable when intraorganizational behavior is considered Builds long-term relationships

Distributive Bargaining

Seeks to divide up a fixed amount of resources

Communication

Semantic difficulties, misunderstandings, and noise in the communication channels

conflict management

Successful ________________ ___________________ recognizes different approaches. E.g., attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues.

Diasagreement

Task conflict, relationship conflict, process conflict are all types of ______________

Stage 1: Potential Opposition or Incompatibility

The appearance of antecedent conditions that creates opportunities for conflict to arise

directly

The most disruptive conflicts are those that are never addressed __________________

Accommodating (Type of Intention)

The willingness of one party to place other party's interests above its own. Sacrificing to maintain the relationship

Communication Structure Personal Variables

Three categories of Potential Opposition

Task Conflict

Top management: positive relation with performance May not feel any threat of conflict because of their organizational roles Lower management: negative relationship with performance May feel higher level of threat of conflict because of their organizational roles

conflict

Opposition or incompatibility and interaction are needed to have a _______________.

Structure

Organizational structure that brings two people in conflict because of their job requirement Sales person makes sales on credit, while company credit manager regularly turns down the credit applications

Behavior

When we think about conflict, we basically talk about stage 4, i.e., __________________

Mediator

Who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives

Conciliator

Who provides an informal communication link between the negotiator and the opponent

Avoidance

Withdrawing from or suppressing the conflict.

Felt Conflict

emotional involvement in a conflict that creates anxiety, tension, frustration, or hostility

Compromise

might be your worst enemy in negotiating a win-win agreement. It reduces the pressure to bargain integratively

Loci of Conflict

3 types include Dyadic, Intragroup, Intergroup

Bringing in outsiders

Adding employees to a group whose backgrounds, values, attitudes, or managerial styles differ from those of present members.

Loci of Conflict

Another way to understand conflict is to consider its locus, or where the conflict occurs

Altering the structural variables

Changing the formal organization structure and the interaction patterns of conflicting parties through job redesign, transfers, creation of coordinating positions, and the like

More

Distributive Bargaining is __________ common than Integrative Bargaining because Opposing parties are not always open with their information Not sensitive to other party's needs and trust Not always flexible

Personal Variable

E.g., personality, emotions, values. High in disagreeableness, neuroticism, or self-monitoring are positively related.

cooperative, competitive

Groups with ________________ conflict styles and an underlying identification to group goals are more effective than groups with a more __________________ style

Compromise

Having each party to the conflict give up something of value

Intergroup Conflict

Individuals are important. Individual's position in his or her group and how he or she manages conflict between groups Group members should feel accountable

extraversion

Individuals high in __________________ are assertive and enthusiastic

Language

Many apparent conflicts are due to people using different ______________ to discuss the same general course of action

intentions

Many conflict escalates simply because we attribute wrong _______________ to the other.

Relationship

Parties in good relationships go beyond and think about what is best for the other party and the relationship they share

Cultures

People generally negotiate more effectively within ______________ than between them

Task Conflict

Personality matters High in openness to experience and emotional stability Increased group performance

Smoothing

Playing down differences while emphasizing common interests between the conflicting parties

Relationship Conflict

Psychologically exhausting Very problematic to employees who are new to organizations Relying on coworkers to learn information about the job

Process Conflict

Revolves around delegation and roles Often becomes highly personalized Turns into relationship conflict

Stages of Conflict Process

Stage 1: Potential Opposition or Incompatibility Stage 2: Cognition and Personalization Stage 3: Intentions Stage 4: Behavior Stage 5: Outcomes

Avoiding (Type of Intention)

The desire to withdraw from or suppress a conflict Ignoring a conflict and trying to stay away from other who they disagree with

Communication

Using ambiguous or threatening messages to increase conflict levels.

Altering the human variable

Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict.

Bargaining

We use the terms negotiation and ______________________ interchangeably

Conflict

____________ is a perception.

Anger

____________ works if one party has more power than the other

Conflict

a process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about.

Perceived Conflict

awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise