MGMT CHAPTER 18
Resolving and Eliminating Conflict
-Avoid Conflict -Convince conflicting parties to compromise -Bring conflicting parties together to confront and negotiate conflict
Controlling Conflict
-Expand Resource Base -Enhance coordination of interdependence -Set superordinate goals -Match personalities and work habits of employees
Stimulating Conflict
-Increase competition about individuals and teams -Hire outsiders to shake things up -Change established procedures WHAT YOU DID WITH BRE AND HUNTER. You stimulated conflict to reach a better solution
Why do people form informal or interest groups
-Interpersonal Attraction, they are attracted to one another - Group Goals -Need Satisfaction, to satisfy the need for affiliation -Instrumental Benefits
Conflict
A disagreement among two or more individuals or groups
Task Group
A group created by the organization to accomplish a relatively narrow range of purposes within a stated or implied time horizon
Team
A group of workers that function as a unit, often with little or no supervision, to accomplishing work-related tasks
Functional Group
A permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon
Informal leader
A person who engages in leadership activities but whose right to do so has not been formally recognized
Work Team
An increasingly popular type of team; work teams are responsible for the DAILY WORK OF THE ORGANIZATION; when empowerd, they are self-managed teams
Norms
Are standards of behavior that the group or team accepts for and expects of its members
Interpersonal Problem Solving
Bringing the parties together to confront the conflict
Intergroup Conflict
Conflict between two or more organizational groups is also quite common
Interpersonal conflict
Conflict between two or more people is almost certain to occur in any organization, given the great variety in perceptions, goals, attitudes, and so forth among its members
Interorganizational conflict
Conflict that arises between one organization and another
Management Team
Consists mainly of managers from various functions like sales and proaction; COORDINATES WORK AMONG OTHER TEAMS
Group
Consists of two or more people who interact regularly to accomplish a common purpose or goal
Informal or Interest Group
Created by its members for purposes that may or may not be relevant to those of the organization
Quality Team
Declining in popularity, quality circles, compromising workers and supervisors, meet intermittently to discuss workplace problems
Interrole Conflict
Example: If a person's boss says that one must work overtime and on weekends to get ahead, and the same person's spouse says that more time is needed at home
The Development of a Role (The role process)
Expected Role -> Sent Role -> Perceived Role -> Enacted Role
What are the stages of Group Development
Forming, Storming, Norming, Performing
Socialization
Generalized norm conformity that occurs as a person makes the transition from being an outsider to being an insider
What are the four primary approaches to negotiation
Individual Differences, Situation Characteristics, Game Theory, and Cognitive Differences
Storming
Members develop group structure and patterns of interations
Performing
Members enact roles and direct effort toward goal attainment performance
Forming
Members get acquainted and test interpersonal behavior.
Norming
Members share acceptance of roles and sense of unity
Problem Solving Team
Most popular type of team; comprises of knowledge workers who gather to solve a specific problem and then disband
Intrasender Conflict
Occurs when a single source sends clear but contradictory messages
Role Conflict
Occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive
Intrarole Conflict
Occurs when the person gets conflicting demands from different sources within the conflicting demands from different sources within the context of the same role SAME ROLE
Formal Leader
One appointed by the organization or chosen or elected by the members of the group
What are the 5 types of teams
Problem solving, Management Team, Work Team, Virtual Team, Quality Circle
Cognitive Approach
Recognizes that negotiations often depart from perfect rationality during negotiation; it tries to predict how and when negotiators will make these departures
Person-Role Conflict
Results from a discrepancy between the role requirements and the individuals personal values, attitudes, and needs
Virtual Teams
Teams comprised of people from remote worksites who work together online
Situational Characteristics
The context within which negotiation takes place
Cohesiveness
The extent to which members are loyal and committed to the group; the degree of mutual attractiveness within the group
Role
The parts individuals play in groups in helping the group reach its goals
Negotiation
The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issues.
Role Structure
The set of defined roles and interrelationships among those roles that the group members define and accept
Alternative Dispute Resolution
Using a team of employees to arbitrate conflict in this way
Game Theory
Using mathematical models to predict the outcome of negotiation situations.
Role Overload
When the expectations for the role exceed the person's capabilities
Role Ambiguity
When the sent role is unclear Example: Your instructor tells you to write a term paper but refuses to provide more information
Personality Clash
When two people distort each other's motives, dislike each other, or for some other reason simply cannot get along