MANA 3318-Chapter 13
73. What are the different power networks as described by W.F.G. Mastenbroek?
According to W.F.G. Mastenbroek, individuals in organizations are organized into three basic types of power networks. - The first relationship is equal versus equal, in which there is a horizontal balance of power among the parties. The behavioral tendency is toward suboptimization; that is, the focus is on a win-lose approach to problems, and each party tries to maximize its power at the expense of the other party. - The second power network is high versus low, or a powerful party versus a less powerful party. Conflicts that emerge here take the basic form of the powerful individuals trying to control others, with the less powerful people trying to become more autonomous. - The third power network is high versus middle versus low. This power network illustrates the classic conflicts, role conflict and role ambiguity, felt by middle managers.
71. What are the different forms of conflict in organizations?
Conflict in an organization can take on any of several different forms that can mainly be sorted into two core groups: conflicts that occur at the group level and conflicts that occur at the individual level. Conflicts at each level can be further classified as either inter or intra. The prefix inter means "between," whereas the prefix intra means "within." Conflict at the group level can occur between organizations (interorganizational), between groups (intergroup), or within a group (intragroup).
68. Describe the positive effects of functional conflicts.
Conflict stems from disagreements or differences between two or more persons, groups, or organizations. The positive face of conflict is displayed in constructive conflict situations where new ideas are expressed, persons are motivated to change, creative problem solving emerges, underlying issues surface, and greater energy is brought to bear on a problem situation. When the outcome of a conflict situation is positive, conflict is healthy and constructive. In addition, functional conflict can improve working relationships because when two parties work through disagreements, they feel they have accomplished something together. By releasing tensions and solving problems in working together this way, they experience improved morale. Functional conflict can lead to innovation and positive change for the organization. Because it tends to encourage creativity among individuals, this positive form of conflict often translates into increased productivity.
75. Briefly explain the five styles of conflict management.
Managers have at their disposal five conflict management styles: avoiding, accommodating, competing, compromising, and collaborating. - Avoiding is a style low on both assertiveness and cooperativeness. Avoiding is a deliberate decision to take no action on a conflict or to stay out of a conflict situation. A style in which you are concerned that the other party's goals be met but relatively unconcerned with getting your own way is called accommodating. It is cooperative but unassertive. - Competing is a style that is very assertive and uncooperative. You want to satisfy your own interests and are willing to do so at the other party's expense. - The compromising style is intermediate in both assertiveness and cooperativeness because each party must give up something to reach a solution to the conflict. A win-win style that is high on both assertiveness and cooperativeness is known as collaborating. Working toward it involves an open and thorough discussion of the conflict and arriving at a solution that is satisfactory to both parties.
70. What are the structural factors that cause conflict in an organization?
The causes of conflict related to the organization's structure include specialization, interdependence, common resources, goal differences, authority relationships, status inconsistencies, and jurisdictional ambiguities.
69. What are the causes of conflicts that arise out of personal characteristics of those in a conflict?
The causes of conflict that arise from individual differences include skills and abilities, personalities, perceptions, values and ethics, emotions, communication barriers, and cultural differences.
74. What are the effective techniques of preventing and/or eliminating conflict within an organization?
The effective techniques of preventing and/or eliminating conflict within an organization are as follows: One method is to appeal to a superordinate goal—an organizational goal that is more important to both parties in a conflict than their individual or group goals. If the conflict's source is common or scarce resources, providing more resources may be a solution. Of course, managers working with tight budgets may not have the luxury of obtaining additional resources. Nevertheless, it is a technique to be considered. - In some cases, long-running severe conflict may be traced to a specific individual. In such cases, transferring or firing an individual could be the best solution, but only after due process. - Another way to resolve a conflict is to change the structure of the organization. This can be done by creating integrator roles, or by using cross functional teams. - Direct negotiations between departments with or without the aid of third-party or a mediator can be used. Integrative negotiation that focuses on win-win resolutions can also be attempted. Cultural and gender differences would also need to be acknowledged.
72. Briefly explain the types of intrapersonal conflict.
There are several types of intrapersonal conflict, including interrole, intrarole, and person-role conflicts. - Interrole conflict occurs when a person experiences conflict among the multiple roles in his or her life. One interrole conflict that many employees experience is work−home conflict, in which their role as worker clashes with their role as spouse or parent. - Intrarole conflict is conflict within a single role. It often arises when a person receives conflicting messages from role senders about how to perform a certain role. Person-role conflict occurs when an individual in a particular role is expected to perform behaviors that clash with his personal values.
38. is a withdrawal mechanism in which an individual's emotional conflicts are expressed in physical symptoms.
a. Conversion
31. Interventions such as activating central authority and clarifying common interests are most appropriate for interpersonal conflicts in which of the following power networks?
a. Equal versus equal
46. is a tendency to display behavior inconsistent with, or even opposite of, a conventionally held concept.
a. Stereotype reactance
23. Which of the following is true of defining moments?
a. They help people crystallize their values and serve as opportunities for personal growth.
48. In which of the following situations can the avoiding style of conflict management be used?
a. When an issue is trivial or more important issues are pressing
39. In the context of conflict resolution, is delaying action on a conflict by buying time, usually by telling the individuals involved that the problem is being worked on.
a. administrative orbiting
18. All of the following are positive consequences of intergroup conflict except: a. decreased communication. b. decreased member detachment. c. increased task focus. d. increased group loyalty.
a. decreased communication.
47. In the context of negotiation, is the approach in which the parties' goals are not seen as mutually exclusive, but the focus is on both sides achieving their objectives.
a. integrative negotiation
21. When a child gets sick at school, the parent often must leave work to care for the child. This would be an example of:
a. interrole conflict.
26. A technique that is effective in managing intrapersonal conflict is:
a. role analysis.
4. Conflict can be functional, or a positive force, in all of the following situations except: a. when it places the focus on the conflict itself and the parties involved. b. when it stimulates creativity out of a friendly rivalry. c. when it causes individuals or groups to better understand their contribution to the organization. d. when it motivates people to change.
a. when it places the focus on the conflict itself and the parties involved.
15. is a personality trait in which a person ignores the interpersonal aspects of work and the feelings of colleagues.
b. Abrasiveness
24. challenge individuals to choose between two or more things in which they believe.
b. Defining moments
2. is the ability to see life from another person's perspective.
b. Empathy
27. A dissatisfied customer feels that she has been defrauded by an individual salesperson. As a result, she confronts this salesperson angrily and demands a refund. Which form of conflict has occurred in this situation?
b. Interpersonal conflict
44. A negotiation approach where each party seeks to maximize its resources is called:
b. distributive bargaining.
3. The power not only to control emotions but also to perceive them is termed:
b. emotional intelligence.
35. A withdrawal mechanism that provides an escape from a conflict through daydreaming is known as:
b. fantasy.
22. A doctor asks a nurse to administer medication to a patient in a way that conflicts with the guidelines laid down by the hospital. This is an example of:
b. intrarole conflict.
10. Your company specializes in manufacturing precast concrete products and has collaborated with another company for the ironworks. You receive a complaint on a building's door jams, which had in fact been installed by the company you have collaborated with. This situation illustrates a conflict based on
b. jurisdictional ambiguity.
13. Two machine operators disagree over the cause of an equipment breakdown. One thinks that the machine was overworked, while the other thinks that the machine was being manhandled. This conflict is based on differences in:
b. perception.
20. When one's values conflict with his/her job demands, this is conflict.
b. person-role
33. Which of the following defense mechanisms takes the form of aggressive behavior directed at someone else who is not the source of a conflict?
c. Displacement
9. Which of the following are NOT structural factors in causing conflict?
c. Values and ethics
41. An ineffective technique for dealing with conflicts where an attempt is made to label or discredit an opponent is referred to as:
c. character assassination.
36. In the context of defense mechanisms, the tendency of an individual to make up for a bad relationship at home by spending more time at the office can be categorized as a(n) .
c. compromise mechanism
37. The mechanisms used by individuals to make the best of a conflict situation are considered:
c. compromise mechanisms.
40. A customer confronts a sales manager about a faulty product his organization sold to her. The sales manager tells her to file a complaint formally. She learns that she has to fill a complaint form which will be reviewed by the frontline staff and then passed on to the necessary authorities and that the whole procedure will take about 20-30 business days. In this scenario the company is using the technique of addressing conflicts.
c. due process nonaction
17. Conflict that occurs between teams in an organization is referred to as:
c. intergroup conflict.
16. The conflict that occurs between a company and a union during a strike is an example of:
c. interorganizational conflict.
43. Disagreements over wages and working conditions between a union and an employer are usually resolved through:
c. negotiations.
28. A conflict felt by middle managers where conflicting expectations are placed on the managers from their bosses and employees is termed as .
c. role conflict
5. You are supervising a work crew and you notice that the crew members have a high desire for conformity in the group. This behavior is repeatedly resulting in incorrect decision-making outcomes. In such a situation, you should: a. encourage territoriality in your work crew.
c. stimulate functional conflict in your work crew.
29. The behavioral tendency associated with an equal versus equal power relationship is:
c. suboptimization.
49. Which of the following styles of conflict management results in both parties (persons or groups) to the dispute giving something up to reach an understanding?
d. Compromising
42. is a competitive, or win-lose, approach to negotiations, in which the goals of one party are in direct conflict with the goals of the other party.
d. Distributive bargaining
50. When two departments are in conflict but are also facing a common threat, the management is most appropriate.
d. collaborating
11. Two departments in a university are engaged in a conflict because one had its budget cut. This is an example of conflict based on:
d. common resources.
45. The strategy of conflict management is founded on the potential for win-win outcomes, honest communication, trust, openness to risk and vulnerability, and the notion that the whole may be greater than the sum
d. cooperative
30. A problem associated with the equal versus equal power networks is:
d. covert fighting for positions.
19. To avoid dysfunctional conflicts in virtual teams, a manager should:
d. ensure that the tasks of the virtual teams fit their methods of interacting.
32. A defense mechanism in which an individual continues dysfunctional behavior that will clearly not solve a conflict is known as:
d. fixation.
6. A key to recognizing a dysfunctional conflict is that:
d. it is often emotional or behavioral in origin.
34. When a person continually responds pessimistically to attempts at solving a problem, the person is displaying a defense mechanism called:
d. negativism.
25. Person-role conflicts:
d. occur when individuals are expected to perform behaviors that clash with their beliefs or values.
12. At a public hospital there is one doctor for neurology, one for cardiology, and another for orthopedics. The structural cause for conflict between these individuals would be:
d. specialization.
7. As a manager, your ability to diagnose conflict as good or bad is contingent upon your looking at all of the following except:
d. the occurrence of groupthink.
1. EI is defined as:
d. the power to control one's emotions and perceive emotions in others.
8. One occasion in which managers should work to stimulate functional conflict is when:
d. there is an occurrence of groupthink.
14. The key to managing conflict in a multicultural workforce is:
d. to incorporate diversity training.
