Chapter 13

approaches to negotiation

1) psychological: individual differences 2) contextual: situational characteristics 3) mathematical: game theory 4) behavioral: cognitive approaches

norming

acceptance of rules, "unity"

inter

between

task specialist role

concentrating on getting the groups task accomplished

conflict between the organization and its environment

conflict with competition, conflict with consumer groups, conflict with employees

intrarole conflict

conflicting demands from different sources

conflict

disagreement among 2 or more individuals, groups, or organizations

person-role conflict

discrepancy between role requirements and an individuals values

role overload

expectations for the role exceed the individual's capabilities

The development of a role

expected role sent role perceived role enacted role

the development of a role

expected role, sent role, perceived role, enacted role

cohesiveness

extent to which one's loyal to the group/team/organization

cross-functional team

form of task group, formed across other groups; people pulled from different functions to work together

socialization

generalized norm conformity that occurs as a person makes the transition from being an outsider to being an insider

task group

group created by the organization to accomplish a relatively narrow range of purposes with a stated or implied time horizon

team

group of workers functioning as a unit with little supervision to carry out work-related tasks, functions, and activities

factors that decrease cohesiveness

group size, disagreement on goals, intragroup competition, domination, unpleasant experiences

Why do people join groups/teams?

instrumental benefits, group activities, interpersonal attraction, need satisfaction, group goals

intergroup conflict

interdependence, differing beliefs/perceptions, competition for scarce resources

factors that increase cohesiveness

intergroup competition, personal attraction, favorable evaluation, agreement on goals, interaction

3 causes of conflict

interpersonal conflict, intergroup conflict, conflict between the organization and its environment

functional group

is a permanent group created by the organization to accomplish a number of organizational purposes with an unspecified time horizon

storming

members develop group structure and patterns of interaction; no unity/chaos

performing

members enact roles and direct effort toward attainment and performance

forming

members get acquainted and test interpersonal behaviors

norm variation

norms differ from one another

norm generalization

norms of one group cannot always be generalized to another group

role conflict

occurs when the messages and cues composing the sent role are clear but contradictory or mutually exclusive

informal group

or interest group, created by its own members for purposes that may or may not be relevant to organizational goals, has an unspecified time horizon

roles

part an individual plays in helping the group reach its goals

virtual team

people working together online

perceived role

perceives the sent role to mean

role ambiguity

person unclear about what's expected from them

interpersonal conflict

personality crash, differing beliefs/perceptions, competitiveness

negotiation

process in which 2 or more parties reach agreement on an issue even though they have different preferences regarding that issue

socioemotional role

providing social and emotional support to others on the team

interrole conflict

result of a conflict between roles

What are the 3 types of teams?

self-managed, cross-functional, high performance

departments

similar functions grouped together

intrasender conflict

single source sends clear but contradicting messages

norm

standard of expected behavior that the group or team accepts of its members

methods for managing conflict

stimulating conflict, controlling conflict, resolving/eliminating conflict

sent role

the messages and cues that members use to communicate the expected role to the individual

group

two or more people who regularly interact to accomplish a common purpose or goal

expected role

what other members of the team expect the individual to do

enacted role

what the individual actually does in the role

intra

within

resolving and eliminating conflict

-avoid conflict -convince conflicting parties to compromise -bring conflicting parties together to confront and negotiate conflict (requires dialogue and maturity) -smoothing

controlling conflict

-expand resource base -enhance coordination of interdependence -set superordinate goals -match personalities and work habits of employees

stimulating conflict

-increase competition among individuals and teams -hire outsiders to shake things up -change established procedures

5 stages of group development

1) Forming 2)Storming 3)Norming 4)Performing 5)Adjourning