MGMT 2103 Exam 2

Desired Outcomes of Conflict Management:

-Agreement -Stronger relationships -Learning

A _______ Negotiation usually involves a single issue -a "fixed-pie" -in which one person gains at the expense of another

Distributive -"dividing the pie"/"win-lose" -This "win-lose" approach is arguably the most common

The tendency for individual effort to decline as group size increases is known as _______ _______

Social Loafing -Free riders (loafers) produce low quality work, cause others to work harder, and distract or disrupt the work of other team members

Organizational Functions of Formal Groups:

-Accomplishing complex, interdependent tasks that are beyond the capabilities of individuals -Generating new or creative ideas or solutions -Providing problem-solving mechanisms for complex problems requiring various information

Best practices for effective virtual teams:

-Adapt communications -Share the love -Develop productive relationships -Partner -Availability -Pace -Updates -Select the right people -Communication skills are essential

Step 4: Implement and Evaluate the Solution

-After implemented, the stakeholders need to evaluate how effectively the solution solves the problem -An effective solution eliminates or reduces significantly the difference between the actual and the desired solution -If the solution fails, then we return back to stage 1 -The process continues until all feasible solutions have been tried or the problem has been changed

Actions for Effective Team Building:

-Break the ice: have each member share relevant details about their experiences -Don't reinvent the wheel: ask team members what has worked in the past -Communicate a purpose and a plan: clearly explain the purpose of the team and the plan -Play to strengths: match individual members' skills to responsibilities and goals -Clarify decision making: clarify how you approach decision making in dealing with conflicts

Five Keys to High Team Performance

-Charters and Strategies -Team Composition -Capacity -Rewards -Effective Team Size

The Five Steps of the Added-Value Negotiation Process:

-Clarify Interests -Identify Options -Design alternative deal packages -Select a deal -Perfect the deal

Charters and Strategies of High Team Performance:

-Clear understanding of why the team was formed -Charters describe how the team will operate -how the team will meet its goals -Team strategies are deliberate plans that outline what exactly the team is to do (goal setting, roles, tasks, and responsibilities)

How In-Group Members View Themselves:

-Collection of unique individuals -Positively and morally correct

How to handle Intergroup Conflict:

-Contact Hypothesis -Conflict Reduction -Creating Psychologically Safe Climate

Five common teamwork competencies:

-Contributes to the team's work, is a team player: committed, collaborative, competent -Constructively interacts with team members -Keeps team on track -Expects quality work -Possesses relevant knowledge, skills, and abilities for team's responsibilities

Team Composition of High Team Performance:

-Describes the collection of jobs, personalities, knowledge, skills, abilities, and experience of the team members -The members' competencies should be complementary -Characteristics' fit facilitates team effectiveness

Step 1: Identify the problem or opportunity

-Determine the actual versus the desired situation -An opportunity represents a situation in which there are possibilities to do things that lead to results that exceed goals and expectations

Anti-Bullying Strategies for Groups and Organizations:

-Develop a workplace bullying policy -Encourage open and respectful communication -Develop a clear procedure for handling complaints about bullying -Identify and model appropriate ways for people to interact with colleagues -Develop and communicate a system for reporting bullying -Identify and resolve conflicts quickly and fairly to avoid escalation -Determine the situations, policies, and behaviors that are likely to cause or allow bullying to occur -Provide training to employees regarding how to manage conflict -Establish and enforce clear consequences for those that engage in bullying -Monitor and review employee relationships with particular attention to fairness

Disadvantages of Virtual Teams:

-Difficult to establish cohesion, work satisfaction, trust, cooperative behavior, and commitment to team goals -Cultural differences -Differences in local laws and customs -Lack of nonverbal cues -Lack of collegiality

Examples of Maintenance Roles:

-Encourager: fosters group solidarity by accepting and praising various points of view -Harmonizer: mediates conflict through reconciliation or humor -Compromiser: helps resolve conflict by meeting "halfway" -Gatekeeper: encourages all group members to participate -Standard Setter: evaluates the quality of group processes -Commentator: records and comments on group processes/dynamics -Follower: serves as passive audience

Nonrational Models of Decision Making:

-Explains how managers ACTUALLY make decisions -Basic assumptions: decision making is uncertain, managers do not possess complete information, managers struggle to make optimal decisions -Two nonrational decision making models: Simon's Normative Model and Intuition Model

Rational Model of Decision Making:

-Explains how managers SHOULD make decisions -Basic assumptions: managers are completely objective and managers possess complete information -Decisions made following the rational decision making process demonstrate excellent logic and optimize the organization's best interests

Stronger Relationships outcome of Conflict Management

-Good agreements enable conflicting parties to build bridges of goodwill and trust for future use -Conflicting parties who trust each other are more likely to keep their end of the bargain

What's Good and Bad about the Rational Model?

-Good: Quality- follows logically from knowledge and expertise Transparency- reasoning is transparent and able to be scrutinized Responsibility- discourages decider from acting on suspect considerations -Bad: Not having complete info Leaving emotions out Honestly and accurately evaluating alternatives Limit of time and resources People may be unwilling to implement and support decisions

Norms are reinforced for many purposes including:

-Group/Organizational survival -Clarification of behavioral expectations -Avoidance of embarrassment -Clarification of central values/unique identity

Tips for Managing Emotions in Negotiations:

-Ideal Emotions: how do you want to feel going into the negotiation? -Managing Emotions: what can you do in advance to put yourself in the ideal emotional state? -Hot Buttons: what can throw you off balance? -Keeping Balance: how will you regain balance if lost? -Emotions After: how do you want to feel when you're finished?

Effective Team Size of High Team Performance:

-Ideal size is 5-8 people per team; 10 is the maximum -People in smaller groups are more engaged, work harder, and tend to build relationships -In larger groups phenomena such as free-riding and having too many ideas are common -The most effective team size depends on the task at hand, usually 10 or fewer is ideal

Common causes of Conflict:

-Informational Factors: do both parties have the same information? -Perceptual Factors: example, boss tells two employees on a report. The boss says that all the information probably cannot be covered in less than 5 pages. One employee views this as 5 pages, the other as more than 5 pages -Role Factors: feeling that your role within the organization is being compromised -Environmental Factors: scarcity of resources -Personal Factors: incompatible personal values or personalities

Examples of Task Roles:

-Initiator -Recorder -Information Seeker/Giver -Opinion Seeker/Giver -Elaborator -Coordinator -Orienter -Evaluator -Energizer -Procedural Technician

Styles of Handling Conflict:

-Integrating (problem solving): interested parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution -Obliging (smoothing): people with an obliging style tend to show low concern for themselves and a great concern for others. They tend to minimize differences and highlight similarities to please the other party -Dominating: those with a dominating style have a high concern for self and low concern for others, often characterized by "I win, you lose" tactics. The other party's needs are largely ignored -Avoiding: with an avoiding style, passive withdrawal from the problem and active suppression of the issue are common -Compromising: the compromising style is a give-and-take approach with a moderate concern for both self and others. Compromise is appropriate when parties have opposite goals or possess equal power

A group becomes a team when:

-Leadership becomes a shared activity -Accountability shifts from strictly individual to both individual and collective -The group develops its own purpose or mission -Problem solving becomes a way of life, not a part-time activity -Effectiveness is measured by the group's collective outcomes and products

How to guard against Social Loafing:

-Limit group size -Assure equity of effort -Hold people accountable -Offer hybrid rewards

Bullying:

-Most often evident to others -Affects even those that aren't bullied -e.g., studies show that employees who are aware of bullying of other colleagues are more likely to quit their jobs -Bullying has group-level implications (decreased group satisfaction and performance)

Two Basic Functions of Formal Groups:

-Organizational Functions -Individual Functions

Eight Characteristics of High Performing Teams:

-Participative leadership: Creating interdependency by empowering, freeing up, and serving others -Shared responsibility: All members feel as responsible as the manager -Aligned on purpose: Common purpose, clear understanding of why the team exists -High communication: Climate of trust and open communication -Future focused: view change as an opportunity for growth -Focused on task: e.g., meetings should be focused on tasks -Creative talents: apply individual talents and creativity -Rapid response: identify and act on opportunities

Advantages of Virtual Teams:

-Reduced real estate costs -Ability to leverage diverse KSAs over geography and time -Ability to share knowledge of diverse markets -Reduced commuting and travel expenses -Reduced work-life conflicts -Ability to attract and retain talent

Individual Functions of Formal Groups:

-Satisfying the individual's need for affiliation -Developing the individual's self-esteem and sense of identity -Provide a problem-solving mechanism for personal and interpersonal problems

Functional Conflict:

-Serves as an organization's interests -Constructive or cooperative conflict characterized by: consultative interactions, a focus on the issues, mutual respect, useful give and take

Step 3: Evaluate alternatives and select a solution

-Some criteria for evaluating alternatives and selecting a solution: Ethics- is it ethical? If not, don't consider it. Feasibility - if time is an issue, costs are high, resources are limited, or technology is needed, then the alternative is not feasible. Whether it removes the causes and solves the problem.

Tuckman's 5-Stage Model of Team Development:

-Stage 1: Forming -Stage 2: Storming -Stage 3: Norming -Stage 4: Performing -Stage 5: Adjourning

Rational Decision Making Steps:

-Step 1: Identify the problem or opportunity -Step 2: Generate alternative solutions -Step 3: Evaluate alternatives and select a solution -Step 4: Implement and evaluate the solution

How In-Group Members View Members of Other Groups

-Stereotype as being "all alike" -Negatively and immoral -As a threat -Exaggerate differences involving a distorted perception of reality

Rewards of High Team Performance:

-Team-based rewards (rather than individual) foster collaboration -Research shows that hybrid reward forms are most effective because they motivate both at the individual and the team level

Why and when should we use teams to perform tasks? When do teams make sense?

-Teams are more creative and innovate than individuals -Teams perform better when there are no individual "experts", teams can make better decisions than an individual acting alone -Teams create a context where people feel connected with each other, less stressed, and valued, as well as that they share a common fate

How are teams different from groups?

-Teams are task groups that have matured to the performing stage -Teams have common commitment -Teams assemble to accomplish a common task and require collaboration

Step 2: Generate alternative solutions

-The "exciting" part of decision making -Decision makers need to get creative, think outside the box, and share their ideas of how things should be done -Can use brainstorming -Need to slow down to evaluate a broader set of alternatives -Invest in studying a greater number of potential solutions

Dysfunctional Conflict:

-Threatens an organization's interests

Examples of Conflict Reduction:

-Work to eliminate specific negative interactions -Conduct team building and prepare cross-functional teams -Encourage and facilitate friendships via social events -Foster positive attitudes -Avoid or neutralize negative gossip

_____% of employees state that they have experienced incivility

98

Identify Options step of the Added-Value Negotiation Process:

A marketplace of value is created when the negotiating parties discuss desired elements of value (such as property, money, behavior, rights, and risk reduction)

Creating a Psychologically Safe Climate:

A shared belief held by team members that the team -Is a safe place for interpersonal risk taking -Captures a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up -Assure leaders are inclusive and accessible -Hire and develop employees who are comfortable expressing their own ideas and are receptive to those expressed by others -Celebrate and reinforce the value of differences between group members and their ideas

When the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship, it's a ______-______ _______ _______

Added-Value Negotiation Process

Clarify Interests step of the Added-Value Negotiation Process:

After each party identifies its tangible and intangible needs, the two parties meet to discuss their respective needs and find common ground for negotiation

Stage 3: Norming

Agreement and consensus are reached and the roles become clearer -A respected member, other than the leader challenges the group to resolve power struggles and questions about authority and power are resolved -Questions about power are best resolved through unemotional, matter-of-fact discussion -Group becomes cohesive -Increasing team member interactions and interdependence of work tasks help overcome conflict

Which of the following statements about conflict is NOT true? Dysfunctional conflict threatens an organization's interests People avoid conflict due to a fear of damaging relationships Functional conflict can promote creative problem solving All conflict is negative Organizations can suffer from either too little or too much conflict

All conflict is negative

Simon's Normative Model is guided by _______ _______ - the notion that decision makers are bounded or restricted by a variety of constraints when making decisions.

Bounded Rationality -Bounded by: Personal characteristics- limited capacity of the human mind, personality, and time constraints. Lack of internal resources- organization's human and social capital, financial resources, technology, plant, and internal processes and systems. Lack of external resources- things that organizations cannot control, such as employment levels, and government policies

Agreement outcome of Conflict Management

But at what cost? Equitable and fair agreements are best. An agreement that leaves one party feeling exploited or defeated will tend to breed resentment and subsequent conflict

Stage 4: Performing

Clear vision and purpose, focus on goal achievement -Activity is focused on problem solving -Contributors get work done without hampering others -Climate of open communication -Strong cooperation -Great deal of helping behavior

______ occurs when one party perceives that its interests are being opposed or negatively affected by another party

Conflict -An inescapable reality of organizational life -"perceives" -the sources of conflict can be real or imagined

_______ _______ are members' interactions aimed at working through task and interpersonal disagreements

Conflict Processes

_______ ________ are shared perceptions among team members about the intensity of disagreement over tasks (goals, ideas, and strategies) or relationships (personality clashes and interpersonal styles)

Conflict States

According to the _______ _______, the more members of different groups interact, the less intergroup conflict they will experience

Contact Hypothesis -Quality contact matters from the in-group's perspective

______ ______ entails identifying and choosing alternative solutions that lead to a desired state of affairs

Decision Making -Two models: Rational and Nonrational

Assigning someone the role of the critic is known as ______ ______

Devil's Advocacy

Fostering a Structured Debate of opposing viewpoints is known as _______ _______

Dialectic Method

Select a Deal step of the Added-Value Negotiation Process:

Each party analyzes deal packages proposed by the other party. Jointly, the parties discuss and select from feasible deal packages, with a spirit of creative agreement

True or False? Jessica is a member of a government task force. Her role is to encourage all team members to participate in meetings and to speak up. This helps in reducing groupthink and allows different viewpoints to be brought up in meetings. Jessica's role on the team is that of an initiator.

FAlse

______ is policies enabling employees to do their work from different locations besides the office

Flexspace

______ is flexible scheduling about when the work is expected to be completed (deadline) or during which particular hours of the day the employee will work

Flextime

______ ______ are assigned by the organization to accomplish specific goals

Formal Groups

Franco is part of a group which must resolve a quality control issue at his company. He is worried about what the group expects from him, and is not sure who is in charge. What stage of group development is the group likely in at this time? Forming Storming Norming Performing Adjourning

Forming

Learning outcome of Conflict Management

Functional conflict can promote greater self-awareness and creative problem solving

A set of expected behaviors for particular positions are ______ ______

Group Roles -Expected behaviors for members of the group as a whole People often play multiple roles. Each role that you play is defined partially by the expectations of that role

Francisco is part of a team at his work. He is responsible for refereeing conflicts on the team in order to prevent debates from getting out of hand. His role is: Recorder Initiator Harmonizer Gatekeeper

Harmonizer

_______ is any form of socially harmful behavior

Incivility -Such as: aggression, interpersonal deviance, social undermining, interactional justice, harassment, abusive supervision, bullying

______ ______ are made up of members' overriding purpose of getting together is friendship or a common interest

Informal Groups

A _______ Negotiation is where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation

Integrative -"win-win"

Conflict among work groups, teams, and departments is known as _______ ________

Intergroup Conflict -Two basic forms: Conflict States and Conflict Processes -In-Group Thinking -"Us vs Them". Too much cohesiveness can breed groupthink because the desire to get along pushes aside critical thinking.

Jeannie belongs to a formal work with established norms. All of the following would be considered norms for her group EXCEPT: Meetings always start on time Meetings are limited to two hours Jeannie's boss always mediates conflict through reconciliation or humor Members take turns bringing snacks No cell phones are allowed during the meeting

Jeannie's boss always mediates conflict through reconciliation or humor

Stage 1: Forming

Little agreement, unclear purpose, unclear roles -"ice-breaking" stage -Group members are uncertain about their roles -Mutual trust is low -Good deal of holding back to see who is in charge -Conflict is beneficial and leads to increased creativity

______ ______ foster supportive and constructive interpersonal relationships

Maintenance Roles -Keep the group together

______ is a give-and-take decision-making process involving two or more parties with different preferences

Negotiation

A ______ is an attitude, feeling, or action shared by two or more people that guide behavior

Norm -Help create order and allow groups to function more effectively -Usually unwritten and seldom discussed openly BUT they are powerful -Shared phenomena -Apply to group, team, or organizational level

The debate with formal and informal groups:

On the one hand personal relationships can foster productive teamwork. On the other hand, personal relationships can be a threat to productivity.

An interpersonal opposition based on personal dislike or disagreement is known as _______ _______

Personality Conflict -Sexual harassment and other forms of discrimination can grow out of personality conflicts -Critically important to identify and remedy these conflicts -when such conflicts are ignored or avoided, they often escalate

Stage 2: Storming

Power Struggles -Time of testing -Testing leader's policies and assumptions and how they fit into the power structure -Subgroups take shapes -Subtle forms of rebellion occur -Research shows that the reason many CEOs don't survive is because they never pass the storming phase

In conflict management the challenge is to manage conflict in a functional way, one such way is ______ ______

Programmed Conflict -Conflict that raises different opinions regardless of the personal feelings of the managers -Gets contributors to either defend or criticize ideas based on relevant facts rather than personal preference or political interest

Pablo, the COO at Happy Travel Agency, read some posts on Facebook concerning employees who were bullied at HTA. Pablo would like to correct the situation. He should do all of the following EXCEPT: Consider what it is like to be bullied Develop a workplace bullying policy Send an e-mail to all employees that names the employee being bullied and demand that it stops Communicate the social media policy to all employees Provide training to employees in conflict resolution

Send n e-mail to all employees that names the employee being bullied and demand that it stops

Flexspace and Flextime require the support of the immediate _______

Supervisor

______ ______ enable the group work to define, clarify, and pursue a common purpose

Task Roles -Keep the group on track

Stage 5: Adjourning

Task completed, feeling of achievement -Work is done -Group moves on to other things -Return to independence eased by rituals celebrating "the end" and "new beginnings" Leaders should emphasize valuable lessons learned

______ _______ is a host of techniques aimed at improving the internal functioning of work groups that strive for: greater cooperation, better communication, less dysfunctional conflict

Team Building

Capacity of High Team Performance:

Team adaptive capacity is important to meet changing demands and to effectively transition members in and out

Carol is the manager of the Marketing Department for Bells Corporation. She observed an employee group engaging in stereotyping other groups as being all alike. What is likely happening with this group? There are personality conflicts The group has become too cohesive The group views outsiders as friends Group members do not view the group as a safe place to express opinions

The group has become too cohesive

How to deal with work-family conflict?

The key is Work-Family balance -Begins at home -An employer's family-supportive philosophy/culture is more important than specific programs (even when the organization offers family-friendly programs if their culture doesn't support them, these programs will be ineffective) -Importance of work-life family balance varies across generations (family-friendly policies targeting different generational groups)

Perfect the Deal of the Added-Value Negotiation Process:

Together the parties discuss unresolved issues, develop a written agreement, and build relationships for future negotiations

_______ ______ work together over time and distance via electronic media to combine effort and achieve common goals

Virtual Teams

Design Alternative Deal Packages step of the Added-Value Negotiation Process:

While aiming for multiple deals, each party mixes and matches elements of value from both parties in workable combinations

Two or more freely interacting individuals who share norms and goals and have a common identity is known as a ______ ______

Work Group -Groups usually accomplish more than individuals

A small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable is a ______ ______

Work Team

______-______ _______ occurs when the demands or pressures from work and family are mutually incompatible

Work-Family Conflict -Two distinct forms: Work interference with family and Family interference with work -These two types of conflict can be social, or they can be cognitive

OB Specialists realized that conflict had both ________ and ________ outcomes and organizations could _______ from two much or too little conflict

positive, negative, suffer