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