Exam 4 Notes

Exam 4 Notes - Exam 4 Notes: Conflict & Negotiation...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Exam 4 Notes: Conflict: Situations where incompatible goals, attitudes, emotions, or behaviors lead to disagreement between parties FUNCTIONAL CONFLICT: -A healthy, constructive disagreement b/w two or more people -Serves the organizations goals -Brings problems to the surface -Leads to new ideas -Stimulates creativity -Challenges status quo -Motivates change -Aimed at ideas DYSFUNCTIONAL: -An unhealthy, destructive disagreement b/w two or more people -Wasteful, Hostile, Doesn’t accomplish anything -Threatens organizations goal -Diverts energy from work -Wastes resources -Hurts group cohesion -Promotes interpersonal hostilities -Creates negative work environment -Aimed at people (accusing) CREATING FUNCTIONAL CONFLICT: -DEVILS ADVOCATE: Plays role of critic, points out all problems DIALECTIC METHOD: -One group presents pros, other group shows cons, debate ensues -It is rooted in the ordinary practice of a dialogue between two persons, each of whom holds a different view and wishes to persuade the other of his view. -The participants share at least some meanings and principles of inference in common, even if they do not agree. LEVELS OF CONFLICT: 1) INTRAPERSONAL CONFLICT: -Conflict that occurs within an individual -INTERROLE: Between 2 roles you have
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
-INTRAROLE: Within 1 role you have -PERSON-ROLE: ? 2) INTERPERSONAL CONFLICT: -Conflict that occurs b/w 2 or more individuals 3) INTRAGROUP CONFLICT: -Conflict that occurs w/in 2 groups or teams 4) INTERGROUP CONFLICT: -Occurs among members of different teams or groups 5) INTERORGANIZATIONAL CONFLICT -Occurs in the competition and rivalry that characterizes firms operating in the same markets -Occurs b/w unions and org’s employing their members - (Company vs. Union) 6) CROSS-CULTURAL CONFLICT: Between cultures CAUSES OF CONFLICT: STRUCTURAL FACTORS: -Specialization -Interdependence -Limited Resources -Goal Differences -Authority Relationships -Status Inconsistencies -Jurisdictional Ambiguities PERSONAL FACTORS: -Skills and abilities -Personalities -Perceptions -Values and Ethics -Emotions -Communication Barriers -Cultural Differences CONFLICT MGMT STYLES: 1) AVOIDING: -Low on assertiveness and cooperativeness -Deliberate decision to take no action on a conflict or to stay out of a conflict
Background image of page 2
-When parties are angry and need time to cool down, this method works best -Overuse results in negative evaluations from others in the work place 2) ACCOMODATING: -Low on assertiveness, high on cooperativeness -A style in which you are concerned that the other party’s goals be met but relatively unconcerned with getting your own way -Includes times you are wrong, or when the relationship is important -Managers who constantly defer to others may find that others lose respect for them -Your own needs are never met and they may lose self-esteem 3) COMPETING: -High on assertiveness, low on cooperativeness -You want to satisfy your own interests and are willing to do so at the other party’s expense -Works well in emergency situations where you need to put your foot down
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/23/2009 for the course BUS 341 taught by Professor St.lawerence during the Spring '08 term at Rhode Island.

Page1 / 14

Exam 4 Notes - Exam 4 Notes: Conflict & Negotiation...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online