OB%20BOXES%203

OB%20BOXES%203 - LECTURE 11: CONFLICT + STRESS Conflict...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
LECTURE 11: CONFLICT + STRESS 1 Conflict – opposing goals interfering with each party attaining own goals Causes of Org. Conflict: 1. Group identification + intergroup bias . desire to associate w. own group’s success/ distance self from failure . intergroup bias “in group vs out group” Intergroup bias due to: self-esteem issues – identify w. successes of own group/dissoc. w. outgroup failures enhances self-est. CAUSES OF ORG. CONFLICT 2 1. Group ID + intergroup bias (cont’d.) Identification in org based on: personal characteristics (race/gender) job function (sales/production job level (manager/nonmanager) 2. Interdependence – conflict from indiv/groups dependent on others to achieve goal ex. sales staff dependent on production . necessitates interaction between parties . implies one party has power over other Adv: provides good basis for collaboration CAUSES OF CONFLICT + STRESS 3 3. Conflict may erupt with differences in power, culture, status Power – if dependence not mutual – conflict incr. A needs collaboration of B to accomplish goal B does not need A’s assistance B - power over A; A nothing w. which to bargain Status – people w. lower status dependent on those w. higher status, occasionally lower status gives orders to higher – ex. restaurant – waiters give orders to cooks CAUSES OF CONFLICT + STRESS 4 3. (cont’d.) Culture – 2+ different cultures develop clash (beliefs/values) ex. hospital admin dev. culture centered on efficiency in collusion w. drs w. strong culture for excellent patient care 4. Ambiguity – ambiguous goals, jurisdictions, performance criteria 5. Scarce resources – due to limited budget, secretarial staff, computer time TYPES OF CONFLICT 5 . Relationship – i/p tensions between people re: relationship not task at hand . Task – disagreements about nature of work to be done . Process – disagreements about how work should be organized + accomplished CAUSES OF CONFLICT . winning more imp than dev good solutions . parties conceal info or pass distorted info . party becomes more cohesive . opposing party neg stereotyped, own image boosted APPROACHES TO CONFLICT 6 1. Avoidance (hide head in sand) lose-lose low assertiveness of own interests/low coop with other party Pro: issue trivial/info lacking/need downtime Con: avoid confrontation low coop/unassert./ lack of resolution 2. Accommodate (smoothing) win-lose cooperate w other party, not assert own int. Pro: issue more imp to other side/need goodwill time limited/harmony (stability) valued helps to maintain relationships Con: giving in may prove unproductive
Background image of page 1

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

View Full DocumentRight Arrow Icon
APPROACHES TO CONFLICT 7 3. Competing (forcing) win-lose maximize assertiveness for own position/minimize coop responses) Pro: beneficial if person has power, certain of facts, situation win-lose Con: may breed resentment/hostility 4. Compromise - compromise between compet. + accommodation (satisfice) rather than maximize (ex. plea bargain) Pro: rel maintained sensible reaction to conflict from scarce
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 08/06/2009 for the course MGCR MGCR-222 taught by Professor Suissa during the Winter '09 term at McGill.

Page1 / 9

OB%20BOXES%203 - LECTURE 11: CONFLICT + STRESS Conflict...

This preview shows document pages 1 - 3. Sign up to view the full document.

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