Internet Notes-Ch.13

Internet Notes-Ch.13 - Chapter13 I.WhatIsConflict...

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Chapter 13 I. What Is Conflict? Interpersonal conflict  is a process that occurs when one person, group, or organizational  subunit frustrates the goal attainment of another. In its classic form, conflict often involves  antagonistic attitudes and behaviours such as name calling, sabotage, or even physical  aggression.  II. Causes of Organizational Conflict It is possible to isolate a number of factors that contribute to organizational conflict.  A. Group Identification and Intergroup Bias  This is the tendency of people to develop a more positive view of their own "in-group" and a  less positive view of "out-groups" of which they are not a member.  This tendency appears to develop even when group membership is essentially arbitrary. The  best prognosis is that people who identify with some groups will tend to be leery of out-group  members.  B. Interdependence  When individuals or subunits are mutually dependent on each other to accomplish their own  goals, the potential for conflict exists. The potential for the abuse of power in such relationships  and the on-going need for coordination are both potential problem areas.  C. Differences in Power, Status, and Culture  Conflict can erupt when parties differ significantly in power, status, or culture.  Power. If dependence is not mutual, but one-way, an imbalance in power can arise and the  potential for conflict increases.  Status. Status differences have the greatest potential for conflict when a reversal of expected  roles occurs; that is, when a high status person like an executive, finds themselves being  educated on computer usage by their administrative assistant. Some executives are defensive  about this reversal of roles.  Culture. When two or more very different cultures develop in an organization, the clash in  beliefs and values can result in overt conflict.  D. Ambiguity  Ambiguous goals, jurisdictions, or performance criteria can lead to conflict. Under such  ambiguity, the formal and informal roles that govern interaction break down and it may be 
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difficult to determine responsibility. Ambiguous performance criteria are a frequent cause of  conflict between managers and employees.  E. Scarce Resources  Differences in power are magnified when common resources are in short supply. Resources  may also act as buffers in sufficient quantities which, when removed, allow conflict to surface.  Scarcity has a way of turning latent or disguised conflict into overt conflict.  III. Types of Conflict Relationship conflict  concerns interpersonal tensions among individuals that have to do with  their relationship per se, not the task at hand. So-called “personality clashes” are examples of 
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  • Spring '09
  • Jaeger
  • conflict management style, Conflict Relationship conflict, Conflict Conflict expert, conflict stimulation. Conflict, B. Stress  Stress

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