Organization Behavior Final

Organization Behavior Final - Organization Behavior Chapter...

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Organization Behavior Chapter 11 A Modern View of Conflict - Conflict a process in which one party perceives that its interests are being opposed or negatively affected by another party. o Perceives – sources of conflict can be real or imagined - Can escalate or deescalate over time A Conflict Continuum - 1970s OB specialists realized conflict had positive or negative outcomes, depending on nature and intensity - Presented idea that organizations could suffer from too little conflict – these types of departments have apathy, lack of creativity, indecision, and missed deadlines - Appropriate types and levels of conflict energize people in constructive directions Functional vs. Dysfunctional Conflict - Distinction between the 2 pivots on whether organization interests are served. - Functional - aka constructive/cooperative conflict – serves organizations interests - Dysfunctional – threatens organization’s interests Antecedents of Conflict - By knowing antecedents to conflict, managers are better able to anticipate conflict and take steps to resolve if it becomes dysfunctional. - Situations that produce either functional or dysfunctional conflict are: o Incompatible personalities or value systems o Overlapping or unclear job boundaries o Competition for limited resources o Interdepartmental/intergroup competition o Inadequate communication o Interdependent tasks o Organizational complexity o Unreasonable or unclear policies, standards, or rules o Unreasonable deadlines/ extreme time pressure o Collective decision making
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o Decision making by consensus o Unmet expectations o Unresolved or suppressed conflicts Why People Avoid Conflict - Many people avoid conflict in a variety of good or bad reasons - For present purposes, we must become consciously aware of our fears and practice overcoming them. Desired Outcomes of Conflict - Tjosvold’s cooperative conflict model calls for 3 desired outcomes: o 1. Agreement – equitable and fair agreements are best. o 2. Stronger Relationships – Good agreements enable conflicting parties to build bridges of goodwill and trust for future use. o 3. Learning – Functional conflict can promote greater self awareness and creative problem solving – successful conflict handling is learned primarily by doing. Major Forms of Conflict - Personality conflict, intergroup conflict, cross cultural conflict Personality Conflict - Interpersonal opposition driven by personal dislike or disagreement - Workplace Incivility: The Seeds of Personality Conflict o Research shows increased informality, pressure for results, and employee diversity fostered an “anything goes” atmosphere in workplaces today. o Need for diversity training and penalties for misconduct remains high o Vicious cycles of incivility need to be avoided with an organizational culture that places high value on respect for workers Requires managers to act caring and courteous as role models Positive spirit of cooperation helps too - Dealing with Personality Conflicts
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This note was uploaded on 06/29/2011 for the course MGT 3000 taught by Professor Murrmann during the Spring '11 term at Virginia Tech.

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Organization Behavior Final - Organization Behavior Chapter...

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