Chapter 13 MGT - Chapter 13 The Nature of conflicts in...

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Chapter 13 The Nature of conflicts in organizations Conflict: any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition for two or more parties. Importance of conflict management skills for the manger Emotional intelligence relates to the ability to manage conflict. It is the power to control one’s emotions and perceive emotions in others, adapt to change, and manage adversity. Functional Versus Dysfunctional Conflict Functional Conflicts: a healthy, constructive disagreement between two or more people. Its origin arises from someone challenging old policies or thinking of new ways to approach problems. Dysfunctional Conflict: an unhealthy, destructive disagreement between two or more people. Its origin is often behavioral or emotional. The following questions can be used to diagnose the nature of the conflict 1. Are the parties approaching the conflict from a hostile standpoint 2. Is the outcome likely to be a negative one for the organization? 3. Do the potential losses of the parties exceed any potential gains? 4. Is energy being diverted from goal accomplishment? a. If majority of answers are yes, then it is dysfunctional Causes of Conflict in organizations Structural Factors Specialization: highly specialized jobs can lead to conflict because people often have little awareness of the tasks that others perform. Interdependence: Work that is interdependent requires groups or individuals to depend on one another to accomplish goals, so when there is a problem, conflict occurs Common Resources: Any time multiple parties share resources, there is potential for conflict Goal differences: When groups have different goals, these goals may be incompatible.
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Chapter 13 Authority Relationships: for many employees, a relationship in which the employee is subordinated is a problem Status Inconsistencies: Managers enjoy many privileges that non- management employees don’t have. This may cause conflict. Jurisdictional Ambiguities: the presence of unclear lines of responsibility within an organization. Personal Factors Skills and abilities: Diversity in skills can hold potential conflicts, especially when jobs are interdependent. Personalities: Personality conflicts are realities in organizations. Abrasive people ignore the interpersonal aspects of work and feelings of colleagues. Perceptions: differences in perception can lead to conflict. Values and Ethics: differences in values and ethics can be sources of disagreement.
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