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

View Full Document Right Arrow Icon
MANAGEMENT 3318 FINAL EXAM REVIEW Chapter 13 Conflict and Negotiation I. Conflict definition-preventable? A. Conflict – any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties. B. Conflict is not preventable because you cannot control other’s emotions or behaviors. II. Why important is Conflict important? A. Managers spend 21 percent of their time B. Conflict management skills are a major predictor of managerial success. III. Emotional Intelligence A. It is a critical indicator of a manger’s ability to manage conflict B. Conflict management is more a reflection of EI than of IQ C. Lacking EI may cause the person to more likely be the causes of conflict IV. Functional vs Dysfunctional A. Functional Conflict – Healthy, Constructive disagreement between two or more people i. Can produce new ideas, learning and growth among individuals ii. Can improve working relationships iii. Can lead to innovation and positive change iv. Encourages creativity v. Cognitive in origin B. Dysfunctional Conflict – unhealthy, destructive disagreement between two or more people i. Emotional or Behavioral in origin ii. Act before thinking iii. Can lead to aggressive acts or retaliation V. Causes of Conflict in Organizations know examples A. Structural Factors i. Specialization – highly specialized jobs can lead to conflict, because people have little awareness of the tasks that others perform (example : Salespeople vs. Engineers; Salespeople will make a delivery promise to a customer that an engineer cannot keep because the sales force lacks the technical knowledge necessary to develop realistic deliver deadlines )
Background image of page 1

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

View Full Document Right Arrow Icon
ii. Interdependence – requires individuals to depend on one another to accomplish goals; conflict arises when other people who don’t get work done properly iii. Common Resources – Conflict when there multiple parties must share resources, becomes worse when resources are scarce iv. Goal Differences – When work groups have different goals, the goals may be incompatible. (Example: A salesperson’s goal was to sell many new installations as possible; this created problems for the service department, because its goal was timely installations) v. Authority Relationships – boss-employee relationship; some individuals resent authority so this may cause conflict; sometimes bosses may be more like a dictator which can also cause conflict vi. Status Inconsistencies – Managers may enjoy privileges- such as flexible schedules, reserved parking spaces, and longer lunch hours-that are not available to nonmanagement employees vii. Jurisdiction Ambiguities – Unclear lines of responsibility (call a company with a problem and get transferred through several different people), Hardware/software dilemma---You call company that made your computer and they inform you that the problem is caused by the software and then you call software company and they say it’s the hardware
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.

{[ snackBarMessage ]}

Page1 / 9


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