Chapter 13 Conflict at work teacher resources nqimch12

Chapter 13 Conflict at work teacher resources nqimch12 - 12...

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12 CONFLICT AT WORK CHAPTER SCAN Conflict at work is normal and inevitable, yet many people are unskilled at managing it. This chapter describes functional and dysfunctional conflict, and reviews the major causes of conflict in organizations. Defense mechanisms are natural reactions to interpersonal conflict. Both effective and ineffective techniques for managing conflict are described. Conflict management styles include avoiding, competing, accommodating, compromising, and collaborating. LEARNING OBJECTIVES After reading this chapter, you should be able to do the following: 1. Diagnose functional versus dysfunctional conflict. 2. Identify the causes of conflict in organizations. 3. Identify the different forms of conflict. 4. Understand the defense mechanisms that individuals exhibit when they engage in interpersonal conflict. 5. Construct an action plan for dealing with difficult behavior at work. 6. Describe effective and ineffective techniques for managing conflict. 7. Understand five styles of conflict management, and diagnose your own preferred style. 209
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Chapter 12: Conflict at Work KEY WORDS The following key terms are introduced in Chapter 12: conflict functional conflict dysfunctional conflict jurisdictional ambiguity interorganizational conflict intergroup conflict interpersonal conflict intrapersonal conflict interrole conflict intrarole conflict person-role conflict fixation displacement negativism compensation identification rationalization flight/withdrawal conversion fantasy nonaction secrecy administrative orbiting due process nonaction character assassination superordinate goal distributive bargaining integrative negotiation THE CHAPTER SUMMARIZED I. THINKING AHEAD: Conflict Management Pays Off at Ford 210
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Chapter 12: Conflict at Work 211 II. THE NATURE OF CONFLICTS IN ORGANIZATIONS Conflict is any situation in which incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties. Most organizational members will admit that conflict is inevitable, and that not all conflict is negative. Studies have confirmed that individuals typically avoid conflict. Other studies have revealed that even when the "devil's advocate" provides creative, innovative ideas, they are the first individual to deselect from groups. A. Importance of Conflict Management Skills for the Manager Managers need the skills to handle conflict in work situations. Modest estimates report that managers spend about 21% of their time dealing with conflict. Stimulating conflict has advantages which include better decisions and more innovative thinking. B. Functional versus Dysfunctional Conflict Functional conflict is healthy, constructive disagreement between two or more individuals. By contrast, dysfunctional conflict is a destructive disagreement. Many of the high profile conflict situations are based on dysfunctional conflict.
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This note was uploaded on 01/06/2012 for the course BME 214614 taught by Professor Staff during the Fall '10 term at SUNY Empire State.

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Chapter 13 Conflict at work teacher resources nqimch12 - 12...

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