Final Exam Chapter Outlines 14-18

Final Exam Chapter Outlines 14-18 - Final Exam Chapter...

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Final Exam - Chapter 14-18 Outlines Chapter 14- Conflict and Negotiation Definition of Conflict Conflict -a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. Transitions in Conflict Thought 1. Traditional view- that conflict must be avoided and that conflict indicates a malfunctioning within the group prevailed in the 1930s and 1940s conflict was a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, failure of managers to be responsive to the needs and aspirations of their employees this view that conflict is bad offers a simple approach of to looking at behavior of people who create conflict; we need to direct attention to causes of conflict to correct malfunctions to improve group/organizational performance this view of conflict fell out of favor as researchers realized that some level of conflict was inevitable 2. Interactionist view- conflict can be a positive force in a group but that it is absolutely necessary for a group to perform effectively. Encourages conflict on grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change/innovation Does not propose that all conflicts are good. A functional conflict supports goals of group and improves its performance is constructive form of conflict Destructive/Dysfunctional conflict is a conflict that hinders group performance Relationships are almost always dysfunctional o What differentiates functional from dysfunctional conflict? We need to look at type of conflict- task, relationship, and process Task conflict relates to the content and goals of work Relationship conflict focuses on interpersonal relationships Process conflict relates to how the work gets done 3. Managed Conflict view- instead of encouraging “good” or discouraging “bad” conflict, it’s more important to resolve naturally occurring conflicts productively. The Conflict Process has 5 stages: 1. Potential Opposition or Incompatibility-appearance of conditions that create opportunities for conflict to arise a. Communication-conflict increases when too much or too little communication takes place. Differing word connotations, jargon, insufficient exchange of information, and noise are all barriers to communication and create conflict.
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b. Structure-size and specialization can stimulate conflict, ambiguity about responsibilities c. Personal variables-insignificant characteristics oand personality can cause conflicts. Like disagreeableness, neuroticism, self-monitoring 2. Cognition and Personalization a. Perceived conflict awareness by one or more parties of existence of ocnditions that create opportunities for conflicts to arise b. Felt conflict emotional involvement in a conflict that creates anxiety, tenseness, frustration or hostility 3. Intentions-decisions to act in a given way. Intervene between people’s
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This note was uploaded on 04/10/2012 for the course BUAD 304 taught by Professor Cummings during the Fall '07 term at USC.

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Final Exam Chapter Outlines 14-18 - Final Exam Chapter...

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