Uncertainty frequently exist over who has authority role clarity is very

Uncertainty frequently exist over who has authority

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Uncertainty frequently exist over who has authority, role clarity is very important o Intergroup Bias Us vs them or in group vs out group thing People can be put into groups for arbitrary reasons and this arbitrary assignment can still bias perceptions regarding their group and other groups People view others in their in-group in favorable terms whereas they view people in the out-group negatively Out group members are assumed to possess more undesirable traits, and are strongly disliked This perception leads to what has been termed the ultimate fundamental attribution error We tend to attribution desirable behaviors by members of our in-groups to stable, internal causes, but attribute desirable behaviors by members of an out group to transitory, external causes This dislike for and negative bias against out-groups has some ramification on effective organizational functioning Numerous groups to which employees might identify with in an organization (people on the same level of seniority, people in the same department) o Also, same number of potential out-groups with which employees might have a bias against
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Biases lead to conflict in interpersonal processes, and interfere with the achievement of organizational goals People might try to sabotage the performance of another department Organizations need to pay attention to people’s perceptions of who comprises their in-group If the organization can make the employee’s in-group to the entire organization, the source of conflict might be lessened The organization could make super-ordinate goals Which are goals that organizational members must work together in order to complete (quash the competition) o Differences in power, status and culture Conflict arises in situations where there are differences in status, power and culture If one person has power over another (one person is dependent on the other) it can cause conflict Differences in status can initiate conflict, especially when the power defies norms and runs the other way When a high-status executive finds himself in the position of being depending on the IT person If an organization developments more than one distinct culture, it can cause conflict If two subcultures share opposing values, there can be conflict, and that can halt the accomplishment of organizational goals o Value Clashes When people value different things, or hold things at different values it can cause conflict Value differences explain a lot of conflict that stems from prejudice, disagreements over an person’s contribution to the group, the rewards a person deserves and how much one likes a course of action o Personality Clashes People’s personalities sometimes clash, and having to work with those people can cause conflict There are some personality types that have been associated with conflict People who are very authoritarian, people who are dogmatic (stating opinions arrogantly or without proof) and
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