MANA 3318 1st EditionExam # 5 Study Guide Lectures: 13 - 15Lecture 13 (November 11)Chapter 13: Conflict and Negotiation13-1 The Nature of Conflicts in OrganizationsConflict is a situation where incompatible goals, attitudes, emotions, or behaviors lead to disagreement or opposition between two or more parties. There is more potential for conflict due to more competitionand globalization and diversity. 13-1a Importance of Conflict Management Skills for the Manager: Managers spend 21% of time or one day every week dealing with conflict. Conflict management skills area predictor or success. Emotional intelligence important to manage conflict. 13-1b Functional versus Dysfunctional Conflict: Some types of conflict encourage new solutions. Stimulate functional conflict andprevent dysfunctional conflict. Functional conflict: a healthy, constructive disagreement between two or more people. Functional is constructive and can improve work relationships. Can lead to innovation and positive change. Often cognitive origin. Do this to combat groupthink. Dysfunctional conflict: an unhealthy, destructive disagreement between two people. Places focus of conflict on itself and the parties involved. Origin often emotional or behavioral. Tend to act before thinking. Leads to aggression or retaliation. 13-1c Diagnosing Conflict: Not easy. Look at issue, context, and parties involved. Resolve dysfunctional and stimulate functional. Trust in group can help misdiagnosing. 13-2 Causes of Conflict in OrganizationsConflict is pervasive in orgs. Two sources are structural factors and personal factors. 13-2a Structural Factors: Specialization: highly specialized jobs where others are not aware of the tasks. Interdependence: easy to blame other party. Common resources: sharing resources especially if they are scarce. Goal differences: goals may be incompatible and groups unaware of other groups goals. Authority relationships: hierarchal relationships not comfortable. People resent authority. Autocratic bosses don't help. Status inconsistencies: strong status difference between management and nonmanagement. Priveleges and perks not enjoyed by nonmanagement. Jurisdictional ambiguities: Jurisdictional ambiguity: the presence of unclear lines of responsibility within an organization. 13-2b Personal Factors: Skills and abilities: diversity in skills and abilities when jobs are interdependent. Personalities: not everyone is the same and personalities can clash. Perceptions: differences in perception. Values and ethics: differences in values and ethics, as everyone's is different. Personal nature. Emotions: conflict is an emotional interaction. Emotions are critical to negotiation. Communication barriers: physical separation. Value judgement. Cultural differences: can lead to conflict from lack of understanding. 13-3 Forms of Group Conflict in Organizations2 groups: group and individual levels of conflict. Inter is between. Intra is within. 13-3a Interorganizational Conflict: Interorganizational conflict: conflict that occurs between two or more organizations. Heightened by competition, takeovers, mergers, acquisitions. 13-3b Intergroup Conflict: Intergroup conflict: conflict that occurs between groups or teams in an organization. Can be positive like more cohesiveness, focus on tasks, and loyalty. But can also have us-against-them mentality, less communication, less cooperative, more competitive, win-lose. Prevent by encouraging and rewarding cooperative behaviors and evaluation, social interactions across groups. 13-3c Intragroup Conflict: Intragroup conflict: conflict that occurs within groups or teams in an organization. Can be functional. Virtual teams also have conflict. Make sure tasks fit method of interacting. 13-4 Individual Conflict in OrganizationsInter or intrapersonal. 13-4a Types of Intrapersonal Conflict: Intrapersonal conflict: conflict that occurs within an individual. Includes interrole, intrarole, and person-role conflicts. Role is set of expectation placed on a person by others. Person with focal role is role incumbent. People who place expectations are role senders. Interrole conflict: a person's experiencecof conflict among the multiple roles in his or her life. Common one is work-home conflict from time constraints, strain, and responsibilities at work and home. More common with work-at-home and telecommuting. After hours communication also doesn't help. Reduces personal well-being, decreases organizational citizenship behaviors, and increases stress, and more drinking. Intrarole conflict: conflict that occurs within a single role, such as when a person receives conflicting messages from role senders about how to perform a certain role. Person-role conflict: conflict that occurs when an individual in a particular role is expected to perform behaviors that clash with his or her personal values. Intrapersonal can be positive. Defining moments chose between two or more things in which a person believes. Character is formed. 13-4b Managing Intrapersonal Conflict: Manage with careful self-analysis and diagnosis of the situation. Find out about values of the org. Role analysis manages intra or interrole conflicts. Political skills can help buffer negativity. 13-4c Managing Interpersonal Conflict: Interpersonal conflict: conflict that occurs between two or more individuals. Can rise from individual differences like personalities, attitudes, values, and perceptions. Understand power networks. Power networks: equal-versus equal where there is equal balance, suboptimization where there is a win-lose approach (can lead to depression, low self-esteem, and distress), and high versus low with a powerful party versus a less powerful party (tightens rules), andhigh versus middle versus low with classic conflict felt by middle managers including role conflict and ambiguity. 13-4d Defense Mechanisms: Frustration results in conflict. Conflicts can rise with context of performance appraisal session. People don't react well to negative feedback. People use defense mechanisms in interpersonal conflict. Fixation, displacement, and negativism are aimed at source of the conflict. Fixation: an aggressive mechanism in which an individual keeps up a dysfunctional behavior that obviously will not solve the conflict. Displacement: an aggressive mechanism in which an individual directs his or her anger toward someone who is not the source of the conflict. Negativism: an aggressive mechanism in which a persona responds