UT Arlington MANA 3318 - Final Exam Study Guide (9 pages)

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Final Exam Study Guide



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Final Exam Study Guide

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Pages:
9
Type:
Study Guide
School:
University of Texas at Arlington
Course:
Mana 3318 - Managing Organizational Behavior
Unformatted text preview:

MANA 3318 1st Edition Exam 5 Study Guide Lectures 13 15 Lecture 13 November 11 Chapter 13 Conflict and Negotiation 13 1 The Nature of Conflicts in Organizations Conflict 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 competition and 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 are a 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 and prevent 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 Organizations Conflict 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 Organizations 2 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 Organizations Inter 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 Personrole 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 and high 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 with pessimism to any attempt at solving a problem Compromise mechanisms are compensation identification and rationalization and make the best of a conflict Compensation


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