MGMT 3720Exam # 4 Study Guide Lectures: 14-18Lecture 14 (November 4th)Conflict- a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about.Traditional view of conflict- the belief that all conflict is harmful and must be avoidedInteractionist view of conflict- the belief that conflict is not only a positive force in a group but also an absolute necessity for a group to perform effectivelyFunctional conflict- Conflict that supports the goals of a group and improves its performanceDysfunctional conflict- Conflict that hinders group performanceTask conflict- Conflict over content and goals of the workRelationship conflict- Conflict based on interpersonal relationships (Worst kind of conflict in the workplace)Process conflict- Conflict over how work gets doneConflict process- a process that has five stages: potential opposition or incompatibility, cognitionand personalization, intentions, behavior, and outcomesPerceived conflict- awareness by one or more parties of the existence of conditions that create opportunities for conflict to ariseFelt conflict- emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostilityIntentions- Decisions to act in a given wayCompeting- A desire to satisfy one’s interests, regardless of the impact on the other party to theconflict (usually leads to bitterness from the other party so it’s not a good option)Collaborating- (best option) A situation in which the parties to a conflict each desire to fully satisfy concerns of all partiesAvoiding- the desire to withdraw from or suppress a conflictAccommodating- the willingness of one party in a conflict to place the opponent’s interests above his or her ownCompromising- a situation in which each party to a conflict is willing to give up somethingConflict management- the use of resolution and stimulation techniques to achieve the desired level of conflictNegotiation- a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for themDistributive bargaining- negotiation that seeks to divide up a fixed amount of resources; a win-lose situationFixed pie- the belief that there is only a set amount of goods or services to be divided up between the partiesIntegrative bargaining- negotiation that seeks one or more settlements that can create a win-win situationBATNA- the Best Alternative To a Negotiated Agreement; the lowest value acceptable to you fora negotiation agreement- Any offer you receive that is higher than your BATNA is better than an impasseMediator- a neutral third party who facilitated a negotiated solution by using reasoning, persuasion, and suggestions for alternative (helps you come to a solution)Arbitrator- a third party to a negotiation who has the authority to dictate an agreement (decidesthe solution for you)Conciliator- a trusted third party who provides an informal communication link between the negotiator and the opponentConsultant- an impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysisLecture 15 (November 11th)Organizational structure- the way in which job tasks are formally divided, grouped, and coordinatedWork specialization- the degree to which tasks in an organization are subdivided into separate jobsDepartmentalization- the basis by which jobs in an organization are grouped togetherChain in command- the unbroken line of authority that extends from the top of the organizationto the lowest echelon and clarifies who reports to whom.Authority- the rights inherent in a managerial position to give orders and to expect the orders tobe obeyedUnity of command- the idea that a subordinate should have only one superior to whom he or she is directly responsibleSpan of control- the number of subordinates a manager can efficiently and effectively directCentralization- the degree to which decision-making is concentrated at a single point in an organizationFormalization- the degree to which jobs within an organization are standardizedSimple structure- an organization structure characterized by a low degree of departmentalization, wide spans of control, authority centralized to a single person, and little formalizationBureaucracy- an organization structure with highly routine operating tasks achieved through specialization, very formalized rules and regulations, tasks that are grouped into functional departments, centralized authority, narrow spans of control, and decision making that follows the chain of commandMatrix structure- an organization structure that creates dual lines of authority and combines functional and product departmentalizationVirtual organization- a small, core organization that outsources major business functionsBoundaryless organization- an organization that seeks to eliminate the chain of command, have limitless spans of control, and replace departments with empowered teamsMechanistic model- a structure characterized by extensive departmentalization, high formalization, limited information network, and centralizationOrganic model- a structure that is flat, uses cross-hierarchical and cross-functional teams, has low formalization, possesses a comprehensive information network, and relies on participative decision makingInnovative strategy- a strategy that emphasizes the introduction of major new products and servicesCost-minimization strategy- a strategy that emphasizes tight cost controls, avoidance of unnecessary innovation or marketing expenses, and price cuttingImitation strategy- a strategy that seeks to move into new products or new markets only after viability has been provenTechnology- the way in which an organization transfers its inputs into outputsEnvironment- institutions or forces outside an organization that potentially affect the organization’s performanceLecture 16 (November 18th)Organizational culture- a system of shared meaning held by members that distinguishes the organization from other organizationsDominant culture- a culture that expresses core values that are shared by a majority of the organization’s membersSubcultures- mini-cultures within an organization, typically defined by department designations and geographical separationCore values- the primary or dominant values that are accepted throughout the organizationStrong culture- a culture in which the core values are