UT Arlington PSYC 3301 - Lecture PowerPoint Chapter 9 (11 pages)

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Lecture PowerPoint Chapter 9



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Lecture PowerPoint Chapter 9

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Pages:
11
School:
University of Texas at Arlington
Course:
Psyc 3301 - Psychology of Humans
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10 15 2014 CHAPTER 9 Teamwork and Conflict in Group Settings The prosocial antisocial dimension Prosocial Behavior Helping Cooperation Teamwork Often perceived as non zero sum games win win Antisocial Behavior Competition Conflict Violence Often perceived as zero sum games win lose 1 10 15 2014 Prosocial behavior helping others and the organization Intervention to blow the whistle or not Antisocial versus prosocial whistle blowing Reasons for not intervening fear of retaliation diffusion of responsibility the costs of intervening accepting others inaction as defining a social reality Increasing intervention leadership atmosphere supporting intervention procedures that protect those who intervene emphasis on self corrective teamwork and group decision making Prosocial behavior helping others and the organization Helping behavior do we care Factors influencing helping empathy informal norms relationship issues that develop both inside and outside the work context Mood and helpfulness positive mood empathic and prosocial orientation trade off between empathic concern and personal distress 2 10 15 2014 Organizational citizenship behavior being a good citizen Organizational citizenship behaviors altruism conscientiousness sportsmanship courtesy civic virtue Factors that motivate organizational citizenship behavior Job satisfaction perception of continuing fair treatment Cohesiveness and courtesy Individual differences personality values and personal norms Defined a bit differently than in other contexts Organizational citizenship behavior being a good citizen Spontaneous behaviors organizational spontaneity Helping one s coworkers Protecting the organization s interests Making constructive suggestions Developing oneself as an asset to the organization Spreading goodwill and boosting morale Facilitators job satisfaction internalization of the organization s goals and values positive mood membership in cohesive work groups 3 10 15 2014 Teamwork in functional and crossfunctional teams Team productivity Functional and cross functional teams Quality circles Self managing teams semi autonomous control their own work assignments responsible for a particular task or product present opportunities to learn multiple job skills Optimizing self managing teams motivation person task matching experimentation task variety development of interpersonal skills and self management skills Teamwork in functional and crossfunctional teams Innovation in work teams Moderate levels of diversity in knowledge and experience Support at all levels for innovation Constructive and insightful conflict resolution criticize ideas not people Innovative thinking styles Leaders who encourage innovation High levels of reflexivity Some degree of experience and maturity as a team 4 10 15 2014 Teamwork in functional and crossfunctional teams Team effectiveness Participative management Group cohesiveness Group structure and training Feedback and rewards Goals and performance norms Complementarity of skills and experience Conflict its causes management and effects Interdependence information dependence outcome interdependence Informational conflict differences of opinion Conflict avoidance self deception and self censorship majority rule unanimity rule compromise Conflict reduction normative influence informational influence compromise rejecting the deviate Conflict creation seeking diverse perspectives devil s advocate minority influence cognitive versus personal emotional conflict 5 10 15 2014 Informational conflict can be associated with three different reactions Avoidance Differences of opinion Informational conflict Reduction Creation 6 10 15 2014 Conflict its causes management and effects Interdependence information dependence outcome interdependence Informational conflict differences of opinion Conflict avoidance self deception and self censorship majority rule unanimity rule compromise Conflict reduction normative influence informational influence compromise rejecting the deviate Conflict creation seeking diverse perspectives devil s advocate minority influence cognitive versus personal emotional conflict Conflict its causes management and effects Personal conflict opposing interests The problem of limited resources the zero sum game Reward structures conflict built into the system Interpersonal conflict grudges faulty attributions faulty communication inappropriate criticism 7 10 15 2014 Personal conflict can be associated with three different reactions Avoidance Opposing interests Personal conflict Reduction Creation Conflict its causes management and effects Managing personal conflicts Conflict avoidance type of group token mutual admiration chosen inner circle doing nothing preemptive policies Conflict resolution bargaining avoiding threats making meaningful concessions third party intervention mediation and arbitration establishment of superordinate goals Conflict creation to address inequities and unfairness to clear the air and normalize relationships 8 10 15 2014 Conflict avoidance and type of group Intra group Attraction Low Low High Token group Mutual admiration group Chosen group Inner circle group Outside Respect High Conflict its causes management and effects Managing personal conflicts Conflict avoidance type of group token mutual admiration chosen inner circle doing nothing preemptive policies Conflict resolution bargaining avoiding threats making meaningful concessions third party intervention mediation and arbitration establishment of superordinate goals Conflict creation to address inequities and unfairness to clear the air and normalize relationships 9 10 15 2014 Conflict its causes management and effects Major effects of conflict Negative effects negative feelings impaired communication impaired coordination shift to autocratic leadership negative stereotyping in group versus out group mentality Positive effects bringing problems out into the open consideration of new ideas and approaches careful consideration of information improved relationships closer monitoring of performance These positive effects are achieved only when conflict is carefully managed or controlled Conflict its causes management and effects Culture and conflict management Harmony strive for consensus unanimity Confrontational argue and debate until you resolve it Regulative set up rules and procedures to resolve it 10 10 15 2014 Conflict management styles variations across cultures Conflict management style Harmony


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