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Conflict
Group Stressors
Individual Stressors
JOB STRESS
12-3
JOB STRESS
ORGANIZATIONAL STRUCTURE AND DESIGN Centralization and formalization Line-staff conflicts Specialization Role ambiguity and conflict No opportunity for promotion Restrictive, untrusting culture
12-4
WORKING CONDITIONS Crowded work area Noise, heat, or cold Polluted air Strong odor Unsafe, dangerous conditions Poor lighting Physical or mental strain Toxic chemicals or radiation
Is always moving Walks rapidly Eats rapidly Talks rapidly Is impatient Does two things at once Cant cope with leisure time Is obsessed with numbers Measures success by quantity Is aggressive Is competitive Constantly feels under time pressure
12-5
Is not concerned about time Is patient Doesnt brag Plays for fun, not to win Relaxes without guilt Has not pressing deadlines Is mild-mannered Is never in a hurry
Intergroup
Interpersonal Intraindividual
Micro
CONFLICT
12-6
A Model Of Frustration
Need (deficiency)
Frustration Defense mechanisms (1) Aggression (2) Withdrawal (3) Fixation (4) Compromise
12-7
Personal differences
Information deficiency
Interpersonal Conflict
Role incompatibility
12-8
Environmental stress
Task interdependence
Intergroup Conflict
Jurisdictional ambiguity
12-9
Status struggles
Exercise
Relaxation
Networking
Behavioral self-control
Cognitive therapy
12-10
Flattery
Addressing the easy point first Silence
12-11
What is conflictnormally? `A disagreement between people that may be the result of different: Ideas Perspective Priorities Preferences Beliefs Values Goals Organizational structures
Conflict Involves
1. Ambiguous jurisdictions: `I dont know who has the authority on that issue. 2. Conflict of interest: `He deserved that position rather that person 3. Communication barriers: `They never returned the phone calls. announced.
4. Unresolved prior conflicts: `We always have a problem with SGS lab about the final report. 5. Over dependency of one party: `We will have to wait till the budget is
Conflict defined:
Is 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. Is that point in an ongoing activity when an interaction crosses over to become an inter party conflict.
Conflict defined:
Encompasses a wide range of conflicts that people experience in organizations
Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations.
The belief that conflict is a natural and inevitable outcome in any group.
Interactionist View of Conflict:
The belief that conflict is not only a positive force
Organizational Conflict:
Conflict is inevitable given the wide range of goals for the different stakeholder in the organization.
Lack of conflict signals that management emphasizes conformity and stifles innovation.
Conflict is good for organizational performance although excessive conflict causes managers to spend too much time achieving their own ends.
Types of Conflict
Functional Conflict
Functional (or constructive) conflict
Results in positive benefits to individuals, the group, or the organization. Likely effects
Important problems surface so they can be
addressed. Causes careful consideration of decisions. Causes reconsideration of decisions. Increases information available for decision making. Provides opportunities for creativity.
Dysfunctional Conflict
Dysfunctional (or destructive) conflict
Works to the disadvantage of individuals, the group, or the organization. Likely effects
Diverts energies. Harms group cohesion. Promotes interpersonal hostilities. Encourages stereotyping
Type of Conflict
Task Conflict Conflicts over content and goals of the work.
Relationship Conflict
Conflict based on interpersonal relationships is dysfunctional Process Conflict Conflict over how work gets done- low levels of this conflict are functional
Levels of Conflict
Macro
Organisational
Inter-group Interpersonal
Intraperson Conflict
Goal Conflict
Arises when a Goal has both positive and negative features or two or more competing goals
Approach-approach conflict- Two or more
Interpersonal Conflict
Occurs between two or more individuals who are in opposition to one another.
Personal differences -
conflict are using different information or that one or both have misinformation.
Role incompatibility Managers have
highly interdependent functions & tasks but their individual roles may be incompatible
Environmental stress
Based on emotional responses to a situation or when interacting individuals have incompatible styles or personalities.
or groups.
Competition for resources
technological process
Jurisdictional ambiguity turf problems Status struggles HR departments feel they
Conflict Area
Breadth of product line:
Typical Comment
Our customers demand variety. New products are our lifeblood. We need faster response. Lead times are too long. Why dont we ever have the right merchandise in inventory? Why cant we have reasonable quality at low cost?
Typical Comment
The product line is too broad, all we get are short, uneconomical runs.
We need realistic customer commitments that dont change like the wind direction We cant afford to keep huge inventories. Why must we always offer options that are too expensive and offer little customer utility?
Physical distribution:
Quality:
Sources of Conflict
Figure 16.3
are interdependent with the same suppliers, customers, competitors, and governmental agencies Occurs during the competition and rivalry that characterize firms operating in the same markets. Occurs between unions and organizations employing their members.
Occurs between government regulatory agencies and organizations subject to their surveillance. Occurs between organizations and suppliers of raw materials.
2. Structure:
Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups
Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Conflict Definition
Negative Emotions
Positive Feelings
1. Intentions:
Assertiveness:
Attempting to satisfy ones own concerns.
A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. 3. Avoiding
The desire to withdraw from or suppress a conflict.
4. Accommodating:
The willingness of one party in a conflict to place the opponents interests above his or her own.
5. Compromising:
A situation in which each party to a conflict is willing to give up something.
Stage V: Outcomes
Functional Outcomes from Conflict:
Increased group performance Improved quality of decisions Stimulation of creativity and innovation
Stage V: Outcomes
Dysfunctional Outcomes from Conflict:
Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group members overcomes group goals
Conflict Management:
The use of resolution and stimulation techniques to achieve the desired level of conflict.
Managing Conflict
Managing conflicts:
Reduced interdependence:
Used for adjusting level of interdependency
Buffering.
Linking pins.
Managing conflicts:
Appeals to common goals:
Focusing the attention of potentially conflicting
parties on one mutually desirable goal. Helping parties to recognize their mutual interdependence: Can be difficult to achieve if: Prior performance is poor. Parties disagree over how to improve performance.
Managing conflicts:
Hierarchical referral: Makes use of the chain of command for conflict
resolution. Problems with hierarchical referral: May not result in true conflict resolution. Possibility of inaccurate diagnosis of causes of conflict, resulting in only superficial resolution. Superiors may attribute conflict to poor interpersonal relationships.
for
given
destructive
conflict
are
eliminated.
Effective resolution begins with a diagnosis of
the stage to which conflict has developed and recognition of the cause(s) of the conflict.
Structural Option
Organic: A loose structure; low specialization, low formalization, decentralized Mechanistic: Tight control; extensive work specialization, high formalization, high centralization
Cost minimization
Imitation
Mechanistic and organic: Mix of loose with tight properties; tight controls over current activities and looser controls for new undertakings
Win-Lose
In Win Lose, one party gets what he or she wants, whereas the other comes up short.
Power is the distinguishing characteristic in win-lose problem solving, for it necessary to defeat an opponent to get what one wants.
Lose-Lose
Neither party is satisfied with the outcome.
Most of us have seen battles of pride in which both parties strike out and both suffer.
Compromise
Compromise give both parties some of what they wanted, though both sacrifice part of their goals.
Although compromises may be the best obtainable result in some conflicts, its important to realize that both people in a dispute can often work together to find much better solutions.
Win Win
The goal is to find a solution that satisfies the needs of everyone involved. Not only do the parties avoid trying to win at the others expense, but they also believe that by working together it is possible to find a solution that goes beyond mere compromise and allows all parties to reach their goal in the conflict.
Negotiation
A process where two or more parties exchange goods or services and attempt to agree on exchange rate for them.
Bargain
Distributive Integrative
Integrative
Variable
Primary motivations
Primary interests Focus of relationships
Steps to follow
1. Preparation and planning
1. 2. 3. 4. 5. 6. 7. The nature of conflict The history and background Who is involved Our goals What the other party is likely to ask for How entrenched they are To what level they may settle
Steps to follow
2. Ground rules:
1. 2. 3. 4. Who is negotiating Where Urgency to negotiate Time frame
Stress
WHAT IS STRESS?
l Stress is your mind and bodys response or reaction to a real or imagined threat, event or change. l The threat, event or change are commonly called stressors. Stressors can be internal (thoughts, beliefs, attitudes or external (loss, tragedy, change).
What is Stress?
In the Good Old Days on the Serengeti. Flight or Fight Mechanisms (Adrenaline) Problems with Modern Life Survival Still Threatened
Manifestations of Stress
Sources
Personal Pressure to Succeed Financial Problems Relationship Problems Holidays
Manifestations
Increased Heart Rate, Sleeplessness, Anxiety, Variable Appetite
LEVELS OF STRESS
Amount of Stress
High
EUSTRESS
Eustress or positive stress occurs when your level of stress is high enough to motivate you to move into action to get things accomplished.
DISTRESS
Distress or negative stress occurs when your level of stress is either too high or too low and your body and/or mind begin to respond negatively to the stressors.
STAGES OF STRESS
Past Experiences
Social Support
Individual Differences
Interpersonal Relations
Creates
Work and Family Stress on Employee
Leads to
WorkFamily Conflicts
Frustration
Depression
ALARM STAGE
As you begin to experience a stressful event or perceive something to be stressful psychological changes occur in your body. This experience or perception disrupts your bodys normal balance and immediately your body begins to respond to the stressor(s) as effectively as possible.
EXAMPLES
l l l l Cardiac - increased heart rate Respiratory - increased respiration Skin - decreased temperature Hormonal - increased stimulation of adrenal genes which produce an adrenal rush.
RESISTANCE STAGE
During this stage your body tries to cope or adapt to the stressors by beginning a process of repairing any damage the stressor has caused. Your friends, family or co-workers may notice changes in you before you do so it is important to examine their feedback to make sure you do not reach overload.
EXAMPLES
l Behavior indicators include: lack of enthusiasm for family, school, work or life in general, withdrawal, change in eating habits, insomnia, hypersomnia, anger, fatigue.
l Cognitive Indicators include: poor problem solving, confusion, nightmares, hypervigilance.
Emotional indicators include: tearfulness fear anxiety panic guilt agitation depression overwhelmed.
EXHAUSTION STAGE
During this stage the stressor is not being managed effectively and the body and mind are not able to repair the damage.
EXAMPLES
Digestive disorders, withdrawal, headaches, tension, insomnia, loss of temper.
Personal factors
Prone to negative effects of stress Do not separate what is important from what is unimportant Pessimistic style Easily angered / no tolerance for frustration Negative attitude toward others See life as meaningless Blame self for events beyond their own control Have no sense of humor
Feeling good about yourselves can be an effective buffer against stress. Eliminate unnecessary worries. Most worries are either passed on to us by another or conjured up in GET SPIRITUAL our imagination. PHYSICAL EXERCISE
1. 2. 3. 4. Relax neck and shoulders Take a stretch Get a massage Exercise 12. Meditate 13. Pray 14. Remember your purpose
GET MENTAL 5. Count to 10 6. Control your thoughts 7. Fantasize 8. Congratulate yourself 9. Ignore the problem if appropriate, after evaluation 10. Perform self maintenance 11. Talk to a counselor
USE YOUR BODY AND MIND TOGETHER 15. Take a break 16. Get hug therapy 17. Try progressive relaxation 18. Try yoga 19. Try aroma therapy 20. Laugh DEVELOP NEW SKILLS 21. Prioritize daily tasks 22. Learn something 23. Practice a hobby
Leadership
Some Characteristics Of Managers Versus Leaders In The Twenty-First Century Manager Characteristics
Administers A copy Maintains Focuses on systems and structures Relies on control Short-range view Asks how and when Eye on the bottom line Imitates Accepts the status quo Classic good soldier Does things right
Leader Characteristics
Innovates An original Develops Focuses on people Inspires trust Long-range perspective Asks what and why Eye on the horizon Originates Challenges the status quo Own person Does the right thing
17-101
Leader-Based
What is leadership? Appropriate behavior of the person in leader role
Follower-Based
Ability and motivation to manage ones own performance
Relationship-Based
Trust, respect, and mutual obligation that generates influence between parties
Advantages
Leader as rallying point for organization; common understanding of mission and values; can initiate wholesale change
Makes the most of follower capabilities; frees up leaders for other responsibilities
Accommodates differing needs of subordinates; can elicit superior work from different types of people
17-102
Leader-Based
Disadvantages Highly dependent on leader; problems if leader changes or is pursuing inappropriate vision
Follower-Based
Highly dependent on follower initiative and ability
Relationship-Based
Time-consuming; relies on long-term relationship between specific leaders and members
When appropriate?
Continuous improvement of teamwork; substantial diversity and stability among followers; network building
17-103
Taskdirected
Style of leadership
+ Very
Unfavorable Favorable Favorable
ENVIRONMENTAL FORCES Task characteristics Formal authority system Primary work group
17-105
Uses power only for personal ga or impact Aligns vision with followers needs Promotes own personal vision and aspirations Considers and learns from criticismCensures critical or opposing vi Stimulates followers to think Demands own decisions be acce independently and to question the without question leaders view Open, two-way communication One-way communication Coaches, develops, and supports Insensitive to followers needs followers; shares recognition with others Relies on internal moral standards Relies on convenient, external m 17-106 to satisfy organizational and standards to satisfy self-interest
LEADER BEHAVIOR
17-107
Summary Continuum Of Leadership Styles Drawn From The Classic Studies And Theories Of Leadership Boss-Centered
Theory X Autocratic Production-centered
Employee-Centered
Theory Y Democratic Employee-centered
Close
Initiating structure Task-directed Directive Directive
18-108
General
Consideration Human relations Supportive Participative
7 6 5 4 3 1,1 Management Minimum effort to get work done will sustain organizational membership 1 2 3 4 5 6 5,5 Management Adequate organization performance is possible by balancing morale of people with work 9,1 Management Efficiency in operations by minimizing human elements contributions 7 8 9
2
1
18-110
RELATIONSHIP ORIENTED
Very high
18-111
High
Low
Very low
Vision
Inspirational communication
Frame alignment
Effective Leadership
Image building
Role modeling
External representation
18-113
Disciplining/Punishing
Human resource management
18-114
29%
19%
20%
32%
Networking
Human Resources
18-115
Traditional Management
Routine Communication
What Is Leadership?
Leadership The ability to influence a group toward the achievement of goals. Management Use of authority inherent in designated formal rank to obtain compliance from organizational members.
Trait Theories
Traits Theories of Leadership Theories that consider personality, social, physical, or intellectual traits to differentiate leaders from nonleaders.
Conscientiousness
Openness Emotional Intelligence (qualified)
Trait Theories
Limitations:
No universal traits found that predict leadership in all situations.
Unclear evidence of the cause and effect of relationship of leadership and traits.
Better predictor of the appearance of leadership than distinguishing effective and ineffective leaders.
Trait Approach
Traits (examples)
Extraversion Conscientiousness Openness
Behavioral Approach
Ohio State Studies/U. of Michigan Initiating Structure/Production Orientation Consideration/Employee Orientation Assumption: Leaders can be trained Goal: Develop leaders Problem: Effective behaviors do not generalize across situations
E X H I B I T 121
CONTINGENCY THEORIES
All Consider the Situation
Fiedlers Contingency Model Cognitive Resource Theory Hersey and Blanchards Situational Leadership Model Path Goal Theory
Assumptions underlying the different models: Fiedler: Leaders style is fixed Others: Leaders style can and should be changed
Fiedler Model
Leader: Style is Fixed (Task oriented vs. Relationship oriented) Considers Situational Favorableness for Leader
Leader-member relations Task structure Position power Key Assumption Leader must fit situation; options to accomplish this: Select leader to fit situation Change situation to fit leader
The degree of confidence, trust, and respect subordinates have in their leader.
Task Structure
The degree to which the job assignments are procedurized.
Position Power Influence derived from ones formal structural position in the organization; includes power to hire, fire, discipline, promote, and give salary increases.
Performance
Relationship -Oriented
Poor Favorable I Category Unfavorable Moderate II III IV V VI VII VIII Leader-Member Good Good Good Good Poor Poor Poor Poor Relations Task StructureHigh High Low Low High High Low Low Position Power Strong Weak Strong Weak Strong Weak Strong Weak
HIGH
LOW
HIGH
Follower Readiness
Unwilling
Supportive Participative
Willing
Able
Monitoring
Unabl e
E X H I B I T 123
Premise
Path-Goal Theory
Leader must help followers attaining goals and reduce roadblocks to success Leaders must change behaviors to fit the situation (environmental contingencies & subordinate contingencies)
E X H I B I T 124
Leader-Participation Model
Premise:
Rule based decision tree to guide leaders about when and when not to include subordinate participation in decision making Considers 12 contingency variables to consider whether or not to include subordinates in decision making