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25 terms

Mgmt 350 Exam 2 Chapter 14-Part 1

Consolidated Life case study
Bolman and Deal's Four Frame Model
-consists of structural frame, human resources frame, political frame, and symbolic frame
-objective: to show that there is more than one behavioral mode for leaders
Structural Frame
-problems can be lessened by providing structure, rules, and restructuring
Human Resources Frame
-organizations and people need each other
-problems arise when the fit between and individual and the organization is not good
Political Frame
-power struggles are a natural part of life in organizations
-problems arise due to different beliefs, interests, and preferences
Symbolic Frame
-what is most important is not what happened, but how an event is interpreted
-problems stem from different interpretations
The Conflict Process- 5 stages
1. Potential opposition or incompatibility
2. Cognition and Personalization
3. Intentions
4. Behavior
5. Outcomes
Stage 1 of Conflict Process
-potential opposition or incompatibility
-appearance of conditions that create opportunities for conflict to arise
-3 general condition categories:
1. communication- differing word connotations, noise
2. structure- size and specialization, tenure and conflict
3. personal variables- personality, emotions and value
Stage 2 of Conflict Process
-cognition and personalization
-if conditions cited in previous stage negatively affect something one party cares about, then the potential for opposition or incompatibility becomes actualized
perceived conflict
(stage 2 of conflict process)
awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
felt conflict
(stage 2 of conflict process)
emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility
Stage 3 of Conflict Process
-decisions to act in a given way
-5 conflict handling intentions:
1. competing
2. collaborating
3. avoiding
4. accommodating
5. compromising
Stage 4 of Conflict Process
-includes the statements, actions, and reactions made by conflicting parties
-overt conflict: party's behavior, other's reaction
Stage 5 of Conflict Process
-increased group performance vs decreased group performance
-functional outcomes
-dysfunctional outcomes
Functional Conflict
-occurs when low to moderate levels of conflict improve the effectiveness of a group
-conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, and encourages curiosity and interest among group members
-antidote of group think
Dysfunctional Conflict
-conflict that leads to a decline in communication or the performance of a group
-motivated by egos of employees with competing ambitions
-higher stress rate and likelihood employees will burn out
Task Conflict
-usually just as disruptive as relationship conflict
-conflict over content and goals of the work
Relationship Conflict
-almost always dysfunctional
-conflict based on interpersonal relationships
Process Conflict
-must be kept low to be productive
-conflict over how work gets done
Conflict Handling Intentions
1. Competing
2. Collaborating
3. Avoiding
4. Accommodating
5. Compromising
-one of the 5 Conflict Handling Intentions
-when one person seeks to satisfy his/her own interests regardless of the impact on the other parties to the conflict
-one of the 5 Conflict Handling Intentions
-the parties intend to solve a problem by clarifying differences rather than by accommodating various points of view
-attempt to find a win-win situation
-one of the 5 Conflict Handling Intentions
-ignoring a conflict and avoiding others with whom you disagree
-one of the 5 Conflict Handling Intentions
-party may be willing to place the opponent's interests above his/her own, sacrificing to maintain the relationship
-one of the 5 Conflict Handling Intentions
-willingness to ration the object of the conflict and accept a solution that provides incomplete satisfaction of both parties' concerns