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Explain why emotional intelligence is related to a manager's ability to manage conflicts.
Emotional intelligence (EI) relates to the ability to manage conflict. It is the power to control one's emotions and perceive emotions in others, adapt to change, and manage adversity.
an unhealthy, destructive disagreement between two or more people.
Based on emotions/behaviors
A healthy, constructive disagreement between two or more people.
Based on Ideas/cognitive
Identify positive and negative causes of conflict.
• Leads to new ideas
• Stimulates creativity
• Motivates change
• Promotes organizational vitality
• Helps individuals and groups establish identities
• Serves as a safety valve to indicate problems
• Diverts energy from work
• Threatens psychological well-being
• Wastes resources
• Creates a negative climate
• Breaks down group cohesion
• Can increase hostility and aggressive behaviors
Describe 7 structural causes of conflict.
3) Common Resources
4) Goal Differences
5) Authority Relationships
6) Status Inconsistencies
7) Jurisdictional Ambiguties
Describe 7 personal causes of conflict.
1) Skill and Abilities
4) Values and Ethics
6) Communication Barriers
7) Cultural Differences
Explain how Hofstede's five dimensions of cultural differences may reveal sources of conflict between ethnic or cultural groups.
An organization whose workforce consists of multiple ethnicities and cultures holds potential for many types of conflict because of the sheer volume of individual differences among workers. The key to managing conflict in a multicultural workforce is understanding cultural differences and appreciating their value.
Differences between "inter" and intra" conflicts
Inter - outside conflict with other groups
Intra - conflict within the group
Describe each form of conflict.
Interorganizational (NFL v. NFLPU)
Intergroup (Accounting v. Marketing Department)
Interperson (Mike v. Karen)
Intragroup (Group members clashing)
Intraperson (conflict w/yourself)
Describe forms of intrapersonal conflict
1) Inter-role Conflict (Work v Home )
2) Intra-role Conflict (conflict with a single-role)
3) Person-Role (when an individual in a particular role is expected to perform behaviors that clash with his or her values)
Describe atleast 3 actions to prevent or resolve intrapersonal conflict.
1)you should find out as much as possible about the values of the organization.
2)role analysis is a good tool.In role analysis, the individual asks the various role senders what they expect of him or her.
3) political skills can help buffer the negative effects of stress that stem from role conflicts.
9 Defense Mechanisms used in interpersonal conflict.
• Fixation Person maintains a persistent, nonadjustive reaction even though all the cues indicate the behavior will not cope with the problem.
• Displacement Individual redirects pent-up emotions toward persons, ideas, or objects other than the primary source of the emotion.
• Negativism Person uses active or passive resistance, operating unconsciously.
• Compensation Individual devotes himself or herself to a pursuit with increased vigor to make up for some feeling of real or imagined inadequacy.
• Identification Individual enhances own self-esteem by patterning behavior after another's, frequently also internalizing the values and beliefs of the other person; also vicariously shares the glories or suffering in the disappointments of other individuals or groups.
• Rationalization Person justifies inconsistent or undesirable behavior, beliefs, statements, and motivations by providing acceptable explanations for them.
• Flight or withdrawal Through either physical or psychological means, person leaves the field in which frustration, anxiety, or conflict is experienced.
• Conversion Emotional conflicts are expressed in muscular, sensory, or bodily symptoms of disability, malfunctioning, or pain.
• Fantasy Person daydreams or uses other forms of imaginative activity to obtain an escape from reality and obtain imagined satisfactions.
5 Ineffective tehniques for dealing with conflict.
Nonaction is doing nothing in hopes that the conflict will disappear. Generally, this is not a good technique, because most conflicts do not go away, and the individuals involved in the conflict react with frustration.
Secrecy, or trying to keep a conflict out of view of most people, only creates suspicion. An example is an organizational policy of pay secrecy. In some organizations, discussion of salary is grounds for dismissal. When this is the case, employees suspect that the company has something to hide. Secrecy may result in surreptitious political activity by employees who hope to uncover the secret!
Administrative orbiting is delaying action on a conflict by buying time, usually by telling the individuals involved that the problem is being worked on or that the boss is still thinking about the issue. Like nonaction, this technique leads to frustration and resentment.
Due process nonaction is a procedure set up to address conflicts that is so costly, time-consuming, or personally risky that no one will use it. Some companies' sexual harassment policies are examples of this technique. To file a sexual harassment complaint, detailed paperwork is required, the accuser must go through appropriate channels, and the accuser risks being branded a troublemaker. Thus, the company has a procedure for handling complaints (due process), but no one uses it (nonaction).
Character assassination is an attempt to label or discredit an opponent. Character assassination can backfire and make the individual who uses it appear dishonest and cruel. It often leads to name-calling and accusations by both parties, both ending up losers in the eyes of those who witness the conflict.
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