Understanding Conflict Types and Management Strategies in
School
McMaster University**We aren't endorsed by this school
Course
COMM 1BA3
Subject
Psychology
Date
Dec 11, 2024
Pages
5
Uploaded by CorporalMetal15811
TypesofConflictIntrapersonalselfcancausestressInterpersonalwith2peoplearguementpersonalityclashIntragroupconflictwithingroup2peopleIntergroupconflictwithanothergroupdepartmentetcTraditionalViewschool1821NegativeDysfunctionalconflictisbad2DistractsManagersfocusedonresolvingremovingconflict3ManagersEliminateSuppressconflictzero isbestLesscreativitydiversitycultureofconformityContemporaryViewschool341RecognizesBenefitscatalystforchange2RealizationSuppressingitnegativeoutcomessabatogeretaliation3ConflictisinevitablenotavoidableConflictwillpersistcanhavegoodoutcomesifnotsuppressedCreativitypositivechangeetcCausesofOrgConflict1GroupIdentificationbiasEveryoneidentifieswithagroupthinkstheyknowbest2InterdependenceRelyonanothergroupdepartmenttoaccomplishtaskReciprocalvs sequentialexdosomethingsoyoudoyourwork
3DifferencesinPowerStatusCultureOnepersonneedssomethingfromanotherthatpersonholdspoweroverthemiftheydontneedanythingback4AmbiguityGoalsexpectationsareunclear5ScarceResourcesCompetingforresources canlead toconflictexinfightingTypesofConflictWhoWhatHow1RelationshipConflicttensionwithanotherpersonCausedbypersonalitiesclashingdifferentvaluesetcBadhardtoovercome2TaskConflictconflictovernatureof workConflictover determiningwhatthetaskisGoodintermsofgettingbetterperspectiveoftask3ProcessConflicthowataskshouldbedoneCanslowdownworkwastetimeConflictDynamicsResponsetogrouporgconflictChangesWithinGroup1LoyaltytogroupmoreimportantEspeciallywhenincompetitionwithanothergroup2concernfortaskaccomplishment3 AutocraticleadershipAleaderwillriseanddictatewhatothersdo
4RigidgroupstructureClearrolesandchainofcommand5GroupcohesivenessincreasesChangesBetweenGroups6ConcealinginformationInteractioncommunicationdecreases8WinLoseorientationSilosform andcompete9IncreasedhostilityApproachestoManagingconflictCooperativenessAssertiveness1AvoidingLowLowGoodforavoidingaproblemuntilyouhavemoreinformationNoteffectiveinlongtermneedtodealwithiteventually2CompetingLowHighFocusedon owngoalsinterestscanmakeenemiesVeryeffectiveifyouarecertainondecisions3CompromisingMid MidFindingmiddlegroundSatisfice4AccommodatingHighLowEffectivewhentheconflictisaboutsomethingunimportant5CollaboratingHighHighLookingforwinwinsituationBestfornoncomplexconflictIneffectiveifthereisnotrust
Strategic Contingency of Power:When a subunit obtains power within an organization because they control a critical factor affecting organizational effectiveness. This means other subunits tasks/goals is content on the tasks of a key subunit. 4 strategic contingencies; SUCSScarcity of resources: Uncertainty:Centrality:Substitutability:Causes of unethical GPRSCPOGain: they gain something from breaking the ethicsex. Hedge fund manager creates Ponzi scheme to drive investments and make more money offfees•Performance Pressure: pressure to meet higher and higher goals and expectations ex company inflating EPS or revenues on finacial statements to meet market expectations•How toManageConflict1Someconflictisgood2Emphasizecommongoals3ReducedifferentiationFindcommongroundmoremotivatedtoresolveconflict4ImproveCommunicationunderstandingReducescommunicationgap5ClarifyrulesproceduresManageConflictwithNegotiation
Role Conflict: when the person needs to consider the interest of two opposing groups and has an ethical dilemma ex. Financial broker chooses between getting the best return for their clients and making money •from selling them financial products with more feesStrong Organizational Identification:CompetitionPersonalityOrganization industry and culture