COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS.
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Transcript of COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13
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CHAPTER 13
CONFLICT AND STRESS
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13
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LEARNING OBJECTIVES
Define interpersonal conflict and review its causes in organizations.
Explain the process by which conflict occurs. Discuss the various modes of managing
conflict. Review a range of negotiation techniques. Discuss the merits of stimulating conflict.
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Distinguish among stressors, stress and stress reactions.
Discuss the role that personality plays in stress.
Review the sources of stress encountered by various organizational role occupants.
Describe behavioural, psychological and physiological reactions to stress and discuss techniques for reducing or coping with stress.
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INTERPERSONAL CONFLICT
A process that occurs when one person, group or organizational subunit frustrates the goal attainment of another.
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CAUSES OF ORGANIZATIONAL CONFLICT
Group Identification and Intergroup Bias
Interdependence
Differences in Power, Status and Culture
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Ambiguity of Goals, Jurisdiction or Performance
Scarce Resources
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TYPES OF CONFLICT
Disputes over Goals
Disputes over Facts
Disputes over Procedures
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THE CONFLICT PROCESS
Winning is more important than developing a good solution to the problem.
Parties to the conflict conceal information or pass distorted information.
Each group becomes more cohesive.
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Contact with the opposite party is discouraged.
There is stereotyping of the opposite party while boosting one’s own position.
On each side, more aggressive people who are skilled at engaging conflict may emerge as leaders.
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MODES OF MANAGING CONFLICT
AVOIDANCE A conflict management style
characterized by low assertiveness of one’s own interests and low cooperation with the other party.
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ACCOMMODATION A conflict management style in
which one cooperates with the other party, while not asserting one’s own interest.
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COMPETING A conflict management style
that maximizes assertiveness and minimizes cooperation.
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COMPROMISE A conflict management style
that combines intermediate levels of assertiveness and cooperation.
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COLLABORATING A conflict management style
that maximizes both assertiveness and cooperation.
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MANAGING CONFLICT WITH NEGOTIATIONS
A decision-making process among interdependent parties who do not share identical preferences.
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DISTRIBUTIVE NEGOTIATION
Win-lose negotiation in which a fixed amount of assets is divided between parties.
It is a single-issue negotiation.
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There is the threat that one party will be punished. Threats have merit as bargaining
tactics.
Promises are pledges that concessions will lead to rewards in the future.
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Sticking to one’s target position, offering few concessions and waiting for the other party to give in will be reciprocated and result in deadlock.
A persuader is likely to be more successful if perceived as expert, likable and unbiased.
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INTEGRATIVE NEGOTIATION
Win-win negotiation that assumes that mutual problem solving can enlarge the assets to be divided between parties.
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There is a free flow of information.
Differences are framed as opportunities.
By cutting costs that the other party associates with an agreement, the chance of settlement increases.
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Increasing available resources is a way to get around the fixed-pie syndrome.
Introducing superordinate goals that are attractive outcomes may help achieve collaboration.
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THIRD PARTY INVOLVEMENT
Mediation
Arbitration
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IS ALL CONFLICT BAD?
Promotes necessary organizational change.
CONFLICT CHANGE ADAPTATION SURVIVAL
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CONFLICT STIMULATION
A strategy of increasing conflict in order to motivate change.
Scarcity and ambiguity could be manipulated by managers to achieve change.
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A MODEL OF STRESS IN ORGANIZATIONS
STRESSORS Environmental events or conditions that have
the potential to induce stress.
STRESS A psychological reaction to the demands
inherent in a stressor that has the potential to make a person feel tense or anxious.
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STRESS REACTIONS The behavioural, psychological
and physiological consequences of stress.
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MODEL OF A STRESS EPISODE
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PERSONALITY AND STRESS
Locus of Control
Type A Behaviour Pattern
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STRESSORS IN ORGANIZATIONAL LIFE
EXECUTIVE AND MANAGERIAL STRESSORS
Role Overload
Heavy Responsibility
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OPERATIVE-LEVEL STRESSORS
Poor Physical Working Conditions
Poor Job Design
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BOUNDARY ROLE STRESSORS Positions in which
organizational members are required to interact with members of other organizations or with the public.
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BURNOUT Emotional exhaustion,
depersonalization and reduced personal accomplishment among those who work with people.
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GENERAL STRESSORS Interpersonal Conflict
Work-Family Conflict
Job Insecurity and Change
Role Ambiguity
Sexual Harassment
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SOURCES OF STRESS
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REACTIONS TO ORGANIZATIONAL STRESS
BEHAVIOURAL REACTIONS Problem Solving
Delegation Time Management Talking It Out Asking for Help Searching for Alternatives
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Withdrawal
Use of Addictive Substances
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PSYCHOLOGICAL REACTIONS Defence Mechanism
Rationalization Projection Displacement Reaction Formation Compensation
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PSYCHOLOGICAL REACTION Increased risk of health
problems.
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REDUCING OR COPINGWITH STRESS
Job Redesign
Social Support
“Family Friendly” Human Resources Policies
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Stress Management Programs
Work/Life Programs