COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 2 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 3 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 4 INTERPERSONAL CONFLICT A process that occurs when one person, group or organizational subunit frustrates the goal attainment of another.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 5 CAUSES OF ORGANIZATIONAL CONFLICT Group Identification and Intergroup Bias Interdependence Differences in Power, Status and Culture
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 6 Ambiguity of Goals, Jurisdiction or Performance Scarce Resources
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 7 TYPES OF CONFLICT Disputes over Goals Disputes over Facts Disputes over Procedures
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 8 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 9 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER ACCOMMODATION A conflict management style in which one cooperates with the other party, while not asserting one’s own interest.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER COMPETING A conflict management style that maximizes assertiveness and minimizes cooperation.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER COMPROMISE A conflict management style that combines intermediate levels of assertiveness and cooperation.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER COLLABORATING A conflict management style that maximizes both assertiveness and cooperation.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER MANAGING CONFLICT WITH NEGOTIATIONS A decision-making process among interdependent parties who do not share identical preferences.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER DISTRIBUTIVE NEGOTIATION Win-lose negotiation in which a fixed amount of assets is divided between parties. It is a single-issue negotiation.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER INTEGRATIVE NEGOTIATION Win-win negotiation that assumes that mutual problem solving can enlarge the assets to be divided between parties.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER Increasing available resources is a way to get around the fixed-pie syndrome. Introducing superordinate goals that are attractive outcomes may help achieve collaboration.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER THIRD PARTY INVOLVEMENT Mediation Arbitration
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER IS ALL CONFLICT BAD? Promotes necessary organizational change. CONFLICTCHANGE ADAPTATION SURVIVAL
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER CONFLICT STIMULATION A strategy of increasing conflict in order to motivate change. Scarcity and ambiguity could be manipulated by managers to achieve change.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 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.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER STRESS REACTIONS The behavioural, psychological and physiological consequences of stress.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER MODEL OF A STRESS EPISODE
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER PERSONALITY AND STRESS Locus of Control Type A Behaviour Pattern
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER STRESSORS IN ORGANIZATIONAL LIFE EXECUTIVE AND MANAGERIAL STRESSORS Role Overload Heavy Responsibility
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER OPERATIVE-LEVEL STRESSORS Poor Physical Working Conditions Poor Job Design
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER BOUNDARY ROLE STRESSORS Positions in which organizational members are required to interact with members of other organizations or with the public.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER BURNOUT Emotional exhaustion, depersonalization and reduced personal accomplishment among those who work with people.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER GENERAL STRESSORS Interpersonal Conflict Work-Family Conflict Job Insecurity and Change Role Ambiguity Sexual Harassment
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER SOURCES OF STRESS
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER REACTIONS TO ORGANIZATIONAL STRESS BEHAVIOURAL REACTIONS Problem Solving Delegation Time Management Talking It Out Asking for Help Searching for Alternatives
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER Withdrawal Use of Addictive Substances
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER PSYCHOLOGICAL REACTIONS Defence Mechanism Rationalization Projection Displacement Reaction Formation Compensation
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER PSYCHOLOGICAL REACTION Increased risk of health problems.
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER REDUCING OR COPING WITH STRESS Job Redesign Social Support “Family Friendly” Human Resources Policies
COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER Stress Management Programs Work/Life Programs