CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Advanced Organizational Management Chapter 8: Solving Problems and Resolving Conflict

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Advantages of Group Problem-Solving Develop more alternatives Increased amount of knowledge sharing Implementation effectiveness More acceptance of decisions Increased energy level Improved personal decision-making skills Increased ability to solve problems Creation of interactive environments

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Disadvantages of Team Activities Resistance to new approaches Lack of group participation High cost related to group problem-solving Free riders; gain benefits without contributing Barriers imposed by managers Domination by team members; few dominate  Groups can become unknown tools for advancing hidden agendas of dominating members

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Groupthink The tendency to conform automatically and uncritically to a group judgment even though there are dangers  Caused by high group cohesion, five aspects in decision-making, invulnerability, morality, and pressure  Combat by assigning a critical evaluator in the group  Resistance facilitation  Interpersonal conflict and ineffectiveness

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Group Decision-Making—Evidence Development of creative solutions Conflicts among group members Risk involved in group decisions Group ownership of decisions Differences in members’ opinions

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ T-Group Grandfather of intervention techniques; introduced in 1947 No agenda—no anxieties Goal is to get members to give non-evaluative feedback to each other Consists of 10–15 participants with 1–2 trainers Similar to sensitivity training Advantages and disadvantages

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Delphi Technique Basic procedures require participants to provide their opinions independently Requires two groups  Monitor or staff group  Respondent or participant group Advantages and disadvantages Electronic Delphi technique reduces the time necessary by using a computer to provide summary and feedback

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Nominal Group Technique (NGT) Group first generates a list of ideas about a given problem, discusses each idea, and then ranks the ideas It is a structured process Larger groups will need to be divided into smaller groups that will come back together to rank ideas from each group Advantages and disadvantages

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Quality Circles Members of the group are usually line workers, doing the job they are reviewing Corporation sets rules for the process; used extensively in Japan Five basic steps include identify the problem, analyze it, develop a solution, propose to management, acceptance or rejection Advantages and disadvantages

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Brainstorming Began in the 1930s to generate as many ideas as possible when addressing a specific problem Encourages ideas, minimizes evaluation, encourages active modification Follows a natural process; occurs any time several people meet in an unstructured setting Advantages and disadvantages Alternative approach uses two teams to avoid premature closure

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Types of Conflict Intrapersonal conflict occurs within the individual  Ideas and desires are incompatible  Approach-avoidance, approach-approach, avoidance- avoidance, double approach-avoidance, cognitive dissonance  Normal and common Topic conflict refers to what is being discussed Interpersonal conflict arises from incompatibility of goals, ineffective communication, or personality styles Combination or multi-level conflict is a combination of topic and interpersonal Organizational conflict occurs between groups in the organization

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Sources of Conflict in the Work Place Diversity through prejudice, discrimination, and anxiety Competition for promotion and raises; limited rewards Turf refers to establishing territory Scapegoating blames the group with the least power

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Issues in the Organization Assertiveness and cooperation describes five styles  Forcing, withdrawing, smoothing, problem-solving, and compromising Resolve group conflict in order to meet goals in a meeting  Basic steps to resolve the conflict include fact-finding, isolating factors creating the conflict, defusing the causes  Critical first step to becoming a better manager Outcomes of conflict

CPS ® and CAP ® Examination Review ADVANCED ORGANIZATIONAL MANAGEMENT By Garrison and Bly Turner ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Techniques for Reducing Interpersonal Conflict Sensitivity training is the oldest type of HR training program; includes free expression and focuses on interpersonal tension and anxiety Assertive training relates to ability to express feelings with confidence, distinction between getting your way and standing your ground, contrast with aggressiveness and passiveness Transactional analysis provides a means of conceptualizing the types of interactions using a simple formula Motivational training focuses on excitement and energy toward a specific outcome Adventure training is popular with youth and management teams; builds trust