1. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 1 CHAPTER 13 CONFLICT AND STRESS

2. 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.

3. 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.

4. 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.

5. 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

6. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 6 Ambiguity of Goals, Jurisdiction or Performance Scarce Resources

7. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 7 TYPES OF CONFLICT Disputes over Goals Disputes over Facts Disputes over Procedures

8. 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.

9. 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.

10. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 10 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.

11. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 11 ACCOMMODATION A conflict management style in which one cooperates with the other party, while not asserting one’s own interest.

12. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 12 COMPETING A conflict management style that maximizes assertiveness and minimizes cooperation.

13. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 13 COMPROMISE A conflict management style that combines intermediate levels of assertiveness and cooperation.

14. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 14 COLLABORATING A conflict management style that maximizes both assertiveness and cooperation.

15. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 15 MANAGING CONFLICT WITH NEGOTIATIONS A decision-making process among interdependent parties who do not share identical preferences.

16. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 16 DISTRIBUTIVE NEGOTIATION Win-lose negotiation in which a fixed amount of assets is divided between parties. It is a single-issue negotiation.

17. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 17 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.

18. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 18 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.

19. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 19 INTEGRATIVE NEGOTIATION Win-win negotiation that assumes that mutual problem solving can enlarge the assets to be divided between parties.

20. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 20 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.

21. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 21 Increasing available resources is a way to get around the fixed-pie syndrome. Introducing superordinate goals that are attractive outcomes may help achieve collaboration.

22. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 22 THIRD PARTY INVOLVEMENT Mediation Arbitration

23. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 23 IS ALL CONFLICT BAD? Promotes necessary organizational change. CONFLICTCHANGE ADAPTATION SURVIVAL

24. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 24 CONFLICT STIMULATION A strategy of increasing conflict in order to motivate change. Scarcity and ambiguity could be manipulated by managers to achieve change.

25. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 25 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.

26. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 26 STRESS REACTIONS The behavioural, psychological and physiological consequences of stress.

27. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 27 MODEL OF A STRESS EPISODE

28. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 28 PERSONALITY AND STRESS Locus of Control Type A Behaviour Pattern

29. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 29 STRESSORS IN ORGANIZATIONAL LIFE EXECUTIVE AND MANAGERIAL STRESSORS Role Overload Heavy Responsibility

30. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 30 OPERATIVE-LEVEL STRESSORS Poor Physical Working Conditions Poor Job Design

31. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 31 BOUNDARY ROLE STRESSORS Positions in which organizational members are required to interact with members of other organizations or with the public.

32. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 32 BURNOUT Emotional exhaustion, depersonalization and reduced personal accomplishment among those who work with people.

33. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 33 GENERAL STRESSORS Interpersonal Conflict Work-Family Conflict Job Insecurity and Change Role Ambiguity Sexual Harassment

34. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 34 SOURCES OF STRESS

35. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 35 REACTIONS TO ORGANIZATIONAL STRESS BEHAVIOURAL REACTIONS Problem Solving  Delegation  Time Management  Talking It Out  Asking for Help  Searching for Alternatives

36. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 36 Withdrawal Use of Addictive Substances

37. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 37 PSYCHOLOGICAL REACTIONS Defence Mechanism  Rationalization  Projection  Displacement  Reaction Formation  Compensation

38. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 38 PSYCHOLOGICAL REACTION Increased risk of health problems.

39. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 39 REDUCING OR COPING WITH STRESS Job Redesign Social Support “Family Friendly” Human Resources Policies

40. COPYRIGHT 2001 PEARSON EDUCATION CANADA INC. CHAPTER 13 40 Stress Management Programs Work/Life Programs