Chat with AIExam 13: Conflict and Negotiation
Identify the personal factors for conflicts in organizations.
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VerifiedAnswers will vary. The causes of conflict that arise from individual differences include skills and abilities, personalities, perceptions, values and ethics, emotions, communication barriers, and cultural differences.
· Skills and abilities: Diversity in skills and abilities may be positive for an organization, but it also holds potential for conflict, especially when jobs are interdependent.
· Personalities: One personality trait that many people find difficult to deal with is abrasiveness. The working style of abrasive individuals causes stress and strain for those around them.
· Perceptions: Differences in perception can also lead to conflict.
· Values and ethics: Differences in values and ethics can be sources of disagreement. Most people have their own sets of values and ethics, although the extent to which they apply these ethics in the workplace varies.
· Emotions: Conflict is by nature an emotional interaction, and the emotions of the parties involved in conflict play a pivotal role in how they perceive any type of negotiation and therefore how they respond to one another.
· Communication barriers: Communication barriers such as physical separation and language can create distortions in messages, and these can lead to conflict.
· Cultural differences: Although cultural differences are assets in organizations, sometimes they can be sources of conflict. Often, these conflicts stem from a lack of understanding of another culture. Please see the section "Causes of Conflict in Organizations" for more information.
Functional conflict is often cognitive in origin.
(72) VerifiedTrue
List the different types of power networks in organizations as described by W.F.G. Mastenbroek.
(79) VerifiedAnswers will vary. According to W.F.G. Mastenbroek, individuals in organizations are organized into three basic types of power networks. The first relationship is equal versus equal, in which there is a horizontal balance of power among the parties. The behavioral tendency is toward suboptimization; that is, the focus is on a win-lose approach to problems, and each party tries to maximize its power at the expense of the other party. The second power network is high versus low, or a powerful party versus a less powerful party. Conflicts that emerge here take the basic form of the powerful individuals trying to control others, with the less powerful people trying to become more autonomous. The third power network is high versus middle versus low. This power network illustrates the classic conflicts: role conflict and role ambiguity, felt by middle managers. Please see the section "Individual Conflict in Organizations" for more information.
Sheela, an employee at CurryMart, confronts her manager, Ben, after realizing that her monthly pay has been reduced. Ben justifies this act by saying that the company incurred huge losses in the previous year and the employees must contribute to minimize the overall loss. However, Sheela is not happy about it, and she does not think that it is fair for the employees to pay for the company's losses. In the given scenario, it is likely that a(n)_____ would emerge within the organization.
(76) Which of the following statements is true of functional conflict?
(74) To diagnose a conflict as functional or dysfunctional, a manager must look at:
(81) Managers should stimulate functional conflict when their group:
(76) In the context of intergroup conflict, managers should encourage social interactions across groups so that:
(92) Conflicts that emerge as a result of equal versus equal relationships in organizations can lead to _____.
(78) A withdrawal mechanism in which emotional conflicts are expressed in physical symptoms is called _____.
(78) Jack, a sales manager, is confronted by Jessica, a dissatisfied customer. Jessica claims that she has received a defective piece of merchandise and wants to make a complaint. Jack tells her that she needs to fill out a complaint form, which will be reviewed by the frontline staff and recorded into the complaint-handling system. After that, the senior management would conduct an investigation on her complaint and give her a response within 20 working days. Jessica finds the entire process tedious and time-consuming and withdraws from making the complaint. In the scenario, which of the following techniques was used by Jack to address conflicts?
(70) A win-win style of conflict management that is high on both assertiveness and cooperativeness is known as _____.
(83) The high versus middle versus low power network illustrates the conflict felt by middle managers.
(80) In the context of intrapersonal conflicts, individuals who place expectations on the person occupying the focal role are termed as _____.
(69) _____ is an approach in which the goals of the parties involved in a conflict are not seen as mutually exclusive, but the focus is on both sides achieving their objectives.
(81) Using a _____ made up of members from different departments improves coordination and reduces delays by allowing many activities to be performed at the same time rather than sequentially.
(81) NatePhones is a leading manufacturer of smartphones. The company announces the launch of its new product by the end of 2018. This leads to conflict between the company's marketing and production teams. The production team argues that the new product cannot be completed by the end of 2018, while the marketing team argues that the launch of the new product after 2018 will minimize the company's competitive advantage. In this scenario, the structural factor for conflict among the two teams is _____.
(73) In the context of defense mechanisms, which of the following is an example of a compromise mechanism?
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