MGMT 3123 Exam 3

Conflict

When one party percieves that its interests are being opposed or negatively affected by another party

task conflict

conflicts over content and goals of the work

Relationship Conflict

Conflict based on interpersonal relationships

Process Conflict

Conflict over how work gets done

perceived conflict

Awareness by one or more parties of existence of conditions that create opportunities for conflict to arise

Felt Conflict

emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostiliity

dominating

desire to satisfy ones interest, regardless of the impact of others

integrating

when the parties to a conflict desire to fully satisfy the concerns of all parties

avoiding

the desire to withdraw from or supress conflict

compromising

situation in which each party is willing to give something up

programmed conflict

conflict that raises different opinions regardless of the personal feelings of the managers

devils advocate

assigns someone to the role of the critic

dialectic method

calls for managers to foster a structured dialogue or debate of opposing viewpoints prior to making a decision

outcomes of conflict

moderate task conflict>high performance

task conflict> low satisfaction

relationship conflict> low satisfaction and performance

process conflict> low satisfaction and performance

negotiation

to give-and-take decision making process between two or more parties with different preferences

BATNA

Best Alternative To a Negotiated Aggreement

distributive bargaining

negotiation that seeks to divide up a fixed amount of resources

integrative bargaining

negotiation that seeks one or more settlements that can create a win-win solution

target point

what each party would like to achieve

resistance point

marks the lowest outcome that is acceptable

bargaining range

area between a negotiators target and resistance points

settlement range

if the bargaining ranges of the negotiators overlaps, a compromise can be reached

assumption

there exists one or more solutions that can create a win-win situation

Negotiation process (1)

Preparation and planning

NP 2

definition of ground rules

NP 3

Clarification and justification

NP 4

Bargaining and problem solving

NP 5

Closure and implementation

high power

negotiators who show anger get concessions in distributive bargaining

positive moods & emotions

more helpful in integrative bargaining

Postive leverage

what do they gain by hiring you

normative leverage

what standards/norms support your position

negative leverage

threats, etc. not appropriate

Communication

the exchange of information between a sender and reciever

communication process

steps between a source and a receiver that result in the transfer and understanding of meaning

channel

the medium selected by the sender through which the message travels to the reciever

formal channels

established by the organization and transmit messages related to the professional activities of members

informal channels

-Established by individuals

-Transmit personal or social messages

verbal/oral communication

ad: speed and feedback

dis: distortion of the message

written communication

ad: tangible and verifiable

dis: time-consuming and lacks feedback

nonverbal communication

ad: supports other communications and provides observable expression of emotions and feelings

dis: misperception of body language or gestures can influence receiver's interpretation of message

filtering

a sender's manipulation of information so that it will be seen more favorably by the reciever

selective perception

people selectively interpret what they see on the basis of their interest, background, experience, and attitudes

information overload

a condition in which info inflow exceeds an individuals processing capacity

emotion

how a receiver feels at the time a message is received will influence how the message is interpreted

language/semanticcs

words have different meanings to people

communication apprehension

undue tension and anxiety about oral communication, written, or both

gender differences

men tend to talk to emphasize status while women talk to create connections

power

the discretion and the means to enforce your will over others

dependency

B's relationship to A when A possesses something that B requires.

position power

is established by an individual's position in an organization

legitimate power

the power a person receives as a result of his or her position in the formal hierarchy of an organization

coercive power

a power base dependent on fear- making threats of punishment and deliver actual punishment

reward power

compliance achieved based on the ability to distribute rewards that others view as valuable

expert power

influence based on special skills or valued knowledge

referent power

influence based on personal characteristics and social relationships

top of power

reward power

coercive power

legitimate power

influence tactics

conscious efforts to affect and change behaviors in others

IT- rational persuation

local agruments

inspirational appeals

appealing to values, needs, hopes, and aspiratins

consultation

involving others

ingration

using flattery, praise, of friendly behavior

personal appeals

asking for compliance based on friendship/loyalty

exchange

providing benefits or favors

coalitions

enlisting aid or support to persuade others

pressure

warnings, demands, and threats

legitimating tactics

relying on authority

impression management

any attempt to control or manipulate the images related to a person, organization, or idea

conforming

agreeing to gain approval

excuses

explanations aimed at minimizing the apparent severity

apologies

admitting responsibility while simultaneously seeking a pardon

self-promotion

highlighting one's qualities while downplaying one's deficiencies

flattery

complimenting one to appear likeaable

favors

Doing something nice for someone to gain that person's approval

exemplification

doing more than you need to in an effort to show how hard you work

3 perspectives of power

1. power through dependency

2. power through influence/persuasion

3. power through networks

social networks

system of interconnected social actors

management

use of authority inherent in designated formal rank to obtain compliance from organizational members

leadership

the process whereby an individual influences a group of individuals to achieve a common goal

traits theory of leadership

theories that consider personality, social, physical, or intellectual traits to differentiate leaders from non-leaders

implicit leadership theory

proposes that people have beliefs about how leaders should behave and what they should do for their followers

leadership prototype

mental representation of the traits and behaviors people believe leaders possess

initiating structure

extent to which a leader is likely to define and structure his or her role and those of subordinates in the search for a goal attainment

consideration

extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinate's ideas, needs and regard for their relationships

transactional leaders

leaders who guide or motivate their followers in the direction of established goals by clarifying role and task requirements and providing positive and negative rewards

transformational leaders

inspire followers to transcend their own self-interests for the good of the organization; transform their followers to pursue organizational goals over self-interests

contingent reward

contracts exchange of rewards for effort, promise rewards for a good performance, recognizes accomplishments

management by exception

watches and searches for deviations from rules and standards, takes corrective action

management by exception

intervenes only if standards are not met