Exam #3

how should conflict be viewed?

healthy and necessary

avoiding - uncooperative and unassertive

accommodating - cooperative and unassertive

compromising - middle-ground style

competing - wants to reach their goal regardless of what others say or how they feel

collaborating - high on both assertiveness and cooperation

5 conflict handling styles

people exhibiting this conflict style deny the existence of the conflict and are prone to postponing any decisions in which a conflict may arise

avoiding style

people exhibiting this conflict style give in to what the other side wants, even at the expense of their personal goals

accommodating style

people exhibiting this conflict style have some desire to express their own concerns and get their way, but still respect the other person’s goals

compromising style

people exhibiting this conflict style may lead to creating poor relationships

competing style

in this conflict style, both sides argue for their position, supporting it with facts and rationale while listening attentively to the other

collaborating style

the 3 views of conflict

traditional, humanistic, interactionist

the conflict view that asserts that all conflict is inherently harmful, dysfunctional, and a sign of poor management

traditional view

the conflict view that considers conflict a natural, inevitable, and potentially productive aspect of human relationships rather than a purely negative event to be avoided

humanistic view

the conflict view that suggests that a minimal level of conflict is necessary for effective group performance, as it encourages creativity, self-criticism, and adaptability

interactionist view

the 3 types of third party negotiators

arbitrators, conciliators, mediators

negotiation - a third party who reviews the dispute and makes the final decision. (the “award”) awards are made in writing and are binding

arbitrators

negotiation - a neutral third party professional who facilitates negotiations to resolve conflicts outside of court, similar to mediators but often more proactive in proposing solutions

conciliators

negotiation - an outside third party who enters the situation to assist the parties in reaching an agreement. the___ can facilitate, suggest, and recommend

mediator

distributive - a competitive, “win-lose” strategy used to divide fixed resources, often called “slicing the pie”

integrated - a collaborate “win-win” strategy focused on expanding the value pie rather than just dividing it, aiming to satisfy all parties’ underlying interests through creative problem-solving

types of negotiation

interpersonal - conflict within a person

intrapersonal - conflict between two people

intragroup - conflict that takes place among members of a group

intergroup - conflict that takes place among different groups

types of conflicts

organizational structure, limited resources, task interdependence, incompatible goals, reward systems, personality differences, communication challenges

organizational sources of conflict

• the parties involved are somehow interdependent

• the parties are each looking to achieve the best possible result in the interaction for themselves

• the parties are motivated and capable of influence one another

• the parties believe they can reach an agreement

characteristics necessary for negotiation

1. preparation and planning

2. definition and ground rules

3. clarification and justification

4. bargaining and problem solving

5. closure and implementation

5 stages of negotiation

kurt lewin

1. authoritarian (autocratic)

2. participative (democratic)

3. delegative (laissez-faire)

3 leadership styles

• transformational - leaders inspire and motivate teams through a shared vision, focusing on growth and positive change

• transactional - based on structure, performance metrics, and a system of rewards and punishments to meet goals

• servant - prioritizes the needs of the team and focuses on employee well-being, fostering a collaborative, supportive environment

• charismatic - based on a leader’s ability to inspire, charm, and motivate followers through exceptional communication, emotional intelligence, and a compelling vision

• autocratic - a top-down approach where the leader makes decisions unilaterally, maintaining strict control

• abusive - involves sustained hostile verbal and non-verbal behaviors such as bullying, manipulation, public manipulation, and threats that damage employee well-being and productivity

contemporary leadership styles

galton’s study is based on the evidence of ___men

eminent

what are the 2 dimensions of leadership behavior in the ohio state and michigan studies?

initiating structure and consideration

states that leadership is a combination of traits, behaviors, and situations. leaders can succeed in one situation and fail in another

contingency approach to leadership

theory that suggests that effective leadership depends on matching a leader’s fixed style - either task-oriented or relationship oriented - to the right situational favorableness

it determines effectiveness by analyzing leader-member relations, task structure, and position power, rather than altering a leader’s style

fideler’s contingency model

erg theory

vroom expectancy theory

a contingency leadership model stating that a leader’s effectiveness depends on their ability to motivate subordinates by clarifying paths to goals, removing obstacles, and providing necessary support. leaders adapt their behavior - directive, supportive, participative, or achievement=oriented - based on employee needs and task characteristics

path-goal theory

4 situational leadership styles

telling, selling, participating, delegating

• deterrence-based - a fragile foundational form of trust based on the feat of consequences or reprisal if commitments are broken

• knowledge-based - built on a leader’s proven competence, consistency, and expertise, rather than just personal rapport

• identification-based - the highest form of ___, where followers and leaders share deeply aligned values, emotions, and goals, allowing them to act as agents for each other

3 trusts

what does unethical behavior cost u.s. businesses annually?

10% of revenue

ethics as it relates to the conduct of members of an organization

business ethics

• reduced customer loyalty and subsequent revenue loss

• heavy fines

• probation

• criminal or civil prosecution

• loss of employee talent

• cost of reputation

potential costs of unethical behavior

• improve financial accuracy: to ensure that corporate financial statements are accurate, transparent, and reliable

• enhance corporate responsibility: mandates that senior executives personally certify the accuracy of financial reports, holding them directly accountable for inaccuracies

• strengthen internal controls: requires companies to establish, document, and assess internal controls, over financial reporting to prevent fraud

• establish auditor independence: restricts auditing firms from providing non-audit services to their clients to prevent conflicts of interest

• impose severe penalties: sets harsh penalties, including significant fines and imprisonment for executives who violate securities laws or unknowingly submit false reports

• protect investors: restores public confidence in public companies and financial markets

sarbanes-oxley act components

when can a company be held liable for an employee’s misconduct?

only when the employee acts within the scope of employment

what must occur in ethics training?

6 principles of ethical decision making

whistle blower

external forces of change

internal forces of change

reasons for organizational change

according to lewin’s three step change management model resistance to change is ___?

what are the steps to help prepare employees for change?

to achieve success with refreezing, companies must make the change ___ and ___

characteristics of a learning organization

components of an organizational structure

types of departmentalization

unity of command

disadvantages of formalization

organic structure

mechanistic structure

benefits of an organizational structure

bureaucratic structure