Organizational Conflict, Negotiation, Structure, and Culture: Key Concepts and Definitions

Conflict

A process that begins when one party perceives another has negatively affected something the first party cares about.

Functional Conflict

Conflict that supports group goals and improves performance.

Dysfunctional Conflict

Conflict that hinders group performance.

Task Conflict

Conflict about the content and goals of the work.

Relationship Conflict

Conflict focused on interpersonal relationships; always dysfunctional.

Process Conflict

Conflict about how the work gets done.

Dyadic Conflict

Conflict between two people.

Intragroup Conflict

Conflict within a group or team.

Intergroup Conflict

Conflict between groups or teams.

Conflict Process (5 Stages)

Potential opposition, Cognition and personalization, Intentions, Behavior, Outcomes.

Five Conflict-Handling Intentions

Competing, Collaborating, Avoiding, Accommodating, Compromising.

Competing

Seeking to satisfy your own interests regardless of impact on others.

Collaborating

Trying to satisfy both parties fully.

Avoiding

Withdrawing from or ignoring conflict.

Accommodating

Placing the other party's interests above your own.

Compromising

Each party gives up something to reach an agreement.

Conflict Management Techniques

Problem solving, superordinate goals, expansion of resources, smoothing, compromise, authoritative command, altering human variables, altering structural variables, communication training, restructuring the organization, bringing in a third-party.

Negotiation

A process in which two or more parties exchange goods/services and try to agree on an exchange rate.

Distributive Bargaining

A negotiation strategy that seeks to divide a fixed amount of resources; win-lose.

Integrative Bargaining

Negotiation that seeks a win-win outcome where both parties are satisfied.

BATNA

Best Alternative To a Negotiated Agreement — your fallback option.

Five Steps of Negotiation

Preparation & planning, definition of ground rules, clarification & justification, bargaining & problem solving, closure & implementation.

Organizational Structure

How job tasks are formally divided, grouped, and coordinated.

Work Specialization

Degree to which tasks are subdivided into separate jobs.

Departmentalization

Grouping jobs so common tasks can be coordinated.

Chain of Command

Continuous line of authority from top to bottom, specifying who reports to whom.

Unity of Command

Each employee should have only one supervisor.

Authority

Rights inherent in a managerial position to give orders.

Span of Control

Number of employees a manager can efficiently supervise.

Centralization

Degree to which decision-making is concentrated at a single point.

Decentralization

Degree to which lower-level employees make decisions.

Formalization

Degree to which jobs are standardized.

Boundary Spanning

Employees forming relationships outside their formally assigned groups.

Simple Structure

Low departmentalization, wide spans of control, centralized authority, little formalization.

Bureaucracy

Highly routine jobs, formalized rules, specialized tasks, centralized authority.

Matrix Structure

Employees report to two bosses: functional manager & product manager.

Mechanistic Structure

Rigid hierarchy, high formalization, narrow spans of control.

Organic Structure

Flexible structure, low formalization, decentralized, cross-functional teams.

Innovation Strategy (Structure)

Best achieved with an organic structure.

Cost-Minimization Strategy (Structure)

Best achieved with mechanistic structure.

Imitation Strategy (Structure)

Mix of mechanistic and organic elements.

Downsizing

Systematic effort to make an organization leaner by eliminating jobs or units.

Organizational Culture

A system of shared meaning held by members that distinguishes the organization from others.

Culture (Descriptive Term)

Describes how employees perceive the organization.

Seven Characteristics of Culture

Adaptability, Detail orientation, Results orientation, People orientation, Team orientation, Integrity, Customer orientation.

Strong Culture

Core values intensely held and widely shared.

Weak Culture

Values not widely shared; inconsistent practices.

Dominant Culture

Main culture that gives the organization its personality.

Subcultures

Mini-cultures within an organization that reflect different problems or experiences.

Functions of Culture

Boundary-defining role, identity for members, commitment, stability, sense-making & control.

Ethical Culture

Shared concept of right and wrong behavior in the workplace.

Ethical Climate Theory (ECT)

Categorizes the ethical dimensions of culture.

Sustainable Management

Practices capable of being maintained long-term without damaging the systems that support them.

How Culture Forms

Founder philosophy → hiring/selection → top management → socialization.

How Management Creates an Ethical Culture

Be a visible role model, communicate expectations, ethics training, reward ethical behavior, punish unethical behavior, provide protective mechanisms.

Selection Process

Steps organizations use to hire employees.

Initial Selection

Preliminary screening techniques (forms, applications).

Substantive Selection Methods

Tests and assessments used to choose finalists.

Written Tests

Assess cognitive ability, personality, and integrity.

Performance Simulation Tests

Tests that require applicants to perform tasks (work samples, assessment centers, situational judgment tests).

Assessment Centers

Simulated managerial tasks used to evaluate candidates.

Situational Judgment Test

Test presenting hypothetical situations for candidates to respond to.

Interviews

Most widely used selection method.

Unstructured Interview

Different questions for each candidate.

Structured Interview

Same questions for all candidates; higher reliability.

Panel Interview

Interview conducted by multiple interviewers.

Contingent Selection

Final checks before hire (e.g., drug test).

Types of Employee Training

Basic skills, technical skills, problem-solving skills, interpersonal skills, civility training, ethics training.

On-the-Job Training

Job rotation, apprenticeships, coaching, understudy assignments.

Off-the-Job Training

Lectures, videos, self-study, e-learning.

Performance Evaluation

Formal assessment of employee performance.

Task Performance

How well an employee performs core job tasks.

Citizenship Behavior

Voluntary behaviors that contribute to organizational effectiveness.

Counterproductive Behavior

Employee actions that harm the organization.

Improving Performance Evaluations

Use multiple evaluators, evaluate selectively, train evaluators, give due process.

Performance Feedback

Information given to employees about their performance; managers often avoid giving negative feedback.