BA 366 Final Exam

Ghost Stories

look at chapter 15

Culture was initially founded, lost over time, culture talked about like it is a ghost

Intrapersonal Conflict

Conflict that arises within a person

Interpersonal Conflict

A type of conflict between two people

Intragroup Conflict

Conflict that takes place among members of a group

Intergroup Conflict

Conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer.

In-Group Bias

The tendency to favor the group to which one belongs.

Explain what the Inverted U Relationship between Performance and Conflict is about

Some conflict promotes higher performance, too much or too little is what hurts teams/organizations

6 Causes of Conflict

Organizational Structure

Conflict based on how the organization is structured

Ex. Employee reports to Boss, Boss reports to another higher up Boss, etc.

Ex. Board of Directors all share power equally

Limited Resources

Time, Money, Equipment are most likely scarce

How will the company allocate said resources to the employees?

ex. Who gets the brand new company Phone 14 Pro?

Task Interdependence

Another cause of conflict is task interdependence; that is, when accomplishment of your goal requires reliance on others to perform their tasks.

Ex. If you finish your half of a group project, but the other member hasn't finished there's, that is an example of task interdependence conflict

Incompatible Goals

If two individuals have contrasting goals, that can create conflict

-Ex. one person make commission off of sales, and offers free delivery charge, while delivery person make money off of delivery charge and wants to deliver, two people goals contradict each other

Personality Differences

People think and act differently, understanding these differences can mitigate conflict.

Communication Problems

Ex. Not talking, lost emails, not returning phone calls, etc.

Lack of Communication to lead to escalated conflict

Negative Outcome of Conflict

- Increased stress and anxiety among individuals, which decreases
productivity and satisfaction

- Feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover

- A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done

Positive Outcome of Conflict

- Consideration of a broader range of ideas, resulting in a better,
stronger idea
- Surfacing of assumptions that may be inaccurate
- Increased participation and creativity
- Clarification of individual views that build learning

6 Ways to Handle Conflict

1. Change the Structure
2. Change the Composition of the Team
3. Create a Common Opposing Force
4. Consider Majority Rule
5. Problem Solve
6. Consider the Role of Mood

6 Ways to Handle Conflict - 1.Change the Structure

-If the conflict is at an intergroup level, such as between two departments, a structural solution could be to have those two departments report to the same executive, who could align their previously incompatible goals.

-When problems originate from a matrix structure in which an individual reports to multiple people, clearly defining the zone of authority for each manager may be useful.

6 Ways to Handle Conflict - 2. Change the Composition of the Team

If the conflict is between team members, the easiest solution may be to change the composition of the team, separating the personalities that were at odds.

This can be done by removing one from the group, or doing something as simple as moving seating arrangements.
(ex. Research has shown that when known antagonists are seated directly across from each other, the amount of conflict increases. However, when they are seated side by side, the conflict tends to decrease)

6 Ways to Handle Conflict - 3. Create a Common Opposing Force

Group conflict within an organization can be mitigated by focusing attention on a common enemy such as the competition.

The “enemy” need not be another com- pany—it could be a concept, such as a recession, that unites previously warring departments to save jobs during a downturn.

6 Ways to Handle Conflict - 4. Consider Majority Rule

Sometimes a group conflict can be resolved through majority rule. That is, group members take a vote, and the idea with the most votes is the one that gets implemented. The majority rule approach can work if the participants feel that the procedure is fair.

It should follow a healthy discussion of the issues and points of contention, not be a substitute for that discussion.

6 Ways to Handle Conflict - 5. Problem Solve

Problem solving is a common approach to resolving conflict. In problem-solving mode, the individ- uals or groups in conflict are asked to focus on the problem, not on each other, and to uncover the root cause of the problem.

This approach recognizes the rarity of one side being completely right and the other being completely wrong.

6 Ways to Handle Conflict - 6. Consider the Role of Mood

Research shows that negotiators in positive moods tend to be more cooperative and less likely to engage in conflict as well as even come to agreements that are more advantageous to all parties.

It may be that being in a positive mood allows negotiators to engage in more creative problem solving.

To the degree that this generalizes to other situations at work, creating a culture where positive mood is valued may help avoid conflict.

5 Conflict Handling Styles Graph

(need to memorize each one)

Avoiding

An uncooperative and unassertive conflict-handling style.

“I don’t really care if we work this out,”
“I don’t think there’s any problem. I feel fine about how things are.”

Accommodation

A cooperative and unassertive conflict-handling style

“Let’s do it your way”
“If it’s important to you, I can go along with it.”

Compromising

A middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person’s goals as well.

“Perhaps I ought to reconsider my initial position”
“Maybe we can both agree to give in a little.”

Competition

A conflict-handling style that is highly assertive but low on cooperation.

They are more interested in getting the outcome they want as opposed to keeping the other party happy, and they push for the deal they are interested in making.

Competition may lead to poor relationships with others if one is always seeking to maximize their own outcomes at the expense of others’ well-being.

Collaboration

A conflict-handling style that is high on both assertiveness and cooperation

The objective is to find a win–win solution to the problem in which both parties get what they want. They’ll challenge points but not each other. They’ll emphasize problem solving and integration of each other’s goals.

Five Phases of the Negotiation Process

Phase 1: Investigation

The first step in negotiation in which information is gathered.

What are your goals for the negotiation?
What do you want to achieve?
What would you concede?
What would you absolutely not concede?

Phase 2: Determine Your BATNA

Stands for the “best alternative to a negotiated agreement.” BATNA is an indicator of how much power one has in the negotiation.

Thinking through your BATNA is important to helping you decide whether to accept an offer you receive during the negotiation. You need to know what your alternatives are.

If you have various alternatives, you can look at the proposed deal more critically.

Phase 3: Presentation

The third phase of negotiation in which information is assembled in a way that supports one's position.

EX. In a job hiring or salary negotiation situation, for instance, you can present facts that show what you’ve contributed to the organization in the past (or in a previous position), which in turn demonstrates your value. Perhaps you created a marketing campaign that brought attention to your company or got donations or funding for a charity. Perhaps you’re a team player who brings out the best in a group.

Phase 4: Bargaining

The fourth phase of negotiation in which parties discuss their goals and seek agreement.

One key to the bargaining phase is to ask questions. Don’t simply take a statement such as “we can’t do that” at face value. Rather, try to find out why the party has that constraint.

For example, when negotiating with a manufacturer, the retailer may realize that what drives the price up is the shipping costs, which may result in the retailer using their own contacts to reduce the shipping costs.

Without asking questions to understand the other party’s viewpoint, such outcomes are unlikely.

Concessions

Giving up one thing to get something else in return.

Making a concession is not a sign of weakness—parties expect to give up some of their goals. Rather, concessions demonstrate cooperativeness and help move the negotiation toward its conclusion.

Phase 5: Closure

The last part of negotiation in which you and the other party have either come to an agreement on the terms, or one party has decided that the final offer is unacceptable and therefore must be walked away from.

Most negotiators assume that if their best offer has been rejected, there’s nothing left to do. You made your best offer and that’s the best you can do.
The savviest of negotiators, however, see the rejection as an opportunity to learn. “What would it have taken for us to reach an agreement?”

Distributive View

The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them.

That is, negotiators see the situation as a pie that they have to divide between them. Each tries to get more of the pie and “win.”

Integrative Approach

An approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella.

That is, they look for ways to expand the pie, so that each party gets more. This is also called a win–win approach.

Meditation

A process in which an outside third party (the mediator) enters the situation with the goal of assisting the partys to reach an agreement.

Arbitration

A process that involves bringing in a third party, the arbitrator, who has the authority to act as a judge and make a binding decision to which both parties must adhere.

Awards are made in writing and are binding to the parties involved in the case. Arbitration is often used in union-management grievance conflicts.

Two different types of groups at organizations

formal work group and informal work group

Informal work group

Two or more individuals who are associated with one another in ways not prescribed by the formal organization.

Formal work group

Is made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group.

Five Stages of Group Development

Forming

Stage when the group comes together for the first time.

Storming

Stage when participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative.

Norming

Stage when participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals.

Performing

Stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it.

Adjourning

The fifth and final stage later added to the Tuckman model.

Adjourning is the final stage when the group separates. Many groups or teams formed in a business context are project oriented and therefore are temporary in nature. Alternatively, a working group may dissolve due to an organizational restructuring.

after-action review

A meeting conducted at the end of a project or event, where team members discuss what went right, what went wrong, and what could have been done differently. Commonly used alternative names include “retrospective meeting,” “debriefing meeting,” or post mortem.

Punctuated Equilibrium

The theory that change within groups occurs in rapid, radical spurts rather than gradually over time.

Cohesion

The degree of camaraderie within the group.

Can a Group Have Too Much Cohesion?

Keep in mind that groups can have too much cohesion. Because members can come to value belonging over all else, an internal pressure to conform may arise, causing some members to modify their behavior to adhere to group norms.

GroupThink

A group pressure phenomenon that creates a tendency to avoid a critical evaluation of ideas the group favors.

Group Cohesion

Social Loafing

The tendency of individuals to put in less effort when working in a group context.

Collective Efficacy

A group’s perception of its ability to successfully perform well.

Process Loss

Any aspect of group interaction that inhibits group functioning.

Production Tasks

Tasks that include actually making something such as a building, product, or marketing plan.

Idea-Generation Tasks

Creative tasks such as brainstorming a new direction or creating a new process.

Problem-Solving Tasks

Refers to coming up with plans for actions and making decisions.

Task Interdependence

The degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective.

Pooled Interdependence

Team members work independently and combine their efforts to create the team’s output.

Sequential Interdependence

In a team, when one person’s output becomes another person’s input.

Reciprocal Interdependence

Team members work together on each stage of a task.

Outcome Interdependence

When the rewards that an individual receives depend on the performance of others.

Task Force

A type of temporary team that is asked to address a specific issue or problem until it is resolved

Norms

Shared Expectations about how things operate within a group or team

Team Contract

Agreements on established ground rules, goals, and roles

Formal Leaders

Those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others

Informal Leaders

Those without a formal position of authority within the organization but demonstrate leadership by influencing those around them through personal forms of power

Big Five Personality Traits

OCEAN
Openness
Conscientiousness
Extraversion
Agreeableness
Neuroticism

Openness

Being curious, original, intellectual, creative, and open to new ideas

Conscientiousness

Being organized, systematic, punctual, achievement oriented, and dependable

Extraversion

Being outgoing, talkative, sociable, and enjoying social situations

Agreeableness

Being affable, tolerant, sensitive, trusting, kind, and warm

Neuroticism

Being anxious, irritable, temperamental, and moody

Leader Behaviors

Task-Oriented Leader

People-Oriented Leader

Task Oriented Leader Behaviors

Structuring the roles of subordinates, providing them with instructions, and behaving in ways that will increase the performance of the group (also called initiating structure)

People-Oriented Leader Behaviors

Showing concern for employee feelings and treating employees with respect (also called consideration)

Leader Decision Making

Autocratic Decision Making
Democratic Decision Making
Laissez-faire Decision Making

Autocratic Decision Making

What occurs when leaders make the decision alone without necessarily involving employees in the decision-making process

Democratic Decision Making

What occurs when leaders and employees participate in the making of the decision

Laissez-Faire Decision

What occurs when leaders leave employees alone to make the decision. The leader provides minimum guidance and involvement in the decision

4 Leadership Styles

Directive Leaders
Supportive Leaders
Participative Leaders
Achievement-Oriented Leaders

Directive Leaders

Leaders who provide specific directions to their employees. They lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given work day.

Supportive Leaders

Leaders who provide emotional support to employees. They treat employees well, care about them on a personal level, and they are encouraging

Participative Leaders

Those who make sure that employees are involved in the making of important decisions

Achievement-Oriented leaders

Those who set goals for employees and encourage them to reach their goals

Transformational Leaders

Those who lead employees by aligning employee goals with the leader's goal. These leaders use their charisma, inspirational motivation, intellectual stimulation, and individualized consideration to influence their followers.

Transactional Leaders

Those who ensure that employees demonstrate the right behaviors and provide resources in exchange. These leaders provide contingent rewards and manage by exception.

Individualized Consideration

When leaders show personal care and concern for the well being of their followers

Contingent Rewards

Rewarding employees for their accomplishments

Active management by exception

Leaving employees alone but at the same time proactively predicting potential problems and preventing them from occurring

Passive Management by Exception

Leaving employees alone but then coming to the rescue if anything goes wrong

3 Aspects of a Resource

Scarcity
Importance
Substitutability

Six Sources of Power

Legitimate Power
Reward Power
Coercive Power
Expert Power
Information Power
Referent Power

Legitimate Power

Power that comes from one’s organizational role or position.

Reward Power

The ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment.

Coercive Power

The ability to take something away or punish someone for noncompliance