13 CONFLICT AT WORK文档格式.docx
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13 CONFLICT AT WORK文档格式.docx
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4.Understandthedefensemechanismsthatindividualsexhibitwhentheyengageininterpersonalconflict.
5.Describeeffectiveandineffectivetechniquesformanagingconflict.
6.Understandfivestylesofconflictmanagement,anddiagnoseyourownpreferredstyle.
keywords
Chapter13introducesthefollowingkeyterms:
conflict
functionalconflict
dysfunctionalconflict
jurisdictionalambiguity
interorganizationalconflict
intergroupconflict
intragroupconflict
interpersonalconflict
intrapersonalconflict
interroleconflict
intraroleconflict
person–roleconflict
fixation
displacement
negativism
compensation
identification
rationalization
flight/withdrawal
conversion
fantasy
nonaction
secrecy
administrativeorbiting
dueprocessnonaction
characterassassination
superordinategoal
distributivebargaining
integrativenegotiation
THECHAPTERSUMMARIZED
I.THINKINGAHEAD:
“GreenBusiness”StirsThingsUp
II.THENATUREOFCONFLICTSINORGANIZATIONS
Conflictisanysituationinwhichincompatiblegoals,attitudes,emotions,orbehaviorsleadtodisagreementoroppositionbetweentwoormoreparties.Mostorganizationalmemberswilladmitthatconflictisinevitable,andthatnotallconflictisnegative.Studieshaveconfirmedthatindividualstypicallyavoidconflict.Otherstudieshaverevealedthatevenwhenthe"
devil'
sadvocate"
providescreative,innovativeideas,heorsheisthefirstindividualtodeselectfromgroups.
A.ImportanceofConflictManagementSkillsfortheManager
Estimatessuggestthatmanagersspendabout21percentoftheirtimedealingwithconflict.Conflictmanagementskillsareamajorpredictorofmanagerialsuccessandarerelatedtoemotionalintelligence(EQ).Stimulatingfunctionalconflictcanresultinbetterdecisionsandmoreinnovativethinking.
B.FunctionalversusDysfunctionalConflict
Functionalconflictishealthy,constructivedisagreementbetweentwoormoreindividuals.Bycontrast,dysfunctionalconflictisadestructivedisagreement.Manyofthehigh-profileconflictsituationsareexamplesofdysfunctionalconflict.
III.CAUSESOFCONFLICTINORGANIZATIONS
Conflictcausesarecategorizedintostructuralfactorsandpersonalfactors.
A.StructuralFactors
Structuralfactorsincludespecialization,interdependence,commonresources,goaldifferences,authorityrelationships,statusinconsistencies,andjurisdictionalambiguities.Jurisdictionalambiguityreferstounclearlinesofresponsibilityinanorganization.Suchambiguitiesmayincreasewithteamandgroupwork,whenconflictarisesfromconfusionovergroupresponsibilities.
B.PersonalFactors
Personalfactorsincludeskillsandabilities,personalities,perceptions,valuesandethics,emotions,communicationbarriersandculturaldifferences.Communicationbarrierscanbephysicalorvalue-related.
IV.GLOBALIZATIONANDCONFLICT
Hofstede'
sculturaldifferencesstudyisusefulanalyzingconflictapproachesglobally.Cultureshighinindividualism,liketheUnitedStates,wouldhaveanaturalconflicttendencywithcountriesthataremorecollectivism-oriented.Evenwithincountries,cultureshavedistinctdifferences.ResearchshowsthatsomeethnicgroupsintheUnitedStatesaremorewillingtocooperatethancompete,whichwouldresemblecollectivisttraditions.
V.FORMSOFCONFLICTINORGANIZATIONS
Organizationscanhaveseveralformsofconflict,suchasinterorganizational,intergroup,interpersonal,andintrapersonalconflict.
A.InterorganizationalConflict
Interorganizationalconflictoccursbetweentwoormoreorganizations.Competitioncanheightenthiskindofconflict.Themoststraightforwardexampleofthisformofconflictmightbeacorporatetakeoverattempt.
B.IntergroupConflict
Intergroupconflictoccursbetweengroupsorteams.Itcanhavebothpositiveand
negativeeffectswithineachgroup.
C.IntragroupConflict
Intragroupconflictoccurswithingroupsorteams.Functionalintragroupconflictcanhelp
groupsavoidgroupthink.
D.InterpersonalConflict
Interpersonalconflictoccursbetweentwoormoreindividuals.Theconflictvarieswiththepowerrelationshipsamongindividuals.
E.IntrapersonalConflict
Intrapersonalconflictoccurswithinanindividual.Interroleconflictoccurswhenapersonexperiencesconflictamongthemultiplerolesinhisorherlife.Intraroleconflictisconflictabouthowtoperformasinglerole.Person–roleconflictoccurswhenanindividualinaparticularroleisexpectedtoperformbehaviorsthatclashwithhisorhervalues.
VI.INTRAPERSONALCONFLICT
Toavoidintrapersonalconflict(i.e.,conflictwithinanindividual),individualsshouldlearnasmuchastheycanaboutthevaluesoftheorganizationandtheyshouldutilizeroleanalysis.
VII.INTERPERSONALCONFLICT
Tomanageinterpersonalconflict,itishelpfultounderstandpowernetworksinorganizations,defensemechanismsexhibitedbyindividuals,andwaystocopewithdifficultpeople.
A.PowerNetworks
Powerrelationshipsincludeequalversusequal(ahorizontalbalanceofpower),highversuslow(powerfulversuslesspowerful),andhighversusmiddleversuslow(conflictstypicallyfeltbymiddlemanagers).
B.DefenseMechanisms
Overfiftypercentofresponsestocriticismaredefensive.Defensemechanismsarecommonreactionstofrustrationassociatedwithconflict.Theyarecategorizedasaggressive(fixation,displacement,negativism),compromise(compensation,identification,rationalization),andwithdrawal(flight,conversion,fantasy)mechanisms.Fixationreferstoasituationinwhichanindividualcontinuesadysfunctionalbehaviorthatobviouslywillnotresolvetheconflict.Displacementmeansdirectingangertowardsomeonewhoisnotthesourceoftheconflict.Negativismisactiveorpassiveresistance.Compensationoccurswhenanindividualtriestomakeupforaninadequacybyputtingincreasedenergyintoanotheractivity.Identificationoccurswhenoneindividualpatternshisorherbehaviorafteranother’s.Rationalizationistryingtojustifyone’sbehaviorbyconstructingbogusreasonsforit.Flightistheactofphysicallyescapingaconflict,whilewithdrawalinvolvespsychologicalescape.Conversionisaprocesswherebyemotionalconflictsbecomeexpressedinphysicalsymptoms.Fantasyisanescapebydaydreaming.
VIII.CONFLICTMANAGEMENTSTRATEGIESANDTECHNIQUES
Conflictmaybemanagedthrougheithercooperativeorcompetitivestrategies.Oneofthebestknownapproachestoconflictmanagementisthewin–loseanalogy.Thecooperative(win–win)strategyisthemosttimeconsuming.Thecompetitiveapproach(win–lose)oftenresultsindamagetobothparties.
A.IneffectiveTechniques
Mostindividualsdonotdealdirectlywithconflictintheworksituation.Thenonactionapproachistodonothing,hopingthattheconflictwilldisappear.Secrecy,ortryingtokeepaconflictoutofviewofmostpeople,onlycreatessuspicion.Administratingorbitingisdelayingactiononaconflictbybuyingtime.Dueprocessnonactionisaprocedurethatissetuptoaddressconflictsthatissocostlyandtimeconsuming,orevenpersonallyrisky,thatnoonewillusethisavenue.Characterassassinationisattemptingtolabelordiscreditone'
sopponent.
B.EffectiveTechniques
Effectivetechniquesincludeappealingtosuperordinategoals,expandingresources,changingpersonnel,changingstructure,andconfrontingandnegotiating.Asuperordinategoalisanorganizationalgoalthatismoreimportanttobothpartiesinaconflictthantheirindividualorgroupgoals.Expandingresourcessimplymeansprovidingadditionalresourcesinsituationswhereresourcesarescarce.Changingpersonnelmaybeappropriatewhenconflictisprolongedandsevere.Changingstructurecanoccurthroughthecreationofanintegrator,orliaison,roleorbyimplementingcross-functionalteams.Negotiationisajointprocessoffindingamutuallyacceptablesolutiontoacomplexconflict.Distributivebargainingisanapproachinwhichthegoalsofonepartyareindirectconflictwiththegoalsoftheotherparty.Integrativenegotiationisanapproachinwhichtheparties’goalsarenotseenasmutuallyexclusiveandinwhichthefocusisonmakingitpossibleforbothsidestoachievetheirobjectives.
IX.CONFLICTMANAGEMENTSTYLES
A.Avoiding
Avoidingisadeliberatedecisiontotakenoactiononaconflict.Itmaybeusefulforsituationsthataretemporaryortogivehottemperstimetocooloff.However,ifasupervisorusesthisstyletoofrequently,employeesbegintobypasstheindividualandlabelhimorherasunabletosolveproblems.
B.Accommodating
Accommodatingisthestylethatismostfrequentlyusedwithfamilyandfriends.Itinvolvesconcernthattheotherparty’sgoalsbemetbutrelativelylittleconcernwithmeetingone’sowngoals.Accommodatingmaybeappropriatewhenyoufindyouarewrongorwhenyouareattemptingtocreateanobligationforfuturereciprocation.
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