MGST 495

Start Studying!

Terms

undefined, object

copy deck

(On conflict) Effective managers must...: DIAGNOSE conflict types
IDENTIFY conflict sources and select appropriate strategy
SETTLE interpersonal disputes
People-focused conflicts: threatens relationships and stems from something happened between parties
issue-focused conflict: conflict over ideas/proposals/interests/resources; doesn\'t often threaten relationships
interpersonal conflict: - personal differences
- informational deficiencies
- role incompatibility
- environmentally induced stress
personal differences: values/needs/expectations different
culture can create problems
good when managed properly b/c of cost savings (lower turnover), improved creativity, better equity, more flexibility
informational deficiencies: misinformation/misunderstanding causing conflicts; easiest to reconcile
role incompatibility: may overlap w/ personal differences/informational deficiencies
remains dormant until triggered by things like interdependent responsibilities
environmentally induced stress: acts as catalyst for other three sources. includes:
scarcity (of resources) and uncertainty (of situations)
conflict management styles: forcing, accommodating, avoiding, compromising and collaborating

factors are cooperativeness and assertiveness
forcing: assertive/uncooperative

uses threats, authority, manipulation or lies!
accommodating: unassertive/cooperative

neglects yourself, results in long-term mutual losing and encourages taking advantage of you
avoiding: unassertive/uncooperative

sidesteps conflict/postpones solution

can create greater animosity
compromising: med-assertive/med-cooperative

indiscriminately used is counterproductive

mistake is trying to please everyone
collaborating: cooperative/assertive

good for all

encourages trust/assertiveness/issue-focus/great things
negotiation strategy: overarching value/attitude restricting acceptable approaches

distributive bargaining vs. integrative
distributive bargaining perspective: focus on dividing up fixed pie

A vs. B
integrative perspective: focus on expanding pie

A+B

only collaborating is integrative
selection factors for conflict management: personal preferences

situational considerations
personal preferences: factors include ethnic culture, gender and personality type
personality type (causing personal preferences in conflict management): altruistic/nurturing (harmony)
assertive/directing (self-assertion)
analytic/autonomizing (self-sufficiency)
altruistic-nurturing: promotes harmony

trustful, optimistic, idealistic and loyal
assertive-directing: self-assertion and forcing/leading

self-confident, enterprising, persuasive
analytic-autonomizing: self-sufficiency and self-reliance

cautious, practical, methodical and principled
situational considerations: factors are:
- issue importance
- relationships importance
- relative levels of power
- expediency requirement
forcing (situation): good for values/policies conflict, high relative power, non-critical relationship, high urgency
accommodating (situation): relationship important, low issue importance and high time constraint
compromising (situation): complex/moderately important issues, adequate negotiation time and long-term relationship
collaborating (situation): critical issue, ongoing peer relationship, no time constraints
avoiding (situation): low issue, high time constraint
general guidelines for collaborating: - establish superordinate goals
- separate people from problem
- focus on interests
- find options for mutual gains
- use objective criteria
- define success with real gains
problem-solving process: problem identification
solution generation
action plan formulation/agreement
implementation/follow-up

first two are most difficult
initiator\'s problem identification: maintain personal ownership of problem
succinctly/specifically describe problem
avoid judging others
persist until understood
encourage two-way discussion
approach complexity w/ step-by-step
initiator\'s solution generation: use commonalities to request change
responder problem identification: show genuine interest/concern to create problem-solving climate
seek clarification
agree with some aspect of complaint
responder solution generation: ask for suggestions of acceptable alternatives
mediator problem identification: acknowledge conflict and propose problem-solving approach
- understand positions
- understand relationship
- understand problem
maintain neutrality
serve as facilitator not judge
ensure fair discussion
mediator solution generation: explore options through underlying needs/goals vs. demands
ensure all-around understanding, support solution
establish follow-up procedures
power sources: human capital
social capital
human capital: person\'s abilities and competencies

made up of expertise, personal attraction, effort and legitimacy
expertise: work-related knowledge; greatest equalizer

limited positions can still have substantial expert-power
personal attraction: charisma - inspires people and can be learned
agreeable - friendly person
physical appearance - includes looks, dress, grooming and self-confidence
effort: indicates dependable reliable human resource

can fuel expertise, lead to increased responsibility, opportunity and improved overall performance
legitimacy: credibility

also trustoworthiness is a necessary factor
social capital: power from one\'s position and task assignments

made up of centrality, flexibility, visibility and relevance
centrality: quality of occupying central position in broad network of relationships

establish horizontal and vertical relationships to create centrality
flexibility: freedom to exercise judgment

flexible tasks are high in variety/novelty and difficult to routinize

flexible jobs are good for the power-hungry
visibility: obviousness of job performance in workplace, esp. to higher-ups

best gained thru face/face communication and direct contact
relevance: being associated w/ activities directly related to organization\'s central objectives/issues

horizontal relationship
influence strategies: retribution
reciprocity
reason
retribution: based on personal threat usually from formal authority

coercion - explicit threat imposing sanctions
intimidation - implied threat
peer pressure - using group dynamics

most likely to create subordinate resistance
reciprocity: operates on mutual satisfaction

bargaining
ingratiation

bad if subord thinks all tasks are for reward
reason: helping others see why you make sense
relies on facts and needs
persuasion: is explicit and direct

manipulative is implicit and deceptive; manipulators are illusory democrats
issue selling: drawing attention to issues/problems concerning superior\'s issues

aka trickle-up leadership

demonstrate issue\'s congruence, credibility, communication, solubility, payoff, bundle, sponsor and visibility.
neutralization: ... retribution
shift to interdependence
directly confront
actively resist

... reciprocity
examine gift giving
confront manipulators
refuse to bargain

... reason
examine adverse effects
defend personal rights
firmly refuse to comply
supportive communication (8 attributes): congruent vs incongruent
descriptive vs evaluative
problem-oriented vs person-oriented
validating vs invalidating
specific vs global
conjunctive vs disjunctive
owned vs disowned
supportive vs one-way
validating vs invalidating (specific happenings): superiority-oriented
rigidity in communication
indifference
imperviousness
coaching vs counseling: i can help you do better
vs
i can help you recognize an existing problem
advising responses: provide direction, opinion or instructions
good for expert talking to inexpert
can produce misunderstanding, shift focus and imply incompetence
avoid as first response and only advise when both sides have a mutual standard
probing response: asks question about issue/topoic
good to create mutual frame of reference, changing hostile conversations and creating neutral tones
bad if questions create pressure, escape from topic or lose control

what is better than why
i.e. elaboration, clarification, repetition and reflection
reflecting response: paraphrase, clarify and explore feelings
bad if people are frustrated or feel you\'re just mimicking them
good if you communicate with real empathy, no judgment and varying words
personal management interview (PMI): frequently adopted tool improving relationships between managers and subordinates

first have role-negotiation sessions
meetings must then be regular and private

PMIs can improve accountability, meeting efficiency and communication flows.

Start Studying!

Deck Info

Number of cards 62

Created By greyelfgirl