Term
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Definition
Two or more people with a unifying relationship -All teams are groups because they consist of people with a unifying relationship |
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Term
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Definition
BOOK-Groups of two or more people who interact and influence eachother, are mutually accountable for a achieving common goals asociated with organizational objctives, and perceive themselves as a social entitiy within an organization. LECTURE-2 or more people -exist to fulfill a purpose -interdependent-interact and influence eachother -mutually accountable for achieving common goals -perceive themselves as a social entity |
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Definition
| include members with common technical expertise, demographics (age, sex) ethnicity, experiences or values. |
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Definition
| have members iwth diverse personal charactistics and backgrounds |
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Definition
| the informal rules and shared expectations that groups establish to regulate the behavior of their members |
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| Resources (including time and energy) expended toward team development and maintenance rather than the task. |
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Definition
| a situation in which people exert less effort (and usually perform at a lower level) when working in groups than when working alone. |
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Definition
| a set of behaivors that people are expected to perform because they hold certain positions in a team and organization |
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Definition
| the extent to which team members must share common inputs to their individual tasks, need to interact in the proces of executing their work, or receive outcomes (such as rewards0 that are partly determines by the performance of others. |
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Definition
| the extent to which a team achieves its objectives, achieves the needs and objectives of its members and sustains itself over time. |
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Definition
| the degreee of attractiion people feel toward the team and their motivation to remain members. |
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Term
Self Directed work teams SDWT's |
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Definition
LECTURE- -Formal Groups that complete entire piece of work (ex. jet propulsion, enviroment/atmosphere -Requires several interdependent tasks clusters of team members together minimal interdependence with other teams -Substantial autonomy over execution of these tasks control most work inputs, flows and outputs little or no supervision |
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Term
Sociotechnical systems (STS) theory |
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Definition
LECTURE -Responsible for entire work process make entire product, component, or service fairly independent from other work units -Sufficient autonomy freedom to divide up and coordinate work empowers team members -Control key variances Team controls factors affecting work quality/quantity -Joint optimization Balancig social and technical systems
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Term
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Definition
| a key requirement in sociotechnical systems theory (STS) that a balance must be struck between social and technical systems to maximize an operation's effectiveness. |
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Term
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Definition
teams whose members operate across space time nad organizational boundaries and who are linked through information technologies to achieve organizational goals. |
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Challenges to SDWT's (3 issues) |
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Definition
Cross-cultural issues -dificult in some cultures -ex. high power distance culsture -expect managers, not teams to make decisions Management resistance -concerns about losing power, status, job security -shift from command/control to mentor/facilitator -"I know whats good for you" vs. "How can I help you" Employee and Labor union resistance -employees uncomfortable with new roles, skills -union concerns, more stress lost work rules
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Term
why is there an increased need for virtual teams? |
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Definition
Globalization and expanding markets (ex. IBM in 170 countries) Knowledge Management |
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Term
Virtual Teams: Better Performance? 4 aspects environment, tasks, size, processes |
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Definition
-Team Environment -Creative use of comm. channels -Team tasks -structured tasks and moderate interdependence Team size and composition -smaller size than traditional teams -good comm. and x-cultural skills Team Processes -some face to face meetings to assist devel. |
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Term
Team Trust: Heirarchy 3 Diff. Levels Calculus-based Trust (LOWEST) |
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Definition
| minimal level of trust erfers to aan expected consistency of behavior based on deterrence. fragile and limited potential because dependent on punishmet |
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Term
Team Trust: heirarchy 3 Diff. Levels Knowledge Based Trust (middle) |
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Definition
| based on predictability and competence and fairly robust |
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Term
Team Trust: heirarchy 3 levels Identification based (highest) |
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Definition
| Based on common mental models and values increases with person's social identity with team |
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Term
Team Decision making Constraints Production blocking |
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Definition
a time constraint in team decision making due to the procedural requirement that only one persona may speak at a time.... difficult to generate ideas when listening to others, following communication rules, ect. |
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Term
Team decision making: Constraints Evaluation apprehension |
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Definition
when indivudals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them. -protecting self esteem and self-resentation |
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Term
Team Decision Making: constraints Conformity to peer pressure |
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Definition
| suppressing opinions taht oppose team norms |
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Term
Team decision Making: Constraints Groupthink |
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Definition
tendency in high cohesive groups to value consensus at the price of decision quality More common when: team is highly cohesive team is isolated from outsiders team leader is opinionated team face external threats team had recent failures team lacks clear guidence |
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Term
Team Decision Making: Constraints Group Polarization |
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Definition
| tendency for teams to make more extreme decisions than idividuals alone |
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Term
| 3 reasons why group polarization occurs |
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Definition
| social support:more comfort in extreme position when other support same position persuasive arguments-convinces doubtful members nad helps for consensus Shifting responsibilit-feel less personally responsible because its a team decision |
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Term
| Prospect theory effect fallacy |
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Definition
riskier options are usually taken in team decisoin making because of prospect theory effect fallacy -people dislike losing more than they like winning |
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Term
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Definition
| debating different perceptions about issue in ways that keep conflict on the task NOT people |
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Term
| Strengths of constructive conflict |
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Definition
increases different options and perspectives focuses on problem or conflict |
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Term
| Weaknesses of Constructive conflict |
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Definition
| Easily slides into personal attacks |
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Term
Deff. Brainstorming (4 Rules) |
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Definition
Minimized filtering of ideas speak freely don't criticize, provide as many ideas as possible build on other's ideas |
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Term
Strengths of brainstorming |
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Definition
produces more innovative ideas strengthens decision acceptance & team cohesiveness sharing positive emotions encourages creativity higher customer satisfaction if clients participate |
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Term
| Weaknesses of Brainstorming |
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Definition
production blocking still exists evaluation apprehension exists in many groups fewer ideas generated than when people work alone |
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Term
Nominal Group Technique of Brainstorming |
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Definition
a structured team decision-making process wherby team members independentlywrite down ideas, describe and clarify them to the gorup and then independently rant or vote on them. Describe problem Individual activity-write down possible solutions Team activity-possible solutions shared with others Individual activity-vote on solutions
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Term
| Strengths of nominal group technique |
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Definition
Generate more and better quality ideas than traditional interacting or brainstorming groups Maintains high task orientation and relative low potential for conflict on team. |
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Term
| Weaknesses of nominal group technique |
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Definition
team cohesion generally lower in nomial decisions due to limited social interaction production blocking and evaluation apprehension still occurs |
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Term
| The tendency for teams to make more extreme decisions than idividuals alone is called.... |
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Definition
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Term
What does an effective team do? 3 things |
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Definition
fulfills objectives assigned to the team fulfills satisfaction and well being of team members maintains team's survival Objectives, satisfaction, survival (OSS) |
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Term
| Why are teams better than individuals alone? |
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Definition
teams tend to... make better decisions make products and services due to more knowledge increase employee engagement |
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Term
Team Effectiveness Model Organizational and Team Environment |
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Definition
Reward systems communication systems physical space organizational environment organizational structure organizational leadership |
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Term
Team Effectiveness Model Team Design |
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Definition
task characteristics team size team composition |
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Term
Team effectiveness model team processes |
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Definition
team development team norms team roles team cohesiveness |
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Term
Team effectiveness Model Team effectiveness |
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Definition
Achieve organizational goals satisfy member needs maintain team survival |
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Term
What does an effective team look like? Task and size? |
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Definition
Task characteristics: better when tasks are clear and easy to implement share common inputs, processes, or outcomes task interdependence Team Size -Smaller teams are better -but large enough to accomplish task -depends on factors such as number or ppl. required for task, level of interdependence |
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Term
What are the 3 levels of task interdependence PSR (lowest to highest) |
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Definition
Pooled (lowest)-individuals operate independently except for reliance on a common resource or authority. share a common payroll, caf, and other resources Seqential (mid.)-when the output of one person becomes the direct input for another person (assembly lines) Reciprocal (high)-work output is exchanged back and forth among individuals |
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Term
| homogeneous teams in comparision to hetero... |
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Definition
less conflict faster team development performs better on cooperative tasks better coordination high satisfaction of team members |
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Term
| Heterogeneous teams compared to homo. |
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Definition
more conflict longer team development performs better on complex problems more creative better representation outside the team |
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Term
Stages of team development FSNP-A fuck, sally needs pussy always |
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Definition
Forming-discover expectations, eval. value of membership, defer to existing authority, test boundaries of behavior Storming-conflict wiht proactive behavior, compete for team roles, inflience goals and means, establish norms and standards Norming-roles est., team objectives agreed, common mental models form, cohesion develops Performing-task oriented, committed, efficient coordination, high cooperation and trust, conflicts resolved easily Adjourning-teams disband when objective is complete |
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Term
| How do you change team norms? |
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Definition
First, introduce norms when forming teams Select members with perferred norms discuss counter-productive norms reward behaviors representing desired norms disband teams with dysfuntional norms |
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Term
Belbin's Team Role Model (9 team roles) |
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Definition
needed for optimal performance. People tend to choose a role based on their personality. some roles are mor important at particular stage.... 1.plant 2.resource investigator 3.coordinator 4.shaper 5.monitor/evaluator 6.team working 7.implementer 8.completer/finisher 9.specialist |
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Term
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Definition
Formal intervention directed to improving development and functioning of a work team |
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Term
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Definition
Goal Setting Role definition Interpersonal Process Problem solving |
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Term
| How do you make team building effective? |
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Definition
-Need to target specifit team problems -continuous process, not a one shot inoculation -needs to occur on the job, not just away from workplace |
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Term
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Definition
the potential to influence others people have power that htey do not use and may not know they possess power requires one person's percption of dependence on another person |
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Term
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Definition
the capacity of a person, team or organization to keep a more powerful person or group in the exchange relationship (weaker person's power over dominant person)
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Term
Model of power in organizations |
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Definition
Legitimate (position) Reward (position)
Coercive (position)
Expert (personal) Referent (personal) |
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Term
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Definition
agreement that people in certain roles can request certain behaviors of others based on job descriptions and mutual agreement from those expected to abide by this authority legitimate power range (zone of indifference) is higher in high power distance cultures |
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Term
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Definition
ability to control allocation of rewards valued by others and to remove negative sanctions operates upward as well as downward |
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Term
| Source of Power: Coercive |
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Definition
ability to apply punishment exists upward as well as downward peer pressure is a form of coercive power |
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Term
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Definition
capacity to influence others by possessing knowledge or skills that they value employees gaining expert power over companies in knowledge economy |
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Term
| Source of Power: Referent |
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Definition
Occurs when others identify with, like, or otherwise respect the person associated with charismatic leadership |
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Term
Information and Power Control over Information flow.... |
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Definition
based on legitimate power relates to formal communication network common in centralized structures (wheel pattern) |
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Term
| ways to cope with uncertainty....3 ways! |
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Definition
Prevention of environmental changes forecasting environmental changes absorption or neutralizing impact of environmental changes |
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Term
Contingencis of Power Substitutability |
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Definition
availability of alternatives the higher the alternative resources, the lower the power |
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Term
Contingencies of Power Centrality |
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Definition
Degree and nature of interdepence between power holder and others |
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Term
Contingencies of Power Discretion |
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Definition
Freedom to exercise judgement without specific rules or requiring permission from someone else
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Term
Contingencies of Power visibility |
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Definition
Having critical competencies known to others access to people in power, mentorship |
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Term
| Someone who is "charismatic" is a good example of what kind of leader? |
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Definition
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Term
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Definition
networking-cultivating social relationships with others to accomplish one's goals |
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Term
| How networking incraeses power... |
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Definition
social capacity: durable network that connects people tohers with valuable resources increases referent power: people tend to identify more with partners within their own networks visibility and centrality contingencies |
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Term
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Definition
Influence: any behavior that attempts to alter somoene's attitudes or behaviors Applies one or more power bases process through which people achieve org. object. operates up, down, and across org. heirarchy |
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Term
Types of Influence: Silent authority |
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Definition
"deference to athority" following requests without overt influence based on legitimate power, role modeling common in high poer distance cultures |
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Term
types of influence Assertiveness |
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Definition
"Vocal Authority" actively applying legitimate and coercite power Ex. reminding, confronting, checking, threatening |
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Term
Types of Influence Exchange |
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Definition
Promising or reminding others of past benefits in exchange for compliance negotiation is integral to this strategy networking relates to exchange influence |
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Term
Types of influence: Coalition Formation |
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Definition
Group forms to gain more power than individuals alone 1. pools resources/power 2. legitimizeds the issue 3. power through social identity |
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Term
Types of Influence: Upward appeal |
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Definition
Appealing to higher authority or expertise includes appealing to firm's goals formal alliance or perception of alliance iwth higher status person |
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Term
types of influence ingratiation/impression management |
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Definition
Ingratiation Increasing liking/similarity to target Ex. flattering, helping, seeking advice Impression Managment Actively shaping our public images Ex. the way we dress, padding resumes |
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Term
types of Influence Persuasion |
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Definition
using logic, facts emotional appeals to gain accept. depends on persuader, message content, message medium and audience innoculation effect |
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Term
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Definition
| Warning audience of future attempts to influence by others reduces impact for change |
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Term
Types of influence: Information control |
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Definition
manipulating other's access to info ex. withholding, filtering, re-arranging, information |
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Term
types of influence (8) SAICUPIE |
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Definition
silent authority assertiveness information control coalition formation upward appeal persuasion ingratiation exchange |
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Term
| contingencies of influence tactics |
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Definition
soft tactics are generally more acceptable gender differences appropriate influence tactics depend on... organizational position influencer's power base cultural values and expectations age cohort |
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Term
Gender Differences in Influence Tactics MEN |
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Definition
Men-more direct impression management tactics -advertise achievements and take more credit for of other's reporting to them -more likely to assign blame and less likely to assume it |
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Term
Gender differences in influence tactis WOMEN |
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Definition
more reluctant to spotlight themselves -prefer to hsare credit with others -more likely to apoligize and take perosnal blame even for problems not caused by them women are less influential when: -trying to directly influence others via authority -directly disagreeing instead of agreeing with other person |
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Term
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Definition
Perceived self-serving behaviors for personal gain at the expense of others or the organization |
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Term
| Conditions that support organizational politics |
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Definition
scarce resources allocation by complex and ambiguous decisions organizational change tolerance of politics |
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Term
Personal Characteristics and Politics high need for personal power means.... |
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Definition
| tey use organizational politics to acquire higher personal power |
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Term
Personal characteristics and politics High internal locus of control means... |
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Definition
| the person uses more influence tactics than externals becaue they ahve a greater need to be in charge of their own destiny |
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Term
Personal Characteristics and politics strong machiavellian values.... |
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Definition
belief deceit is natural/acceptable way to achieve goals comfortable in getting more than they deserve use cruder influence tactis to get their own way |
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Term
Ways to minimize organizational politics |
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Definition
introduce clear rules manage team norms free flowing information support values that oppose politics manage change effectively leaders serving as role models |
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Term
| what is an example of a soft influence tactic? |
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Definition
ingratiation and impression management persuasion exchange ALL SOFT!!! because they rely more on persona sources of power and appeal to the target person's attitudes and needs. |
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Term
Cross Cultural Issues Examples... |
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Definition
communication group dynamics leadership/difference personality negotiation motivation cultural norms |
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Term
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Definition
| channels for culture flow as the producs of one cultural group are offered to members of another |
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Term
| cultural flows in marketplace |
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Definition
| pay attention to the meaning (and cultural experience) associated with a given product from the perspectives of BOTH those who send it forth and those who receive it |
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Term
Disneyland (US) what is it all about? |
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Definition
marked by order, safet, cleanliness common themes: friendliness, fun, civilization of the frontier, the viectory of good over evil, the inevitability of progress, the beauty and power of AMERICA and the importance of efficiency the triumph of technology |
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Term
Tokyo Disneyland... what is it all about? |
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Definition
They insisted that they duplicate the american version there are some subtle differences...maybe huge? intensification of the orderly nature, including tourists larger than disneyland |
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Term
Tokyo disney Differences from original |
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Definition
english narratives, japanese subtitles no nautilus submarines...(nuclear issue) 40 sit down restaurants rather than outdoor venues "Meet the world" histor and defense of japans way "mystery tour" group discipline to battle evil Employees white gloves name tags! no koreans interest in robots |
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Term
Euro disney... whats it all about? |
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Definition
Much less a duplicate of disneyland tomorrowland is gone and now it is discoveryland apparently according to surveys europeans are not interested in science and technology No jungle cruise no reminder of colonial past identifications to origins of fairytales now Multilingual snowwhite speaks german sleeping beauty speaks french |
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Term
Eurodisney What are some of the criticisms? |
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Definition
Creeping Americanism/cultural Chernobyl there are "chewing gum jobs" personal policies Anger at disney's use of corporate law Europeans just do not understand what is so important about EuroDisney other than masive food and lodging facilities |
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Term
CP reading (Gelfand and Christako.) Greek Vs. US Negotiations NEGOTIATION DEFF. |
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Definition
| the process by which two or more parties try to resolve perceived incompatible goals... |
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Term
CP reading (Gelfand and Christako.) Greek Vs. US Negotiations FIXED PIE ERROR |
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Definition
A judgment bias in which negotiators fail to accurately understand their counterparts' interests
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Term
Individualistic v. Collectivistic Individualistic culture Who is Individualistic and what makes them individualist? |
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Definition
United States emphasize separating from others and promoting one's own internal attributes.... |
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Term
Individualistic v. Collectivistic Collectivist Culture who is Collectivistic and what makes them collectivists? |
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Definition
Greece Emphasize maintaining relatedness and fitting in relative to others.... |
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Term
what is the hypothesis stated about individualistic and collectivistic cultures in terms of negotiations? what will happen between these two types? |
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Definition
Because of differing values and ideas, the fixed pie judgemens would be more pronounced at the END of negotiations in individualistic cultures than in collectivistic cultures.... |
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Term
| What was the Experiment set up to study negotiation styles between individualistic and collectivistic cultures? |
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Definition
29 greek and US students were paired up with eachtoher email negotiations where each participant plays a manager of a business in his/her own country attempting to form a joint venture in a third country each was given a payoff schedule that they were told to maxamize no difference in the fixed pie error before the negotiations began |
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Term
What were the results of the GREEK US negotiation study? |
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Definition
AFter the negotiation...american participants had less judgment accuracy than greek participants... -although americans still believed that they had a better understanding of their opponent's priorities, as compared to greek participants. -Greek participants felt that their american participants were not attentive to their concerns |
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Term
| The larger the cultural context in which negotiators are embedded plays an important role in what??? |
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Definition
directing negotiator's cognitions restricting attn. to particular aspets of the self and the environment rendering certain judgments more susceptible to error. |
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Term
| Fixed pie error is when...? |
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Definition
| on fails to accurately recognize another's interests. |
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Term
what is Personal Identity? |
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Definition
Individual characteristics without reference to a larger group perosnality traits perosnal experiences personal identity |
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Term
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Definition
Identity that is rooted in the social categories to which an individual feels one belongs Provides a basis for self definition we have multiple social identitites the more we identify wiht a group, the more prominent the group will be in our self definition. |
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Term
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Definition
the individuals social identity is in the middle.... then immediate groups on the outside contrastig groups are off to the side |
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Term
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Definition
how obvious our membership is in the group easily identifiable ex. gender race age, ect. |
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Term
| The higher the level of group status/respect...the higher the what? |
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Definition
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Term
| the lower the group status/respect, the lower the what? |
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Definition
publich acknowledgement self image social identity |
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Term
3 steps in social Identity theory Cat, Homo, Diff |
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Definition
| Categorization, homogenization and differentiation |
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Term
Social Identity Theory Feature 1 Categorization |
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Definition
cognitive tendency to assign things (and people) to categories simplifies our thinking compare characteristics of our groups (inergroup) with other groups (outgroup) leads to depersonalization, stereotypes |
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Term
Social Identity Theory Feature 2 homogenization |
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Definition
to simplify the process we tend to think that people within each group are very smilar to eachother... similar traits within a group different trairs across groups |
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Term
social Identity theory feature 3 Differentiation |
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Definition
Assigning more favorable characteristics to people in our own group than to people in other groups difficult to view reality independent of group belonging |
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Term
What 3 things do social identities affect? ASB |
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Definition
Attitudes (toward self and others) Social experiences and perceptions (memory, interp. of events) Behavior (acting on behalf of group, conflict between groups |
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Term
| Social Identity and intergroup conflict |
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Definition
Group status inherently relative and tendency to self enhance-->ethnocentrism Tendency to categorize--->stereotyping out-grous potentially threaten in group--->Inequity conflict often intensifies group identity and vice versa |
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Term
Stereotypeing and Social Identity in engineering |
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Definition
women are underrepresented in engineering and computer science partly because of Social Identity women dislike the image of "geek" Sex role stereotyping woen discouraged from becoming engineers Prejudice Still some bias against female engin. students
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Term
What is one way to improve perceptions? Empathy |
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Definition
sensitivity to hte feelings, thoughts and situations of others cognitive and emotional eomponent |
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Term
What is one way to improve perceptions? Self-awareness |
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Definition
awareness of your values, beliefs and prejudices Appply the Johari window |
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Term
Johari Window....Knowing yourself... What is it and what is its goal? |
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Definition
model applied to increase mutual understanding... It wants to increase the size of hte open area so taht both you and the colleagues are aware of your perceptual limitations.... |
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Term
| How do social identities affect us? |
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Definition
They are a source of self-esteem they influence our social perceptions they influence our behavior |
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Term
| What is the Def. of Conflict? |
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Definition
| the process in which one party perceives that its interests are being opposed or negatively affected by another party. |
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Term
| The Conflict Process..... |
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Definition
Conflict Perceptions
Sources of Conflict-- Manifest Conflict Conflict Outcomes
Conflict Emotions
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Term
| What are some examples of sources of conflict? |
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Definition
Incompatible Goals-ones party's goals perceived to interfere with the other party's goals Differentiation-Different values/beliefs this explains cross cultural and genrational conflict Task Interdependence-conflict increases with interdependence higher riskt hat parties interfere with eachother Scarce resources-motivates competition for the resource Ambiguous rules-creates uncertainty, threatens goals without rules people rely on politics communication problems-increases stereotyping reduces motivation to communicate escalates conflict when arrogant |
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Term
| What are some things that manifest conflict? |
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Definition
Conflict styles Decisions Overt Behaviors |
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Term
| what are some conflict outcomes? |
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Definition
positive outcomes include decisions and cohesiveness negative outcomes-turnover, politics, stress |
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Term
| What are some potential benefits from organizational conflict outcomes??? |
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Definition
Improves decision making and could strengthen team dynamics |
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Term
What are some of the dysfunctional outcomes that can arise from organizational conflict outcomes? |
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Definition
diverts energy and resources weakens knowledge management increases frustration, job dissatisfaction, stress, turnover and absenteeism |
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Term
| What is task related or Constructive conflict? |
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Definition
here conflict is aimed at issue, not parties helps recognize problems, identify solutions potentially healthy and valuable |
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Term
what are socioemotional (relationship) conflicts? |
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Definition
conflict viewed as a personal attack introduces perceptual biases distorts information processing |
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Term
What are the 3 ways to minimize socioemotional conflics? |
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Definition
emotional intelligence-better able to regulate emotions and view other's emotions as information Cohesive Team More trust and latitude understand other team members better motivated to minimize escalating conflit Supportive team norms appreciate honest dialogue without personal attacks some norms might discourage displaying neg. emotions. |
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Term
What are the 5 styles of conflict management? PAFYC |
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Definition
Problem Solving Avoiding Forcing Yielding Compromising |
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Term
| Describe the conflict management style of problem solving.... |
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Definition
problem solving tries to find a mutually beneficial solution for both parties.
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Term
| Describe the conflict management style avoiding... |
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Definition
| Avoiding tried to smooth over or avoid conflict situations all together.... |
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Term
| Describe the conflict management style of forcing... |
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Definition
| Forcing tries to win the conflict at the other's expense |
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Term
| Describe the conflict managment style yeilding |
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Definition
| yielding involves giving in completely to the other's sides wishes.... |
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Term
| Describe the conflict management style of compromising.... |
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Definition
| compromising involves looking for a postition in whic your losses are offset by equally valued gains.... |
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Term
| what is the best conflict management style? |
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Definition
ustually problem solving because it is the onl style that seeks an optimal outcome it doesn't work well when interests are perfectly opposing and it is difficult when parties lack trust/openess |
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Term
| What is the best conflict management style when socioemotional conflict is high? |
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Definition
Avoiding!!! there is a problem though...it doesn't resolve conflict source so it may just cause frustration |
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Term
when may the conflict managment style yeilding be necessary? |
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Definition
It may be neccessary when the other party has substantially more power or when the issue is less important to you as it is to the other peson... the problem with htis isi hte other party develops higher future expectations.... |
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Term
| when may the conflict man. style forcing be necessary? |
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Definition
maybe when you know you are correct and disput requires quick solution or when the other party would take advantage of more cooperative strategies.... the problem with this is it fuels socioemotional conflict. |
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Term
| when is compromising the best conflict management style? |
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Definition
best when there is little hope for mutual gain or when both parties have equal power. It is also good when both parties need to settle differences quickly. Problem with this is it is hte "GOOD ENOUGH" soloution that overlooks better solutions |
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Term
Structural approaches to managing conflict.... what are all of the ways? |
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Definition
Emphasizing common objectives reducing differentiation improving comm. and understanding reducing task interdependenc inreasing resources clarifying rules and procedures |
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Term
| emphasizing common objectives is an example of what? what does it consider? |
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Definition
it is an example of a structural approach to conflict management. It focuses on superordinate goals rather than conflicting subgoals (superordinate goals are common objectives held by conflicting parties that are more important that the departmental or individual goals on which the conflict is based) |
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Term
| Difference Reduction-Structural approach to managing conflict.....What does include? |
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Definition
difference reduction removes sources of different values and beliefs You can move employees aroudn to different jobs, deparments or regions other ways to reduce differentiation are to have a common dress cog/status and have common work experiences |
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Term
| why is improving comm. and understanding a good form of structural conflict management? |
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Definition
| this makes employees understand and appreciate each other's views throuh communication.... |
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Term
| Decreasing Task Interdependence is structural conflict management style....what do you need to do to reduce task interdependence? |
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Definition
divide shared resources combine tasks use buffers |
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Term
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Definition
two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence |
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Term
What are hte situational influences on negotiations??? 4 LPTA |
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Definition
Location-easier to negotiate on your own turf Physical setting-ex. seating 2 parties twoard a whiteboard as if they are "facing" the same problem time passage/deadlines-can motivate people but also can limit the amount of info discussed
audience-if there is an auience, negotiators are more likely to be competetive and engage in political tactics |
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Term
| What are effective negotiator behaviors? |
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Definition
Preparation and goal setting Gathering information Communicating effectively Making concessions |
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Term
What are the 3 types of dispute resolution activities?
(made by a third party) |
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Definition
arbitration-they have a high control over the final decision but low control over the process b/c they follow guidelines Inquisition-control all discussion about hte conflict. they have high decision control b/c they choose the form of conflict resolution Mediation-they have high control over hte intervention process but in the end the parties make hte final decision |
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