Term
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Definition
| interaction of interdependent people who perceive opposition of goals, aims, values, and who see other party as potentially interfering with the realization of goals |
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Term
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Definition
| focus on solving problems, achieving goals, strengthening relationships. it allows for growth and change, opportunity to resolve differences in opinions, forum for unifying group of employees, enhance productivity and commitment |
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Term
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Definition
| dysfunctional handling that affectss goals, decisions, and relationships. negativity is influenced by a lack of agreement; respective positions are stubbornly reinforced; employees become divisive; decreased productivity, satisfaction and commitment |
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Term
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Definition
Interaction-expression of incompatibility, communicating about issues
Interdependent- behaviors of employees are intertwined and impact one and another
Incompatible goals- contradictory ideas regarding organizational issues |
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Term
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Definition
| potential for conflict exists. influenced by interests, culture, interaction history |
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Term
| Perceived phase of conflict |
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Definition
| one or more parties believe incompatibility exists. influenced by stimulating event |
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Term
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Definition
| parties begin to devise managing strategies |
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Term
| Manifest phase of conflict |
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Definition
| communication about conflict. enactment of conflict management strategies |
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Term
| Aftermath phase of conflict |
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Definition
| impact of conflict on immediate and distant future. long or short term change resulting from conflict |
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Term
| Avoidance strategy of managing conflict |
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Definition
| denial of problem, evasion of confrontation. useful when issue is of minor importance. unproductive when issues must be discussed. |
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Term
| Accommodation strategy of managing conflict |
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Definition
| deemphasizing personal needs. useful when preservation of relationship is important. unproductive when important issues are evaded. |
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Term
| Competition strategy of managing conflict |
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Definition
| exerting force over another party, useful when power has been mutually acknowledged, unproductive when less powerful parties lack chance to speak |
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Term
| Compromise strategy of managing conflict |
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Definition
| each party gives ground to reach solution. useful when parties have enough resources to yield. unproductive when conclusions to reach effectiveness. |
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Term
| Collaboration strategy of managing conflict |
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Definition
| cooperative combo of resources and ideas. useful when time is available to complete process. unproductive when time, abilities, and commitment are absent |
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Term
| Antisocial communication behavior ACB |
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Definition
| communication intended to harm others |
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Term
| Objective dimension of ACB |
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Definition
the reason or goal for using antisocial behavior.
affective- intention to harm another person
instrumental- intention to achieve goal |
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Term
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Definition
the way antisocial behavior is accomplished.
physical
verbal |
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Term
| Execution dimension of ACB |
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Definition
How antisocial behavior is performed.
Active- actual performance of behaviors
Passive- withholding behavior to inflict harm |
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Term
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Definition
originator of antisocial behavior
direct- occurring to face of recipient
indirect- harm delivered thru intermediary or to valuables |
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Term
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Definition
| messages to harm self-concept of others and inflict psychological harm |
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Term
| indirect interpersonal aggression |
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Definition
| harm caused without using face to face communication. spreading rumors; betraying confidence; preventing flow of information |
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Term
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Definition
| interfering with another's job |
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Term
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Definition
downsizing
pressure for greater productivity
new social contract
organizational values
work group norms
perceptions of unfairness |
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Term
| How can organizational justice prevent ACB |
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Definition
distributive justice- perceptions of fairness about outcomes received based on standard
procedures- perceptions of fairness about process used to arrive at outcomes
interactional- perceptions of fairness of communication when procedures are implemented |
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Term
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Definition
| display of inauthentic emotion prescribed by organization |
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Term
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Definition
| Feeling emotions prescribed by organization by drawing on emotional memories |
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Term
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Definition
| expression of emotion to colleagues |
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Term
| Emotional Boundary Spanning |
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Definition
| bringing emotions from work home with you and vice versa |
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Term
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Definition
| consequences of emotion at work |
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Term
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Definition
first step of process of emotional expression. signs associated with affective states.
Appropriateness- conformity to social norms of organization
Authenticity- revealing true feelings of communicators
Consistency- pattern of emotional expression |
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Term
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Definition
second step in process of emotional expression. symbols used to convey emotion.
Emotion Words- labels used for coworkers and work
Slogans- capture essence of organization
Metaphors- emotions described by drawing a comparison to something unrelated |
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Term
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Definition
third step in process of emotional expression. behaviors to achieve a goal.
Emotional Eliciting- intentionally drawing feelings from another
Emotional Regulating- altering emotions of others
Emotional Labels- identifying and attaching emotions to others
Emotional Transformation- changing existing emotions into new ones |
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Term
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Definition
| Fourth and final step of process of emotional expression. shaping emotion thru series of conversational turns |
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Term
| Relational Functions of Emotions |
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Definition
Provoking- drawing emotions out of a coworker
Detecting/anticipating- uncovering or predicting what emotions another is feeling
Maintaining- keeping relationships in their desired state
Intensifying- use of emotion to progress relationships
Forgiving- expression of mercy by someone who was wronged by another |
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Term
| Emotional Rules in organization |
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Definition
Express emotions professionally
Express emotions to improve situations
Express emotions to the correct people
Express emotions to help individuals
Avoid expressing emotions for personal gain or to hurt others
Expression of certain emotions is always inappropriate |
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Term
| Importance of managing emotion |
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Definition
improves task performance, emotion becomes tool for accomplishing tasks.
enhances climate of organization. emotion makes organization more hospitable.
forging relationships. emotion brings people together and helps with coping. |
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Term
| Consequences of failing to manage emotions |
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Definition
Stress: strain on body resulting from emotional exhaustion
Stressors:
role conflict, workload, role ambiguity, life events, work life/ conflict
burnout- strain that results from ongoing stressors:
emotional exhaustion: fatigue, frustration, or inability to face another day at work
lack of personal accomplishment- feeling of incompetence or lack of confidence by employees
depersonalization- development of negative views of coworkers at the workplace
outcomes of burnout: lower job satisfaction, lower commitment, higher blood pressure, turnover |
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Term
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Definition
| sequence of events thru which adjustments occur in the structure of functioning organizations |
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Term
| Deliberate/ Unintended organizational change |
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Definition
Planned- purposeful effort to change the organization
Unplanned-alteration by unconctrollable forces |
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Term
| Objects of change organizational change |
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Definition
Discursive- relabeling of practices to give impression of change
Material- alteration of operations, practices, relationships, or decision making |
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Term
| Size and scope of organizational change |
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Definition
First order- small, incremental, predictable interruptions in normal practices
Second-order:large, transformational or radical changes
Third-order: preparation for continuous change |
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Term
| Triggers of organizational change |
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Definition
| legal requirements, changing client needs, new or outdated technologies, changes in availability of funding, need to improve employee morale |
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Term
| Formulation phase of organizational change |
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Definition
| awareness of need for change |
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Term
| Implementation phase of organizational change |
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Definition
| decisions announced about change |
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Term
| Institutionalization phase of organizational change |
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Definition
| changes become accepted by members. |
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Term
| Dissemination phase of organizational change |
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Definition
| members make sense of change |
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Term
| Negative unintended consequences of organizational change |
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Definition
| cynicism, stress, turnover, lower satisfaction and trust |
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Term
| Positive unintended consequences of organizational change |
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Definition
| New ideas fostered by employees, better methods of performing work, improved climate |
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Term
| Adopters of change initiative |
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Definition
innovators- people who are eager to try new initiatives
early adopters- opinion leaders who influence others
late majority- people who adopt new ideas slower than most
laggards- last people to adopt change |
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Term
| Strategies for implementation of change |
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Definition
spray and pray- multitude of info released, hope employees figure it out
tell and sell- emphasis placed on core values reinforced thru change
underscore and explore- managers discuss potential success, employees have input in change initiative
identify and reply- mgmt listens to employees concerns and responds in constructive ways
withhold and uphold- limited amount of info is released, answers are political |
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