MGMT 3720 EXAM 2 - 3 STUDY GUIDE
Conflict must be - Answers -percieved
Traditional view of conflict - Answers -Assumed all conflict was BAD and to be avoided.
Was a dysfunctional outcome resulting from poor communication, lack of openness, etc.
Interactionist view of conflict - Answers -Conflict is necessary, but it can be functional
Task conflict - Answers -relates to the content and goals of work
Relationship conflict - Answers -focuses on interpersonal relationships
Process conflict - Answers -relates to how the work gets done
Relationship conflicts are almost always - Answers -dysfunctional
Resolution-focused conflict - Answers -Too much conflict is no bueno. But too little
conflict can be counterproductive
The conflict process - Answers -potential opposition or incompatibility > cognition and
personalization > intentions > behavior > outcomes
Potential opposition or incompatibility - Answers -1st stage in the conflict process; 3
antecedent conditions from which conflict arises: communication, structure or personal
variables.
Too much communication - Answers -can be a bad thing
The larger the group - Answers -the more specialized the activities which is likely to
create more conflict
Potential for conflict is greatest when - Answers -members are younger and turnover is
high
cognition and personalization - Answers -second stage in the conflict process; when
the conflict is generally defined; somebody notices that there is a conflict that exists
Perceived conflict does not necessary equal - Answers -felt conflict. Something can be
perceived without being felt.
Intentions - Answers -The third stage in the conflict process; decisions to act in a
certain way
Intentions are not necessarily reflected by - Answers -behavior
,2 dimensions for handling conflict-handling intentions - Answers -cooperativeness and
assertiveness
Assertiveness - Answers -the degree to which one party attempts to satisfy his own
concerns
5 conflict-handling intentions - Answers -competing, collaborating, avoiding,
accomodating, and compromising
Competing - Answers -assertive and uncooperative - seeks to satisfy one's own needs
and interests
Collaborating - Answers -assertive and cooperative - seeks to satisfy needs of all
Avoiding - Answers -unassertive and uncooperative - desire to withdraw from conflict
Accomodating - Answers -unassertive and cooperative - seek more to appease
opponent rather than to satisfy one's own interest
Compromising - Answers -midrange of both assertiveness and cooperativeness -
compromise
Behaviors - Answers -4th stage in the conflict process; this is where the conflict
becomes visible and shit gets real.
All behaviors exist on a - Answers -continuum
If behavior is not dealt with, - Answers -it will get worse
Inexperienced managers - Answers -will back away from conflict
Experienced managers - Answers -will address the conflict
Conflict Management - Answers -the use of resolution and stimulation techniques to
achieve desired level of conflicts
Problem solving - Answers -face to face meeting to resolve conflict for open discussion
Superordinate goals - Answers -creating a shared goal
Soothing - Answers -Playing down differences and focusing on interests. Doesn't bring
things to resolution and is not productive in the long run
Authoritative command - Answers -My way or the highway
, Altering the human variable - Answers -using behavioral techniques to alter attitudes
and behaviors
Altering the structural variables - Answers -job redesign, etc.
Conflict-resolution techniques - Answers -problem solving, superordinate goals,
avoidance, soothing, compromise, authoritative command, altering the human variable
and altering the structural variables
Conflict-stimulation techniques - Answers -communication, bringing in outsiders,
restructuring the organization and appointing a devil's advocate
Outcomes - Answers -The final stage in the conflict process; Facing the consequences
One of the keys to minimizing counterproductivity is recognizing when - Answers -there
really is a disagreement
The most disruptive conflicts are the conflicts that - Answers -aren't addressed
negotiation - Answers -process in which two or more parties exchange goods or
services and attempt to agree upon the exchange rate for them.
Bargaining - Answers -Negotiation
Distributive Bargaining - Answers -negotiation that seeks to divide up a fixed amount of
resourses; a win-lose situation. GET AS MUCH OF THE PIE AS POSSIBLE
Target point - Answers -what someone wants to achieve
Resistance point - Answers -marks the lowest acceptable outcome
The first offer in a distributive bargain needs to be - Answers -Aggressive
Another good distributive tactic is - Answers -revealing a deadline
Integrative Bargaining - Answers -negotiation that seeks one or more settlements that
can create a win-win situation
In integrative bargaining, both parties mus - Answers -be engaged and trust for it to
work
Your worst enemy in negotiation a win-win agreement is - Answers -compromise
because it reduces the pressure to bargain integratively
Conflict must be - Answers -percieved
Traditional view of conflict - Answers -Assumed all conflict was BAD and to be avoided.
Was a dysfunctional outcome resulting from poor communication, lack of openness, etc.
Interactionist view of conflict - Answers -Conflict is necessary, but it can be functional
Task conflict - Answers -relates to the content and goals of work
Relationship conflict - Answers -focuses on interpersonal relationships
Process conflict - Answers -relates to how the work gets done
Relationship conflicts are almost always - Answers -dysfunctional
Resolution-focused conflict - Answers -Too much conflict is no bueno. But too little
conflict can be counterproductive
The conflict process - Answers -potential opposition or incompatibility > cognition and
personalization > intentions > behavior > outcomes
Potential opposition or incompatibility - Answers -1st stage in the conflict process; 3
antecedent conditions from which conflict arises: communication, structure or personal
variables.
Too much communication - Answers -can be a bad thing
The larger the group - Answers -the more specialized the activities which is likely to
create more conflict
Potential for conflict is greatest when - Answers -members are younger and turnover is
high
cognition and personalization - Answers -second stage in the conflict process; when
the conflict is generally defined; somebody notices that there is a conflict that exists
Perceived conflict does not necessary equal - Answers -felt conflict. Something can be
perceived without being felt.
Intentions - Answers -The third stage in the conflict process; decisions to act in a
certain way
Intentions are not necessarily reflected by - Answers -behavior
,2 dimensions for handling conflict-handling intentions - Answers -cooperativeness and
assertiveness
Assertiveness - Answers -the degree to which one party attempts to satisfy his own
concerns
5 conflict-handling intentions - Answers -competing, collaborating, avoiding,
accomodating, and compromising
Competing - Answers -assertive and uncooperative - seeks to satisfy one's own needs
and interests
Collaborating - Answers -assertive and cooperative - seeks to satisfy needs of all
Avoiding - Answers -unassertive and uncooperative - desire to withdraw from conflict
Accomodating - Answers -unassertive and cooperative - seek more to appease
opponent rather than to satisfy one's own interest
Compromising - Answers -midrange of both assertiveness and cooperativeness -
compromise
Behaviors - Answers -4th stage in the conflict process; this is where the conflict
becomes visible and shit gets real.
All behaviors exist on a - Answers -continuum
If behavior is not dealt with, - Answers -it will get worse
Inexperienced managers - Answers -will back away from conflict
Experienced managers - Answers -will address the conflict
Conflict Management - Answers -the use of resolution and stimulation techniques to
achieve desired level of conflicts
Problem solving - Answers -face to face meeting to resolve conflict for open discussion
Superordinate goals - Answers -creating a shared goal
Soothing - Answers -Playing down differences and focusing on interests. Doesn't bring
things to resolution and is not productive in the long run
Authoritative command - Answers -My way or the highway
, Altering the human variable - Answers -using behavioral techniques to alter attitudes
and behaviors
Altering the structural variables - Answers -job redesign, etc.
Conflict-resolution techniques - Answers -problem solving, superordinate goals,
avoidance, soothing, compromise, authoritative command, altering the human variable
and altering the structural variables
Conflict-stimulation techniques - Answers -communication, bringing in outsiders,
restructuring the organization and appointing a devil's advocate
Outcomes - Answers -The final stage in the conflict process; Facing the consequences
One of the keys to minimizing counterproductivity is recognizing when - Answers -there
really is a disagreement
The most disruptive conflicts are the conflicts that - Answers -aren't addressed
negotiation - Answers -process in which two or more parties exchange goods or
services and attempt to agree upon the exchange rate for them.
Bargaining - Answers -Negotiation
Distributive Bargaining - Answers -negotiation that seeks to divide up a fixed amount of
resourses; a win-lose situation. GET AS MUCH OF THE PIE AS POSSIBLE
Target point - Answers -what someone wants to achieve
Resistance point - Answers -marks the lowest acceptable outcome
The first offer in a distributive bargain needs to be - Answers -Aggressive
Another good distributive tactic is - Answers -revealing a deadline
Integrative Bargaining - Answers -negotiation that seeks one or more settlements that
can create a win-win situation
In integrative bargaining, both parties mus - Answers -be engaged and trust for it to
work
Your worst enemy in negotiation a win-win agreement is - Answers -compromise
because it reduces the pressure to bargain integratively
