...Conflict arises when there is some indifference among two parties. In any working group conflict is almost unavoidable. When most people hear the word conflict, they often tend to take the term in negative manner. Almost everyone perceives conflict to be a malefactor and that it often hinders the development process of any group. Although usually people think of it as a bad thing, conflict on the contrary can be a positive occurrence within a group to bring about change. Comprehensively conflict refers to a situation in which there are opposing demands or ideas and a choice has to be made between them. So, it means without conflict there wouldn't be any opposing demands or ideas in which case the choices are obvious and easy. This can often mean there would be no innovation or no opposition to the idea presented hence no alternatives just a straight path ahead. A group must think of all possible ways for an idea to thrive most effectively and efficiently. Hence, conflict not only is salient but also encouraged in a work group. Generally conflict is caused by a number of reasons. For example, conflict can arise because of poor communication among the group members, other reasons can be lack of openness and/or failure to respond to everyone’s need by the head of the group. The belief that all conflict is harmful must be avoided. Conflicts must be believed to be natural and inevitable. It must be dealt accordingly, a conflict can not only be a positive force in a group but it is...
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...Conflict and Negotiation 1. What is Conflict? Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. In other words, Conflict is defined as a clash between individuals or group arising out of a difference in thought, process, attitudes, understanding, interests, requirements and even sometimes perceptions. 2. Transitions in Conflict Thought Traditional View of Conflict: The traditional view of conflict was consistent with the attitudes that prevailed about group behavior in the 1930 and 1940s. The early approach to conflict assumed that all conflict was bad. Conflict was negatively viewed for violence, destruction and irrationally to reinforce its negative connotation. The belief that all conflict is harmful and must be avoided. Conflict resulted from Poor communication, Lack of openness and failure to respond to employee needs. Human Relations View of Conflict: The human relation view dominated conflict theory from late 1940s through the mid-1970s. This theory argued that conflict was a natural occurrence in all groups and organization. Because conflict was inevitable, the human relations school advocated acceptance of politics. Interactionist View of Conflict: The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. The major contribution of the interactionist...
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...Negotiation Skills Lecture (1): Conflicts Management Dr. Ola Elgeuoshy For any organization to perform effectively, interdependent individuals and groups must establish working relationships across organizational boundaries, between individuals, and among groups. Such interdependence may foster either cooperation or conflict. CONFLICT Conflict: “involves incompatible behaviors; one person interfering, disrupting, or in some other way making another’s actions less effective.” Two Faces of Conflict: Competitive conflict • parties pursue directly opposite goals and mistrust and don’t believe each other. (Win-lose) Cooperative conflict • parties pursue cooperative goals and trust and rely on each other. (Win-win) Competitive Versus Cooperative Conflict Source (right figure): Reprinted from Learning to Manage Conflict: Getting People to Work Together Productively by Dean Tjosvold. Copyright © 1993 by Dean Tjosvold. First published by Lexington Books. All rights reserved. All correspondence should be sent to Lexington Books, 4720 Boston Way, Lanham, Md. 20706. Conflict Issues Conflict. • A disagreement between people on: • • Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. • Conflict that is well managed can...
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...expertise about identifying relevant criteria • Unhealthy conflict Creative abrasion versus personal clashes Difference in conflict between Sasha and Dana and Henry and Igor Conflict avoidance by some members eg. Dav CAUSE OF PROCESS PROBLEMS • Team Composition: multiple differences among members combine to cause a fault line Functional diversity: different styles of thinking, methods of time management, approaches to problem solving and gender Demographic diversity: differences in age, nationality Personality Differences in prior relationships CAUSE OF PROCESS PROBLEMS • Unclear goals, roles and leadership Winning the business plan competition versus launching the business successfully Interns or business partners Who was the leader UNDERLYING ROOT CAUSE • Impression formation processes • Threats to identity • Lack of interpersonal congruence LEARNING OBJECTIVES • Launching a team Importance of kick-off meeting Establishing shared goals, clear roles, agreed on decision making procedures, ground rules, leadership etc • Managing diverse members Have a shared understanding of each other’s strengths and limitations Instill norms for respecting and learning from other’s differences LEARNING OBJECTIVES • Diagnosing team processes Recognize and manage all stages of group decision making Understand distinction between healthy task conflict and dysfunctional affective conflict Manage “sub-groups”...
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...dispute resolution (ADR) | A conflict resolution strategy that involves assistance from a third party; used when both parties are unable to find resolution on their own. | | Conflict | One party perceives its interests are being opposed or set back by another party. | | Day of contemplation | A one-time-only day off with pay to allow a problem employee to reflect and recommit to the organization's values and mission. | | Distributive negotiation | Two interdependent parties, each with their own opposite preference, seek to make a decision that will result in one party winning at the expense of the other. | | Dysfunctional conflict | Threatens the interests of an organization. | | Functional conflict | Serves an organization's interests. | | Integrative negotiation | Two interdependent parties with their own preferences and values seek a win-win resolution through greater dialogue and cooperation. | | Personality conflict | Interpersonal opposition driven by personal dislike or disagreement. | Outline: Chapter 8CONFLICT AND NEGOTIATIONLearning Outcomes 1. Define conflict, functional conflict, and dysfunctional conflict 2. Identify the various antecedents (causes) of conflict 3. List two approaches an employee or manager can take to respond to each of the following: personality conflicts, intergroup conflict, and cross-cultural conflict 4. Compare and contrast the five alternative styles for handling conflict 5. Assess the value of...
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...outside world as they frequent their favorite social gathering place, St. Elmo’s. The characters also face conflicting challenges ahead of them, like friendship with one another, with parents, and with careers. Conflict is an everyday occurrence we deal with and the first word we seem to dodge. While it can be a storm bringing calamity to our relationships with family members, friends, and co-workers, it can also yield positive or negative consequences. Drawing from the various concepts presented in the readings of this course, the main focus of this paper reflects the struggles experienced by the film’s protagonists, in terms of the various elements of conflict, such as interpersonal versus intrapersonal, functional versus dysfunctional, and how goals play a role and conflict is managed. Focusing on seven tightly-knit characters, right from the film’s opening image of them walking arm-in-arm emphasizes the role of interpersonal conflict. The movie stresses the struggle that originates between two or more interdependent people and occurs whenever one individual thought’s or actions are perceived to limit or interfere with those of another. Each of the characters is given equal time to illustrate this kind of strife, and some characters have multiple interpersonal conflicts. For instance, Alec Newberry, a man in a political career, frequently clashes with his girlfriend, Leslie, as he persuades her to marry him. In addition, Alec responds angrily when he discovers that Kevin and...
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...BUS520 Week 11 Final Exam 1 and 2 BUS520 Week 11 Final Exam 1 and 2 BUS520Week 11 Final Exam 1 and 2 Download Answer Here http://workbank247.com/q/bus520-final-exam-1-and-2/6911 Question 1 According to the Ohio State leadership studies, a leader high in __________ is sensitive to people’s feelings and tries to make things pleasant for the followers. • Question 2 __________ make(s) a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. • Question 3 According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she __________. • Question 4 According to __________ approaches, individual behavior is constructed in context, as people act and interact in situations. • Question 5 Meindl referred to the phenomenon whereby people attribute almost magical qualities to leadership as _____________. • Question 6 The __________ that are driving organizations of all types and sizes can be found in organization-environment relationships, the organizational life cycle, and the political nature of organizations. • Question 7 The decision to construct a new overseas plant can be considered to be a(n) __________. • Question 8 Which of the following, refers to altruistic love? • Question 9 __________ is intentional and occurs as a result of specific efforts by a change agent. • Question 10 Another name for incremental change is __________. • Question...
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... which of the following is the least predictive set of criteria used to eveluate employees traits if a manager uses critical incidents as a method of performance evaluation, then ____ the focus of the evaluation will center on key bahaviors. ____involves evaluations ones performance against the performace of one or more others Foreced comparison The concept of____can be applied to apprasials to increase the perception that employees are treated fairly. Due process Which of the following is true with reguard to leadership? It focuses on downward influence of followers. ____is the only tactic effective across organizational levels. Rational persuation to avoid poiticking during peroformance evaluations, and orginazation should_____ use objective criteria reactive and protective behavions to avoid action, blame, orcahge are termed____ Defensive bahaviors Mintzberg's managerial four roles entrepreneur role, disturbance handlers, esource allocators, negotiator role The ability to understand, communite with, motivate and support other people, both individually and ind groups, may be defined as____ human skills (human skills- the ability to work with, understand, and motivate other people, both individually and in groups) conceptual skills The mental ability to analyze and diagnose complex situations. According to fred luthans and his associates, managers involved in traditional management activities undertook which...
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...Introduction Bend It Like Beckham is a classic story of the traditional versus the new. Jess appears to be like a lot of other daughters of Indian immigrants, growing up in England. She gets good grades, has never gotten into serious trouble with the law, and listens to her parents. On the inside, though, she is battling the constant conflict with being true to herself and being what her family and culture dictates she should be. She comes from a loving traditional family often tell her who she should be. Anything different from tradition was risky, strange, and a little scary. At first her family appears overbearing and dysfunctional, forcing everyone to fulfill certain roles and not deviate from what is considered acceptable. Ultimately, when Jess feels forced to choose between family and her love of sport, she chooses family, even when her non-Indian soccer friends tell her otherwise. In return, Jess’ family surprises her, proving that love and respect are more important to tradition. Description of Movie Family Jess is the younger daughter of very traditional Indian immigrants in Hounslow, England. She is not like her parents who stick to the ways of the cold country, nor is she like her older sister Pinky who loves makeup and dresses and fancies boys. Instead, her passions and talent lie towards playing soccer. To play soccer professionally would be a dream come true for her, but her family expects her to do well in school, become a successful professional, get married...
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...organizational structure, ethics, and conflict resolution. Extensive research has been done in the field of development and application of team behavior and the positive or negative impact it has on accomplishing organizational objectives. Tuckman’s team development theory, Mintzberg’s study of organizational politics, and The Ringelmann effect will be examined. These theories provide insight into the complexities inherent in group structure and the mechanisms organizations need to minimize dysfunctional activities. The term group and team are used interchangeably for this discussion although they do not have the same meaning. A team consists of a number of people committed to common goals. Teams help organizations enhance performance, reduce costs, and provide employees with a sense of dignity and self-fulfillment. A team’s composition is formal or informal, its effectiveness is predicated, in part, on an organizations’ culture and the personalities and roles of the team members. . Group Development 1. There are critics of the five‐stage group development model. Their main point is that this presentation of a group’s development is too static. Do you agree with this criticism? Why? The Tuckman stages of team development focuses on building and developing teams by analyzing team behavior. The first stage is forming. Group members get to know each other. Tuckman calls this the “ice breaking” stage. The second stage is storming. In this stage conflicts and power struggles occur as...
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...concerning the 1959 robbery of a Kansas farmhouse by Perry Smith and Dick Hickock, who murdered their victims in order to eliminate the witnesses. After the men were captured, the police interrogated them separately. To get a confession, the police offered the men a reduced sentence for cooperating. Failure to cooperate would result in a death penalty charge for both. In the prisoner's dilemma, if both parties cooperate they are mildly punished; if one betrays another, one is severely punished while the other goes free; and if both betray one-another, both are moderately punished. Can you think of settings where you work in which the organizational structure has created a prisoner's dilemma? Competition can (but does not necessarily) bring out conflict. In game theory, there are non-cooperative and cooperative games. A non-cooperative zero-sum game has a definite winner and loser. For one to win, one must lose. We often think of politicking as an element of that. A cooperative game is where everyone who plays is better off...
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...concerning the 1959 robbery of a Kansas farmhouse by Perry Smith and Dick Hickock, who murdered their victims in order to eliminate the witnesses. After the men were captured, the police interrogated them separately. To get a confession, the police offered the men a reduced sentence for cooperating. Failure to cooperate would result in a death penalty charge for both. In the prisoner’s dilemma, if both parties cooperate they are mildly punished; if one betrays another, one is severely punished while the other goes free; and if both betray one-another, both are moderately punished. Can you think of settings where you work in which the organizational structure has created a prisoner’s dilemma? Competition can (but does not necessarily) bring out conflict. In game theory, there are non-cooperative and cooperative games. A non-cooperative zero-sum game has a definite winner and loser. For one to win, one must lose. We often think of politicking as an element of that. A cooperative game is...
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...Management 310 Study Guide Chapter 2: Individual Differences: Personality and Ability Locus of Control External: outside forces responsible for fate, actions= no affect Internal: think their own behaviors and actions have an impact Self-Monitoring The extent to which people try to control the way they present themselves to others High: want behavior to be socially acceptable; good at managing the impressions others have of them Low: not overly concerned about behaving in a situational appropriate manner, more likely to say what they think is true/correct, provide open, honest feedback The Big Five Model of Personality Trait: specific component of personality- tendencies a person has to feel, think, act in certain ways- shy, outgoing, etc 1.Extraversion: positive emotions, gregariousness, warmth aka positive affectivity, more satisfied with jobs 2. Neuroticism: anxiety, self-consciousness, vulnerability aka negative affectivity, view= negative, more critical 3.Agreeableness: trust, straightforwardness, tender-mindedness *people low on this are mistrustful, 4. Conscientiousness: competence, order, self disciple *extent to which people are careful, scrupulous, and preserving 5.Openness to Experience: fantasy, Actions, Ideas *extent to which an individual is original, open to stimuli, has board interests, and willing to take risks *a person can be high, low, or anywhere between for each trait **no such thing as a good or bad...
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...Structural Family Therapy Janea Taylor St. Edward’s University July 22, 2014 CNCO 6364.01 Professor Michael S. Bishop, Ph.D., LMFT, LPC, PA Abstract The purpose of this research paper is to examine the theory upon which Structural Family Therapy is based. The history and construct of the theory, as well as a description of the techniques used while practicing this particular theory in application are discussed. An evaluation and critique are also provided, in addition to an overall summary of what was learned in the process of researching Structural Family Therapy. Keywords: structural family therapy, structural family theory, family systems Structural Family Therapy Historical Overview Structural Family Therapy (SFT) was created based on a theory developed by Salvador Minuchin which focuses on functioning within a family system (Nichols, 2014). Minuchin was born and raised Jewish in Argentina prior to moving to Israel where he became a physician. During the early 1960’s, he worked with at-risk youth within underprivileged sectors of society and poor families. As a result of his work with minority groups, Structural Family Therapy is one of the only theories with a sense of multi-culturalism. In 1967, Minuchin wrote a book entitled Families of the Slums which described his experiences with these families. While he was trained in psychodynamic techniques, he opted to take a different approach in working with this population by focusing on sociological...
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... Chittagong University, Chittagong. Conflict management- its nature, significance and impacts in BD firms Executive summary Whenever people talk of conflict or say that a conflict has developed, the usual impression is that there is something frightening. This notion prevails despite the fact that people know there is no organization which is altogether free from conflicts. Even non-profit and service organizations such as educational institutions and hospitals are not devoid of conflicts. Which is inevitably is recognized by an individual only when individual is faced with a conflict situation. In all other cases, one refers to it as bad and avoidable and regards it as a failure of parties in conflict. But productively engaging in conflict is always valuable. Most people are willing and interested in resolving their conflicts; they just need the appropriate skill set and opportunities in which to practice this skill set. Without a conflict skill set, people want to avoid conflict, hoping it will go away or not wanting to make a “big deal out of nothing.” Research and personal experiences show us that, when we avoid conflict, the conflict actually escalates and our thoughts and feelings become more negative. Through conflict self-awareness we can more effectively manage our conflicts and therefore our professional and personal relationships. Furthermore, by...
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