MGHB02H3 : Chapter 13 Notes(include lecture notes)

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tanbeaver976

1 Apr 2011

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Document Summary

functional conflict: supports the goals of the group and improves performance. Scarce resources common resources in short supply magnify differences in power. Sufficient quantities = buffers; turn latent conflict into overt conflict: ambiguity performance criteria (jurisdiction and responsibility) formal and informal roles that govern interaction break down difficult to determine responsibility. Intergroup bias (in-group vs. out-group) develop a more positive view in-group and a less positive view of out-groups (not a member) Use super-ordinate goals: differences in power, status, culture. Power dependence is one-way(not mutual) = imbalance in power. Culture very different cultures = clash in beliefs and values: value clashes. Interdependence individuals or subunits are mutually dependent on each other to accomplish their own goals; abuse of power in such relationships and on-going need for coordination. Relationship conflict interpersonal tensions among individuals; above their relationship per se, not task (i. e. personality clashes)

Related Questions

Which of the following is a source of intergroup conflict in the workplace?

A.) too many resources
B.) inconsistent goals or reward systems
C.) strict job boundaries
D.) excessive communication
E.) lack of diversity

azureraven865

You head up the interdepartmental design review team for a manufacturer of high-performance motorcycles, and things are not going well at the moment. The design engineers and marketing strategists keep arguing about which should be a higher priority, performance aesthetics, and the accountants say both groups are driving the cost of the new model through the roof by adding too many new features. Everyone has valid points to make, but the team is getting bogged down in conflict. Explain how you could go about resolving the stalemate.