MGMT20001 Chapter Notes - Chapter 11: Job Satisfaction, Procedural Justice, Best Alternative To A Negotiated Agreement
25 May 2018
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Differences in goals and viewpoints can lead to conflict
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Conflict is ultimately based on perceptions
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Conflict is a process in which one party perceives that its interests are being opposed or negatively
affected by another party
Consumes otherwise productive time
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Stressful - consumes personal energy and distracts employees from their work
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Discourages people from sharing resources and coordinating
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Reduces job satisfaction
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May undermine team cohesion and performance
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Conflict has negative consequences
Energises people to debate issues and evaluate alternatives
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Prevents individuals and teams from making inferior decisions
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Prevents organisations from becoming non-responsive to the external environment
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Conflict between team members and external sources increases team cohesion
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Conflict has benefits
The Meaning and Consequences of Conflict
Saturday, 7 April 2018
9:38 PM
OB Page 1
Debates about the merits and limitations of different positions
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Participants can re-examine assumptions and beliefs without hostile emotions
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Tends to produce beneficial outcomes
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Upper limit to the intensity of any disagreement
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Task conflict is a type of conflict in which people focus their discussion around the issue while
showing respect from people who have other points of view
Focus on interpersonal differences
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Personal attacks threaten self-esteem and trigger defence mechanisms
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Reduces mutual trust
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Escalates more easily than task conflict
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Rely more on distorted perceptions and stereotypes
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Relationship conflict is a type of conflict in which people focus on characteristics of other individuals,
rather than on the issues, as the source of conflict
Relationship conflict is less likely to occur or less likely to escalate when team members
have high levels of emotional intelligence
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Higher emotional intelligence reduces risk of escalating perceptions of interpersonal
hostility
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More likely to view a co-worker's emotional reaction as information about that person's
needs and expectations
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Emotional intelligence and emotional stability
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Relationship conflict is suppressed when the team is highly cohesive
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More latitude given to show emotions without being personally offended
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Strong cohesion allows members to know about and anticipate behaviours and
emotions of others
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Members are more motivated to avoid escalating relationship conflict if there is high
team cohesion
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Cohesive team
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Team norms might discourage team members from displaying negative emotions
towards co-workers
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Teams norms may encourage tactics that diffuse relationship conflict when it appears
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Supportive team norms
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Separating task from relationship conflict:
The Emerging View: Task and Relationship Conflict
Saturday, 7 April 2018
9:43 PM
OB Page 2
Sources of conflict
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Conflict perceptions and emotions
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Manifest conflict
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Conflict outcomes
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Conflict Process Model
Friday, 13 April 2018
7:50 PM
OB Page 3
