COLLAB 2N03 Chapter Notes -Job Design, Group Cohesiveness, Job Performance
17 Dec 2014
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Document Summary
A process that occurs when one person, group, or organizational subunit frustrates the goal attainment of another. Antagonistic behaviour= name calling, sabotage, physical aggression. View of conflict: negative, dysfunctional, detrimental, distracts managers, managers motivated to eliminate or suppress conflict, don"t care about solving it. Motivated to get rid of it (fast) Benefits of conflict are recognized: realization that suppressing conflict can lead to further negative consequences, conflict is seen as inevitable rather than avoidable. Status= people of lower status dependent on those of higher, but sometimes lower status orders around higher status (ie. servers giving orders to chefs). Culture= clash in beliefs and values can result in overt conflict: ambiguity ambiguous goals, jurisdictions, or performance criteria can lead to conflict. Scarce resources differences in power are magnified when resources become scarce. Types of conflict: relationship conflict (the who) Interpersonal tensions among individuals that have to do with their relationship per se, not the task at hand.
