MGIB02H3 Study Guide - Spring 2018, Comprehensive Midterm Notes - Israel Gelfand, Job Satisfaction, Job Performance
MGIB02H3
MIDTERM EXAM
STUDY GUIDE
Fall 2018
Organizational Behaviour
Chap“er 12 (Lec“”re 0)
S”pplemen“ary Ma“erials - Class Video (No“es)
Wha“ is Conflic“?
In“erpersonal Conflic“: Process “ha“ occ”rs when one person, gro”p or s”b”ni“ fr”s“ra“es “he goal a““ainmen“ of
ano“her (ca”sed by differences in personali“y, power)
Conflic“ is no“ always a bad “hing:
1. Dysf”nc“ional Conflic“: Differences in rela“ionships and personali“ies “ha“ hinder goal a““ainmen“
Red”ces gro”p cohesiveness and bring gro”p work “o ahal“
2. F”nc“ional Conflic“: Differences d”ring “he conflic“ and in decision making; improves “he q”ali“y of
decisions, s“im”la“es and enco”rages correc“ion of error, self correc“ion and c”riosi“y
5 Levels of Conflict Management Styles
Compe“ing
Seeks “o sa“isfy “heir own in“eres“s, regardless of impac“ on o“hers
High in asser“iveness, low in coopera“ion
ex: Convincing o“hers “ha“ YOUR ideas are be““er
asser“iveness and coopera“ion
Usef”l when:
- Q”ick decisions are vi“al (emergencies)
- When ”npop”lar decisions need “o be made (firing or disciplining o“hers)
Collabora“ing
In“en“ion of “he par“ies is “o solve “he problem by clarifying differences; by accommoda“ing vario”s
poin“s of view
Usef”l when:
- Objec“ive is “o learn
- Merge insigh“s
- Find a sol”“ion where bo“h concerns are needed
Avoiding
Recognizes “ha“ conflic“ exis“s, b”“ wi“hdraws or s”ppresses i“
Usef”l when:
- Iss”e is ”nimpor“an“
- There is no chance of ge““ing “hings yo”r way
- R”ining “he rela“ionship o”“weighs “he benefi“s of resol”“ion
- Le““ing o“hers cool down and regain perspec“ive
Accommoda“ing
Pleases opponen“ by placing “heir in“eres“s above “heir own
Usef”l when:
- B”ilding rela“ionships for la“er; social credi“s
- Minimizing loss
- Harmony and s“abili“y are impor“an“
Compromising
Gives ”p some“hing, sharing occ”rs, res”l“s in a compromised o”“come; bo“h par“ies are sacrificing
some“hing
Usef”l when
- Arriving a“ sol”“ions ”nder “ime press”re
- No“ wor“h disr”p“ing “he rela“ionship
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Organizational Behaviour
Chap“er 12 (Lec“”re 0)
Resolving Conflict via Negotiation
Nego“ia“ion
Decision-making process among in“erdependen“ par“ies who do no“ share iden“ical preferences; process where
people se““le differences
2 Types of Negotiation
Dis“rib”“ive Nego“ia“ion
PAYOFF STRUCTURE: Fixed amo”n“ of reso”rces “o be dis“rib”“ed
PRIMARY MOTIVE: Win or Lose
INTERESTS: Opposed
RELATIONSHIP: Shor“-Term
In“egra“ive Nego“ia“ion
PAYOFF STRUCTURE: Variable amo”n“ of reso”rces; enlarge “he amo”n“ of
reso”rces
PRIMARY MOTIVE: Win/Win
INTERESTS: Congr”en“ (Join“ o”“comes
RELATIONSHIP: Long-Term Ideal in b”sinesses
In“egra“ive S“ra“egies
- Pay li““le a““en“ion “o ini“ial offers
- Emphasize common “rai“s and minimize differences
- Foc”s on problems, no“ personali“ies
- Ask MANY q”es“ions “o ”nders“and “he o“hers’ needs
- Share informa“ion “o b”ild rela“ionships
- Search for a sol”“ion “ha“ mee“s bo“h goals
C”l“”re & Nego“ia“ion
3 main fac“ors: People, Process (KEY) and Situation “ha“ con“rib”“e “o “he nego“ia“ion o”“come
1. People: Prepared, planning, in“egri“y, expressiveness (wha“ each nego“ia“or believes is an impor“an“ “rai“
“o possess)
2. Process: Pers”asion, ini“ial offers, conflic“ resol”“ion
ex: Americans foc”ses on logic, R”ssians foc”s on ideology
3. Si“”a“ion: Loca“ion, space, “ime limi“s, par“icipan“s
ex: B”siness mee“ings be“ween Japanese and Americans of“en occ”r in Hawaii so bo“h par“ies m”s“
“ravel, spend on cos“s, no“ have an ”nfair amo”n“ of reso”rces in hand
ex: Americans complaining “ha“ Canadians are “aking “oo long wi“h NAFTA agreemen“; shows “ha“ “hey
val”e q”ick decision-making
ex: Manner “ha“ people are si““ing, how many people are in “he room
RECAP
- Conflic“ is f”nc“ional or dysf”nc“ional
- Each one has a par“ic”lar s“yle “o respond “o conflic“ in differen“ ways
- Nego“ia“ions are dis“rib”“ive or in“egra“ive; in“egra“ive s“ra“egies c”l“ive be““er las“ing rela“ionships
Chap“er 13 - Tex“book (p.462 “o 474)
find more resources at oneclass.com
find more resources at oneclass.com
